annual activity report 2015 - european …...table tables of contents page statement of assurance 11...

European Economic and Social Committee

ANNUAL ACTIVITY REPORT 2015

(Section VI of the EU-budget)

(Final – June 2016)

Table

Tables of contents

Page

Statement of Assurance 11

Presentation and main Achievements 2015 15

Annual General Accounts 2015 (Accrual Accounting Principle) 43

Annual Budgetary Accounts 2014 (Modified Cash Accounting Principle)

and

Report on Budgetary and Financial Management 75

Appendices 111

PART I

PART II

PART III

PART IV

1

Contents PRESENTATION AND MAIN ACHIEVEMENTS 2015

PART I

1. PRESENTATION ……………………………………………………………………………………… 15

1.1 WHAT IS THE EESC? ............................................................................................................................... 15 1.2 WHAT ARE THE EESC’S OBJECTIVES? ........................................................................................... 15 1.3 WHAT IS ORGANISED CIVIL SOCIETY? .......................................................................................... 15 1.4 HOW IS CIVIL SOCIETY REPRESENTED? ....................................................................................... 16 1.5 NATIONAL ALLOCATION OF SEATS ................................................................................................ 16 1.6 WHAT ARE OPINIONS? .......................................................................................................................... 16 1.7 POLITICAL BODIES OF THE EESC .................................................................................................... 18 1.8 HOW IS THE EESC ORGANISED? ....................................................................................................... 19

2. MAIN ACHIEVEMENTS 2015 ……………………………………………………………………….. 20

2.1 INTRODUCTION ...................................................................................................................................... 20 2.2 ACTIVITIES ............................................................................................................................................... 20

2.2.1 Legislative and related work................................................................................................... 20 2.2.2 Impact studies and evaluations ............................................................................................... 24 2.2.3 Projects ................................................................................................................................... 24 2.2.4 A voice for civil society ......................................................................................................... 25 2.2.5 Supporting citizens’ initiatives – Structure dialogue with European citizens ......................... 25 2.2.6 Conferences and debates ........................................................................................................ 26 2.2.7 Promoting organised civil society beyond our borders........................................................... 31 2.2.8 Cooperation with national economic and social councils ....................................................... 33 2.2.9 'Going Local' and other communication activities .................................................................. 33

2.3 ADMINISTRATION .................................................................................................................................. 36 2.3.1 Renewal .................................................................................................................................. 36 2.3.2 Interinstitutional perspective .................................................................................................. 36 2.3.3 The EESC perspective ............................................................................................................ 37

Annual General Accounts 2015

Contents

PART II

1. CERTIFICATION BY THE ACCOUNTING OFFICER ........................................ 43

2. ACCOUNTING POLICIES ........................................................................................ 45

2.1 LEGAL PROVISIONS AND THE FINANCIAL REGULATION ............................... 45 2.2 ACCOUNTING PRINCIPLES ........................................................................................ 45 2.3 CURRENCY AND BASIS FOR CONVERSION ........................................................... 46 2.4 THE ECONOMIC OUTTURN ACCOUNT ................................................................... 46

2.4.1 Revenue ...................................................................................................................... 46

2.4.2 Expenditure ................................................................................................................ 47

2.5 BALANCE SHEET ........................................................................................................... 47 2.5.1 Intangible fixed assets ................................................................................................ 47

2.5.2 Tangible fixed assets .................................................................................................. 47

2.5.3 Depreciation rates....................................................................................................... 48

2.5.4 Leases ......................................................................................................................... 48

2.5.5 Impairment of assets .................................................................................................. 49

2.5.6 Receivables ................................................................................................................ 49

2.5.7 Cash & cash equivalents ............................................................................................ 49

2.6 USE OF ESTIMATES ...................................................................................................... 49

3. THE ECONOMIC OUTTURN ACCOUNT .............................................................. 51

4. THE BALANCE SHEET ............................................................................................. 55

5. STATEMENT OF CHANGES IN NET ASSETS ..................................................... 57

5. NOTES .......................................................................................................................... 59

Contents

Annual Budgetary Accounts 2015

& Report on Budgetary and Financial Management

PART III

1. GENERAL REMARKS ON THE BUDGET ................................................................. 75

1.1 BUDGET OUTTURN 2015 .......................................................................................................... 75 1.2 ESTABLISHING THE BUDGET 2015 ........................................................................................... 75 1.3 BUDGET GOVERNANCE 2015 ................................................................................................... 76

2. REVENUE ........................................................................................................................ 77

3. FINAL APPROPRIATIONS ........................................................................................... 79

3.1 HUMAN RESOURCES ................................................................................................................ 79 3.2 OTHER RESOURCES ................................................................................................................. 80 3.3 PROVISIONAL APPROPRIATIONS ............................................................................................. 81 3.4 TOTAL RESOURCES ................................................................................................................ 81

4. USE OF FINAL APPROPRIATIONS (C1) IN 2015 .................................................... 84

4.1 HUMAN RESOURCES ................................................................................................................ 84 4.2 OTHER RESOURCES ................................................................................................................. 86 4.3 PROVISIONAL APPROPRIATIONS ............................................................................................. 88 4.4 REMARKS ON USE OF FINAL APPROPRIATIONS (C1) IN 2015 .................................................. 90

5. USE OF APPROPRIATIONS AUTOMATICALLY CARRIED FORWARD FROM 2014 TO 2015 (C8) ............................................................................. 94

5.1 HUMAN RESOURCES ................................................................................................................ 94 5.2 OTHER RESOURCES ................................................................................................................. 96 5.3 REMARKS ON USE OF APPRORIATIONS AUTOMATICALLY CARRIED FORWARD

FROM 2014 TO 2015 (C8) ....................................................................................................... 100

6. USE OF ASSIGNED REVENUE IN 2015(C4) ............................................................ 102

7. RE-USED ASSIGNED REVENUE FROM 2014 (C5) ................................................ 104

8. APPROPRIATIONS FROM EXTERNAL ASSIGNED REVENUE (R0) .................................................................................................................. 106

9. EESC BUDGET RESULT ............................................................................................. 108

Contents APPENDICES

PART IV

1. APPENDIX A: INTERNAL CONTROL ENVIRONMENT: STATE OF PLAY 111

1.1 MISSION (ICS 1)....................................................................................................................................... 111 1.2 ETHICAL AND ORGANISATIONAL VALUES (ICS 2) ................................................................... 112 1.3 STAFF ALLOCATION AND MOBILITY (ICS 3) .............................................................................. 112

1.3.1 Establishment plan ............................................................................................................... 112 1.3.2 Mobility ................................................................................................................................ 112 1.3.3 HR reporting ......................................................................................................................... 113

1.4 OPERATIONAL STRUCTURE (ICS 7) ............................................................................................... 113 1.5 CONTINUITY OPERATIONS (ICS 10) ............................................................................................... 114 1.6 DOCUMENT MANAGEMENT (ICS 11) ............................................................................................. 114 1.7 INFORMATION AND COMMUNICATION (ICS 12) ....................................................................... 114

1.7.1 External communication ....................................................................................................... 114 1.7.2 Internal Communication ....................................................................................................... 115 1.7.3 IT .......................................................................................................................................... 115

1.8 ACCOUNTING AND FINANCIAL REPORTING (ICS 13) .............................................................. 115 1.9 INTERNAL AUDIT CAPABILITY (ICS 16) ........................................................................................ 116

2. APPENDIX B: MAIN RECOMMENDATIONS OF THE INTERNAL AUDITOR CONTAINED IN AUDIT REPORTS PRODUCED IN 2015 AND ACTION TAKEN TILL DATE 117

2.1 AUDITS AND AUDIT WORK ................................................................................................................ 117 2.2 INVOLVEMENT OF AND COOPERATION BY THE INTERNAL AUDIT SERVICE ON

OTHER ISSUES ........................................................................................................................................ 118 2.3 CONDITIONS FOR INTERNAL AUDIT WORK .............................................................................. 119

3. APPENDIX C: DISPOSING OF FIXED ASSETS 2015 121

FINANCIAL REGULATION, ART. 157: THE INVENTORY .................................................................................. 121 RULES OF APPLICATION, ART. 253: PROCEDURE FOR DISPOSING OF TANGIBLE ASSETS .............................. 121 3.1 DISPOSING OF IMMOVABLE PROPERTY OR MAJOR INSTALLATIONS FREE OF

CHARGE IN 2015 ..................................................................................................................................... 121

4. APPENDIX D: KEY ACTIVITY AND PERFORMANCE INDICATORS ("KAPIS") 123

4.1 INTRODUCTION .................................................................................................................................... 123 4.2 SCOPE AND INTERPRETATION ....................................................................................................... 123 4.3 PRESENTATION ..................................................................................................................................... 123 4.4 DEVELOPMENT ..................................................................................................................................... 124 4.5 DIRECTORATES FOR LEGISLATIVE WORK ............................................................................... 124 4.6 DIRECTORATE FOR LEGISLATIVE PLANNING, RELATIONS WITH INSTITUTIONS AND

CIVIL SOCIETY ...................................................................................................................................... 126 4.7 COMMUNICATION ............................................................................................................................... 129 4.8 DIRECTORATE FOR HUMAN RESOURCES AND INTERNAL SERVICES ............................ 133

Contents APPENDICES

4.8.1 Recruitment, careers, training Unit ....................................................................................... 134 4.8.2 Staff support services, individual rights, equal opportunities Unit ....................................... 142 4.8.3 Meetings organised ............................................................................................................... 144

4.9 DIRECTORATE FOR BUDGET AND FINANCE ............................................................................. 145 4.9.1 Service to members unit ....................................................................................................... 145 4.9.2 Finance and Financial Verification unit ............................................................................... 146 4.9.3 Accounting service ............................................................................................................... 147

4.10 DIRECTORATE FOR LOGISTICS ...................................................................................................... 149 4.10.1 Infrastructure unit ................................................................................................................. 149 4.10.2 IT and Telecommunications Unit ......................................................................................... 151 4.10.3 Printing and distribution Unit ............................................................................................... 156

4.11 DIRECTORATE FOR TRANSLATION .............................................................................................. 160

5. APPENDIX E: RESULTS OF EX-POST CONTROLS 2015 167

5.1 OVERALL ASSESSMENT OF THE COSTS AND BENEFITS OF CONTROLS ......................... 168 5.2 RESULTS OF EX POST VERIFICATION .......................................................................................... 168

6. APPENDIX F: REPORT ON BUILDING CONTRACTS 2015 AND REPORT TO THE EUROPEAN PARLIAMENT AND THE COUNCIL ACCORDING TO ART. 203(3) OF THE FINANCIAL REGULATION 173

6.1 BUILDING CONTRACTS 2015 ............................................................................................................. 173 6.2 ARTICLE 203 FR REPORT ................................................................................................................... 174

6.2.1 Part 1: The expenditure and surface area for each building .................................................. 174 6.2.2 Part 2: The expected evolution of the global programming ................................................. 174 6.2.3 Part 3: Project implementation of new building projects previously submitted to the European

Parliament and the Council .................................................................................................. 175 6.2.4 Table: Expenditure and surface for each building (CoR and EESC together) ...................... 176

7. APPENDIX G: INSTRUCTIONS GIVEN REGARDING DECISIONS WHICH ARE IRREGULAR OR CONTRARY TO THE PRINCIPLES OF SOUND FINANCIAL MANAGEMENT DURING 2015 179

7.1 ARTICLE 73.3 INSTRUCTIONS RECEIVED IN 2015 ...................................................................... 179

8. APPENDIX H: WAIVING OF RECOVERY OF AMOUNTS RECEIVABLE INVOLVING EUR 100 000 OR MORE IN 2015 181

8.1 WAIVING OF RECOVERY OF AMOUNTS RECEIVABLE INVOLVING EUR 100 000 OR

MORE IN 2015 .......................................................................................................................................... 181

9. APPENDIX I: REPORT ON ORDERS/CONTRACTS AND NEGOTIATED PROCEDURES 2015 183

9.1 ORDERS/CONTRACTS AND NEGOTIATED PROCEDURES ..................................................... 183 9.2 REPORT ON NEGOTIATED PROCEDURES ACCORDING TO ARTICLE 53 OF THE RULES

OF APPLICATION FOR THE FINANCIAL REGULATION .......................................................... 185 9.3 REPORT ON ORDERS/CONTRACTS ACCORDING TO ARTICLE 124 OF THE RULES OF

APPLICATION FOR THE FINANCIAL REGULATION ................................................................ 186

10. APPENDIX J: AVERAGE PAYMENT TIMES – PAYMENT DELAY SUSPENSION 193

10.1 FIGURES ON AVERAGE PAYMENT TIMES – PAYMENT DELAY SUSPENSION IN 2015 ... 196

Contents APPENDICES

11. APPENDIX K: FOLLOW-UP TO OBSERVATIONS IN THE PARLIAMENT'S 2014 DISCHARGE RESOLUTION 197

11.1 EUROPEAN PARLIAMENT RESOLUTION OF 28 APRIL 2016 WITH OBSERVATIONS FORMING AN

INTEGRAL PART OF THE DECISION ON DISCHARGE IN RESPECT OF THE IMPLEMENTATION OF THE

GENERAL BUDGET OF THE EUROPEAN UNION FOR THE FINANCIAL YEAR 2014, SECTION VI –

EUROPEAN ECONOMIC AND SOCIAL COMMITTEE (2015/2159(DEC)) ................................................. 197

12. APPENDIX L: RESULTS AND CONSEQUENCES OF CLOSED EUROPEAN ANTI-FRAUD OFFICE (OLAF) CASES 2015 207

12.1 THE RESULTS AND CONSEQUENCES OF CLOSED EUROPEAN ANTI-FRAUD OFFICE

(OLAF) CASES, WHERE THE EESC OR ANY OF THE INDIVIDUALS WORKING FOR THE

COMMITTEE WERE THE SUBJECT OF THE INVESTIGATION .............................................. 207

13. APPENDIX M: DISTRIBUTION OF STAFF BY NATIONALITY, FUNCTION GROUP AND GENDER (INCLUDING FOR MANAGEMENT) 209

I. PRESENTATION AND MAIN ACHIEVEMENTS 2015

PART I

Presentation and main achievements 2015

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1. PRESENTATION

1.1 WHAT IS THE EESC? The European Economic and Social Committee (EESC) is an advisory body of the European Union with its headquarters in Brussels. Since its establishment in 1957, the EESC has provided a unique forum for consultation, dialogue and consensus among representatives of the various economic, social and civil components of organised civil society. The EESC has a distinctive place in the EU’s decision-making process as a consultative body which acts as an intermediary between the “legislative” (the European Parliament and the Council) and “executive” (the Commission) arms. The EESC ensures that civil society organisations have a say in Europe’s development.

1.2 WHAT ARE THE EESC’S OBJECTIVES? The EESC is committed to European integration. It strengthens the European Union’s democratic legitimacy by enabling national civil society organisations to express their views at the European level. The Committee fulfils three key missions:

Helping to ensure that European policies and legislation tie in better with economic, social and civic circumstances on the ground, by assisting the European Parliament, the Council and European Commission, making use of EESC members’ experience and representativeness, and stimulating dialogue and efforts to secure consensus which serves the general interest of the EU;

Promoting the development of a more participatory European Union which is more in touch with popular opinion, by acting as an institutional forum representing, informing, expressing the views of and securing dialogue with organised civil society;

Promoting the values on which European integration is founded and advancing the cause of democracy and participatory democracy, as well as the role of civil society organisations, in Europe and across the world.

1.3 WHAT IS ORGANISED CIVIL SOCIETY? Organised civil society describes a wide range of organisations, networks, associations, groups and movements which are independent from government and sometimes come together to take forward their common interests through collective action. These groups often act as intermediaries between decision-makers and citizens and enable people to become actively engaged in efforts to improve living conditions.

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1.4 HOW IS CIVIL SOCIETY REPRESENTED? The EESC is made up of 350 members from all 28 Member States. These members are not politicians, but employers, trade unionists and representatives of groups such as professional and community associations, farmers, youth organisations, women's groups, consumers, environmental campaigners and many more. They come from all social and professional backgrounds and have a vast range of knowledge and experience. They are not based full-time in Brussels, but rather have their own jobs in their home countries, ensuring that they maintain direct contact with their grassroots. Nominated by their governments, they are appointed by the Council for a period of five years. They then work independently in the interests of all EU citizens. Debating issues involving and affecting civil society and adopting opinions, the Committee members play an integral part in the process of policy formation and the preparation of decisions at EU level. The EESC also acts as a bridge with European civil society organisations and networks thanks to the EESC Liaison Group through which they cooperate with the Committee.

1.5 NATIONAL ALLOCATION OF SEATS Members are nominated by national governments and appointed by the Council of the European Union for a renewable five-year term-of-office. The current term-of-office runs until 2020. The national allocation of seats is as follows:

Members per country 24 members: Germany, France, Italy and the United Kingdom 21 members: Spain and Poland 15 members: Romania 12 members: Belgium, Bulgaria, Czech Republic, Greece, Hungary, the Netherlands, Austria,

Portugal and Sweden 9 members: Croatia, Denmark, Ireland, Finland, Lithuania and Slovakia 7 members: Latvia and Slovenia 6 members: Estonia 5 members: Cyprus, Luxemburg and Malta

1.6 WHAT ARE OPINIONS? The European Parliament, the European Commission and the Council of Ministers are obligated, by virtue of the European treaties, to consult the EESC on a wide range of policy issues when passing new laws. The EESC examines proposals and draws up and adopts opinions based on a consensus reached between its members. After they are adopted in plenary session, the opinions are sent to the European institutions and published in the EU's Official Journal. In addition, the EESC can also adopt own-initiative opinions on any question pertaining to the European Union, its policies and how these might evolve. It also produces exploratory opinions, as

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requested by EU institutions, in spheres where they think it has the appropriate skills and expertise and which are of concern to citizens. The EESC may also publish information reports examining any aspect relevant to EU policies. An opinion is prepared as follows:

the European Commission, Parliament or Council makes a request or the EESC uses its own initiative

authorisation of work by the Bureau

appointment of rapporteur and study group members by groups

drafting by rapporteur, often assisted by a study group

discussion and adoption by sections

adoption by plenary

the opinion is sent to EU institutions and published in the EU’s Official Journal EESC opinions are published in the EU’s Official Journal in the 24 official languages of the Union.

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1.7 POLITICAL BODIES OF THE EESC

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1.8 HOW IS THE EESC ORGANISED? EESC members work in three groups: Employers (Group I), Workers (Group II) and Various Interests (Group III). The aim is to build dialogue and consensus between all three so that EESC opinions reflect the economic and social interests of citizens. Jacek Krawczyk from Poland is president of the Employers’ Group, Gabriele Bischoff from Germany is president of the Workers’ Group, while Luca Jahier from Italy is the president of the Various Interests Group. The EESC has six sections covering different aspects of the EU’s work, ranging from the economy to social affairs. Members participate in one or more of these sections depending on their areas of expertise, and it is here that much of the preparatory work on opinions is carried out. The EESC also has a Consultative Commission on Industrial Change (CCMI), which helps EU industry anticipate and adapt to the impact of globalisation. The EESC has also set up three specialist observatories – on the single market, the labour market and sustainable development – plus a steering committee for the EU’s 2020 Strategy for Growth and Jobs. A Policy Assessment unit was established in 2015 to introduce the systematic practice of policy analysis and evaluation in the EESC's legislative works. Every two-and-a-half years, the EESC elects a Bureau made up of 36 members, along with a president and two vice-presidents chosen from each of the three groups, in rotation. The president, who has been recently elected, is Georges Dassis (Group II) from Greece. He is responsible for the orderly conduct of the Committee’s business and represents the EESC in relations with other institutions and bodies. The two vice-presidents – currently Gonçalo Lobo Xavier (Group I) from Portugal and Michael Smyth (Group III) from the UK – are responsible for communication and the budget, respectively. The Bureau’s main task is to organise and coordinate the work of the EESC’s various bodies and to lay down policy guidelines for this work.

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2. MAIN ACHIEVEMENTS 2015

2.1 INTRODUCTION The European Union had to cope with some immense challenges in 2015: an unprecedented refugee crisis, a new start for Greece, for the euro area and for the European economy, the upcoming referendum in Britain, the climate change and the fight against terrorism. Such challenges required the mobilisation of all actors in the democratic debate, with greater coordination and solidarity at all levels, between institutions, civil society and citizens. The EESC's recommendations to meet these challenges included, among others, accelerated economic integration and convergence, strengthening democracy in the EU, reinforcing the European social model and establishing a robust migration policy. Owing to its members' specific expertise in a wide range of fields, the Committee brought a dose of realism and pragmatism that enabled pitfalls for discussion to be identified, thus helping legislation to be improved. The huge challenges the EU must face have shown that, in addition to representative democracy, the needs of the people must always be taken into account, using new, non-traditional forms of political expression. The Committee communicated the concerns of civil society through its opinions and other forms of civil dialogue, especially "going local" activities, ex post evaluations of European policies on the ground, and the organisation of structured dialogue networks and platforms. This year was also dedicated to the preparation of the arrival of the new Committee. The continuity and consistency of the EESC's operational and supervisory bodies throughout this period was ensured and the administrative and practical aspects of the changeover were facilitated. The achievements of the past year will ensure the institution’s continued growth and vitality.

2.2 ACTIVITIES

2.2.1 Legislative and related work The EESC assists the European Parliament, the Council and the European Commission, promoting dialogue to secure consensus which serves the EU’s general interest. In 2015, the EESC adopted a total of 117 opinions, including 12 exploratory ones. Of these, some 19 opinions were adopted on referral from the European Parliament.

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Cooperation with the European Parliament The EESC president held a productive meeting with the European Parliament's Conference of Committee Chairs on general legislative cooperation between the two institutions. Moreover, members and legislative staff actively participated in 112 EP committee, group, inter-group and individual meetings, with 35 meetings taking place between EESC/EP rapporteurs and section-CCMI/EP committee chairs. In total, some 159 meetings were held with representatives of the European Parliament.

Cooperation with the European Council and the Council of the European Union Latvia held the presidency of the Council of the European Union in the first half of 2015, Luxembourg in the second half of the year. The Latvian and Luxembourg EU presidencies formally requested seven exploratory opinions, which were all adopted. These were on the following topics:

Building a financial ecosystem for social enterprises

Implications of climate and energy policy for the agricultural and forestry sectors

Long-term social care and deinstitutionalisation

Internal market of international road freight: social dumping and cabotage

Civil society contribution to the review of the EU-Central Asia Strategy

The effects of digitalisation on the services sector and employment in relation to industrial change

Progress made on implementing the Europe 2020 strategy and how to achieve its targets by 2020

An extraordinary Bureau meeting was held in Luxembourg in November 2015. The EESC’s president, section presidents and various rapporteurs attended a total of 8 EU ministerial meetings covering:

Nordic-Baltic EU coordination

Social dialogue

Cohesion policy (both Latvian and Luxembourg presidencies)

Eastern Partnership

Union for the Mediterranean

WTO Ministerial Conference The EESC president, the ECO section president and rapporteurs held a series of bilateral meetings on deepening EMU with Jeroen Dijsselbloem, president of the Eurogroup and Dutch finance minister, Pier Carlo Padoan, Italian minister for the economy and finance, Sandro Gozi, Italian state secretary, and Nicolas Schmit, minister for labour, employment and the social and solidarity economy of

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Luxembourg. In addition, the EESC president wrote to the 28 heads of state or government insisting on reinforcing the political pillar of the EMU. EESC section and group presidents and rapporteurs actively participated in a variety of EU presidency conferences covering topics such as:

Boosting social enterprises in Europe

International environment issues

Social dialogue

Deinstitutionalisation practises and further development of social care policy in Europe

The URBACT City Festival

Cross-Border polycentric regions

European Year for Development

Eastern Partnership media

Eastern Partnership civil society

Digital economy and new jobs

Ministers, permanent secretaries, ambassadors and representatives of the EU presidencies, Council and Member State governments attended a variety of EESC-organised conferences, debates and events on topics such as:

Europe 2020 Strategy

Social entrepreneurship

Civil Society Day

European Consumer Day

The European Citizens' Initiative Day

Planned obsolescence

Basic European rights to free movement under threat

The future of the European social dialogue

Green infrastructure

Sustainable Development Goals

Strategic implementation plan of the European Innovation Partnership on raw materials

Road transport

EU cohesion policy

The Future of the EU Urban Agenda

TTIP

EU-Africa Network of Economic and Social Actors

Services of general interest

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Cooperation with the European Commission In 2015, the EESC adopted four exploratory opinions requested by the European Commission. These were on the following topics:

Simplification of the CAP

Integrated EU aviation policy

Women and transport

Role of civil society in EU-Albania relations European Commission president Jean-Claude Juncker presented the European Commission's multiannual political guidelines to the EESC plenary assembly in February 2015, stating in particular that the new Commission's goal was to concentrate more on the most serious problems and less on minor issues. European Commission first vice-president Frans Timmermans also visited the EESC on a number of occasions in 2015. He attended the March plenary session for a discussion on better regulation and interinstitutional relations, he exchanged views with EESC Bureau members on the better regulation agenda in June 2015, and he discussed the European Commission's 2016 work programme and the European Agenda on Migration during the Committee's plenary session in December. Furthermore, the EESC president presented the EESC's contribution to the 2016 Commission work programme during a bilateral meeting with Mr Timmermans on 20 October 2015, underscoring in particular the importance of reinforcing the European social model and establishing a new migration policy. A high-level event was organised by the Committee on "Integrated EU Aviation Policy", on 2 July 2015. Violeta Bulc, EU commissioner for transport, presented the preliminary conclusions emerging from the public consultation on the Aviation Package. The event was particularly important because it brought together leading representatives of the key institutions responsible and organisations that, as part of their daily mission, can help EU aviation increase competitiveness and create economic growth. A major high-level conference on TTIP was co-organised by the EESC, the European Commission, the European Parliament and the Luxembourgish presidency (see point 2.1.6). In 2015, 72 high-level meetings were held with commissioners, directors-general and directors, and EESC delegations attended 82 high-level conferences organised by the Commission. Two thematic Implementation Reviews were also prepared on road cabotage and on Energy Union. The essential elements debated at the hearing on Integrated Aviation Policy were sent to the European Parliamentary Research Service.

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2.2.2 Impact studies and evaluations Taking into account the new European institutional landscape and the Commission's new way of law-making with a decreasing number of initiatives, a more strategic approach to programming was further developed in 2015. A new Policy Assessment unit was set up in order to develop policy evaluation within the Committee and to give a stronger voice to civil society in the legislative process.

2.2.3 Projects Launched in 2013, the Committee’s project-based approach aims to transform certain recommendations – expressed through opinions – into concrete action, and involves the use of external partners and the combination of several instruments to achieve practical results. In its More Europe Locally (MEL) project the EESC calls for more balanced development so that all parts of the EU can contribute to the objective of territorial cohesion enshrined in the Lisbon Treaty. The EESC organised a conference to discuss the final conclusions of the project on 9 September 2015. The project lasted for two years and was initially launched in 2014 as a follow-up to the own-initiative opinion "Towards a more balanced territorial development" (NAT/615). It was concluded that balanced territorial development and rural development should receive more political attention at the EU level given their many positive economic, social and environmental impacts. The focus of political action to make rural areas more attractive and reduce territorial imbalances must be on jobs, infrastructure and services, supported by rural development policies at all levels. On 3 February 2015 the EESC held the concluding event of its project on "Better inclusion of the Roma community through civil society initiatives". The aims of the conference were to present the final report on the work carried out throughout the year by the EESC's exploratory coordination group to relevant stakeholders, to present and promote good practices identified in the Member States visited (Finland, Romania, Spain and Bulgaria) and to give the partners an opportunity to put forward their comments, ideas and recommendations and to be heard at the EU level. In 2015, three new projects were launched:

Smart Cities

Smart Islands

The implementation of the European industry and monetary policy: the role of the European Investment Bank.

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2.2.4 A voice for civil society The EESC promotes the development of a more participatory European Union which is more in touch with public opinion, by acting as an institutional forum representing, informing, and expressing the views of and securing dialogue with organised civil society.

Civil Society Day 2015 Civil Society Day is an annual initiative organised by the EESC and the EESC Liaison Group with European civil society networks. The purpose of Civil Society Day is to enhance political dialogue between the Committee and European civil society organisations, and to establish genuine structured civil dialogue with the European institutions. With a new Commission in office, it appears even more crucial to enhance civil society involvement in a strategic way and to develop real civil dialogue to improve legislation at the European level and respond better to citizens' needs. The theme of the Civil Society Day held on 16 June 2015 was "Civil dialogue: a tool for better legislation in the general interest".

My Europe … Tomorrow! The pilot project My Europe … Tomorrow (MET) was launched in 2014 with the aim of rolling out a structured dialogue on European issues with members of the public through civil society organisations. The innovative aspect of this project laid in its use of a new tailor-made online tool, specifically designed to meet the EESC's needs and to enable better democratic interaction. The MET project combined an innovative, interactive online approach with traditional methods, such as the three local events held in cooperation with partner organisations. The project clearly demonstrated the potential of an interactive online platform as a tool for enhancing public engagement in political dialogue and collecting feedback from different target groups. The pilot phase of this project was wrapped up during a summary event held on 30 April 2015 at the EESC with the participation of EESC members, MET partner organisations and the EESC administration.

2.2.5 Supporting citizens’ initiatives – Structure dialogue with European citizens

European Citizens Initiative Day 2015: Review, renew, reset! Introduced by the Treaty of Lisbon, the European Citizens' Initiative (ECI) is the most important instrument for direct democracy at the European level. As an advocate of inclusivity, the right to participate and the voice of civil society, the EESC has supported the idea of citizens’ initiatives from the outset. The EESC organised an ECI Day on 13 April 2015, which enabled initiative organisers to share their experiences, assess strengths and weaknesses and express their needs and concerns. The

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2015 ECI Day focused on the conclusions of the European Commission's assessment report on the first three years of the ECI and the European Ombudsman's feedback on how effective the ECI procedure is. The information gathered will help prepare the groundwork for ECIs in the future.

2.2.6 Conferences and debates The EESC has been instrumental in organising numerous high-level conferences designed to promote a more participatory EU that is in touch with public opinion. Climate change Throughout 2015, and especially during the crucial period in the run-up to the COP21 conference in Paris, the EESC was very active in highlighting European civil society's views on climate. Its actions built on the idea that the necessary global deal on climate needs to be backed by citizens and civil society organisations generally, as the low-carbon transformation of our economy and society first requires their full involvement. The EESC's ambition was therefore to make sure decision-makers appropriately took into consideration concerns raised and initiatives driven by civil society organisations; it also sought to ensure their full participation in the policies that will need to be implemented as a result of the Paris Agreement adopted on 12 December 2015. With this in mind, the EESC hosted and (co-)organised a large number of events and hearings with a view to fostering dialogue between stakeholders, while raising awareness on the critical role of civil society. In the period directly preceding and during the COP21 the EESC organised:

the conference "Will the Climate Conference keep its promises?", in Paris on 23 October 2015 in cooperation with the French Economic Social and Environmental Council (CESE), the Union of Economic and Social Councils and Similar Institutions of the Francophone Member States and Governments (UCESIF), the Union of Economic and Social Councils of Africa (UCESA) and the World Forum for a Responsible Economy. Speakers included French minister Laurent Fabius, EESC president Georges Dassis, French CESE president Jean-Paul Delevoye, as well as a large number of stakeholders from both shores of the Mediterranean. The EESC was represented by a Sustainable Development Observatory (SDO) delegation.

the conference "Civil society, cities and regions preparing for the COP21 and beyond" in Brussels on 19 November 2015 together with the Committee of the Regions (CoR), which was attended by more than 140 participants, including big delegations from both Committees. It demonstrated that a large consensus between local authorities and civil society for climate action exists and that a new alliance between these actors is needed to deliver concrete climate action.

At the COP21 conference the EESC was represented by its president and the SDO delegation. Together with partner networks, the EESC will build on this momentum to ensure involvement of the civil society in the implementation of the Paris Agreement by supporting a structured dialogue with

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all the relevant parties and new ways of involving civil society in the permanent mechanism for verifying commitments under the Paris Agreement.

Migration The first "European Migration Forum", jointly organised by the European Commission and the EESC, was held on 26-27 January 2015 at the EESC in Brussels. The main theme of the meeting was: "Safe routes, safe futures. How to manage the mixed flows of migrants across the Mediterranean?" Underlining the need for greater protection of asylum seekers and refugees coming to the European Union, the event, which brought together more than 200 participants, also discussed possible approaches to address people smuggling and human trafficking. The forum gathered input from national and international experts and top EU officials, as well as testimonials from refugees and rescuers, who shared their real-life experiences and gave a face to migration flows, often wrongly portrayed in the media. The EESC also organised important hearings on "The EU Action Plan against migrant smuggling (2015-2020)" on 12 October 2015 and, in the context of the European Agenda on Migration, on "Refugees' labour market integration: challenges and initiatives to maximise potential" on 15 October 2015, as well as country visits to assess what could be done to help organisations and institutions assisting migrants and refugees. The Labour Market Observatory and the EESC's permanent study group on Immigration and Integration also held a conference on "Integrating migrants into the labour market: a win-win situation for all" on 25 June 2015, as well as the workshop "Towards a revised Blue Card Directive: Results of the public consultation" on 3 December 2015, co-organised with the European Commission. These events highlighted various labour market-related aspects of migration and helped inform the work of the EESC and the European Commission in this area. The EESC, the European NGO Network Solidar and the Arab NGO Network for Development (ANND) jointly organised an "EU-Arab Dialogue: Rebuilding Relations with European Southern Neighbourhood Countries" on 16 November 2015, focussing on the refugee/migration issues and its links to the recently reviewed European Neighbourhood Policy.

Social entrepreneurship In the framework of its activities on social entrepreneurship, the EESC organised, on 10 July 2015, an event called "Social entrepreneurship: a renewed commitment", intended to summarise the activities lead by the EESC working group and present the results. The event, in which minister Nicolas Schmit, representing the Luxembourg EU presidency, participated, was also an opportunity to renew the commitment made in the wake of the Strasbourg Declaration and to promote, at all applicable levels, the development of an ecosystem that is more favourable to social enterprises so as to fully exploit the potential of this sector.

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European Consumer Day The 17th European Consumer Day was held on 16 March 2015 at the EESC and focused on new trends in the field of consumption. The conference tackled the following topic: Can responsible consumption become a reality or is it only a mirage? Is society ready for the sharing economy? What challenges do the new trends bring? Vĕra Jourová, European commissioner for justice, consumers and gender equality, Pascal Durand, member of the European Parliament's IMCO committee, and Zaiga Liepina, deputy state secretary at the Latvian Ministry for the Economy, took part in this event which had a large number of participants from civil society.

Completing EMU With a view to contributing to the interinstitutional debate on deepening EMU and the respective Five Presidents' Report published in June 2015, the EESC drew up two own-initiative opinions: one on "Completing EMU: the political pillar" and the other on "The Community Method for a Democratic and Social EMU". As part of their consultative work, the ECO section president and rapporteurs organised a number of important bilateral debates with political figures from the Member States and European institutions. In addition, the ECO section and its study groups organised a series of thematic debates with MEPs and representatives of the European Commission, the European Central Bank and academia. Finally, a public hearing was held on 4 May 2015 to explore the current proposals and alternatives so as to foster a more democratic and social EMU within the framework of the community method, bringing together relevant decision-makers, think tanks, European-level social partners and other civil society representatives.

Partnership for urban development – Future of the EU Urban Agenda Following the lead of the Dutch EU presidency, the European urban policy community has been actively working on the preparation of an EU Urban Agenda. The aim is to promote cooperation between European, national and city-level representatives and stakeholders so as to stimulate growth, liveability and innovation. In order to better understand how to engage civil society organisations, the Dutch presidency invited the EESC to express its opinion on this issue. It is within this context that the EESC organised a successful public hearing entitled "Partnership for urban development – Future of the EU Urban Agenda", which took place on 14 December 2015 in Brussels, the conclusions of which fed into the opinion on the future of the EU Urban Agenda seen from the perspective of civil society, adopted on 17 February 2016. On the basis of this, the EESC is now working towards ensuring the strong participation of civil society organisations in EU decision-making on urban matters, specified in the Amsterdam Pact endorsed by EU ministers in the course of their informal meeting on 30 May 2016.

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Europe 2020 – paths for reinventing Europe's future On 6 July 2015 the EESC held a high-level conference – "Europe 2020 – paths for reinventing Europe's future". With the Europe 2020 strategy not delivering the expected results and its mid-term review planned towards the end of the year, the time was right to adopt a new direction in the thinking that drives stakeholders' actions and to guide policy-makers towards new bold political commitments. Based on a novel, interactive system intended to boost participants' real-time involvement, this conference offered a fresh view, backed up by concrete proposals regarding interdependent economic, environmental and social challenges, while addressing governance as a cross-cutting issue. New perspectives on social progress were put forward, aimed at boosting the performance and effectiveness of the EU's strategic goals. Proposals for linking the Europe 2020 strategy more closely with the European Semester, national policies and the Investment Plan were highlighted as well. Competitiveness factors and innovation were also discussed alongside the post-2015 development agenda and assessment indicators. Combining different approaches and valuing joint efforts, this event brought together European and national decision-makers, civil society representatives, national economic and social committees and councils, opinion leaders and other key stakeholders from throughout the EU Member States. The conclusions of the conference were forwarded to relevant decision-makers in the European Parliament, the Commission and the Council.

Participative dialogue on the Trans-European Transport Network The EU is often criticized for not involving citizens and civil society when designing and implementing policies. Yet, public participation is crucial for policy efficacy and legitimacy. That is why the EESC, in particular its Permanent Study Group on Transport, decided to join forces with the European Commission and start a participative dialogue on the Trans-European Transport Network. The first meeting took place in Malmö in May 2015 and concerned the Scandinavian-Mediterranean Corridor. New and enhanced dialogue will take place in 2016. At the same time, the online platform "Talking Transport" was launched to support the engagement of civil society. It will facilitate the discussions taking place between meetings, thus making the dialogue more continuous, and serve as a source of key arguments and proposed conclusions.

Digital single market strategy With a view to focusing national attention on the key importance of the Digital Single Market, the EESC held a Digital Agenda - Going Local conference entitled "Digital single market strategy: a new start" in Riga on 16 June 2015. The event was organised in cooperation with the Latvian Information and Communications Technology Association and the Chamber of Commerce and Industry. There were two main political conclusions of this conference:

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The digital market will not work if participants do not have faith in it, so a balance must be found between, on the one hand, the potential for economic use of data for the purposes of research or creating new services and, on the other, guaranteeing safety and privacy for individuals.

Modern technology covers all industries and the better educated IT users are, the easier it will be for them to understand the opportunities and risks related to modern technology. It is therefore important to think about how to expand opportunities for people to increase their digital skills and develop lifelong learning, and how to have a balanced labour market and connect the education system with the economy.

The impact of digitalisation on employment, industry, business and society Digitalisation transforms all segments of society and the economy and thus logically affects work and employment as well. Digital technology has the potential to increase wealth to unprecedented levels and can boost the quality of work and employment in Europe. However, these opportunities come with risks attached, as is evident in all economic sectors, including the service industry. Pro-active policy-making at the EU and national levels can and must ensure that the evident potentials of digitalisation can be unlocked while its pitfalls are avoided. In order to provide the EU workforce with the skills it requires in the digital age, public and private investment in vocational education have to be promoted and EU framework legislation guaranteeing minimum entitlements to paid educational leave should be considered. Similarly, EU measures and conditions that enable industry to take full advantage of the strategic opportunities of digitalisation should be prioritised. It is in the interests of industry for the EU to take action. However, the role of the European institutions is yet to be clearly defined. In this framework, in addition to drafting two opinions, the CCMI organised, on 25 March, a major conference entitled "The impact of digitalization on businesses and society, a challenge for policy-makers", centred on the challenge faced by the public authorities confronted by the impact of digitalisation on society.

Transatlantic Trade and Investment Partnership Throughout 2015, the EESC organised several TTIP-related events with the objective of collecting information for the drafting of the EESC's TTIP-related opinions and also to stimulate an informed debate on the main topics concerning the TTIP negotiations. On 3 February 2015, the EESC organised a hearing for the EESC opinion on investor protection and investor to state dispute settlement (ISDS). During this hearing, the main European civil society organisations presented their views on investor protection and ISDS, bringing together around 100 participants. Moreover, the director for investment of UNCTAD also presented proposals for reform of the investor protection and ISDS system.

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On 29 May 2015, the REX section and the SMEs, Crafts and the Professions Category organised a hearing entitled "Can the TTIP be a tool for fostering the internationalisation of European SMEs?" Different European stakeholders and representatives of European SMEs participated in this debate. The main objective of the hearing was to make recommendations for the SME chapters in future EU trade agreements, including the TTIP. More than 100 participants attended the hearing. In July 2015, the EESC, in cooperation with the European Commission, organised an event on "Regulatory Cooperation in TTIP - Civil society stakeholders' discussion with the EU Chief Negotiator". During this discussion, all stakeholders were given the possibility to make a short presentation of their concerns related to the European Commission's proposed chapter on regulatory cooperation in TTIP negotiations. 18 organisations made presentations to the chief negotiator, who replied to their concerns. More than 120 participants attended the event. The major TTIP-related event in 2015 was the conference co-organised with the European Commission, the European Parliament and the Luxembourg presidency of the Council – "TTIP - What's in it for the social partners?" The event gathered more than 200 social partners' representatives from the majority of the EU Member States to discuss the challenges and opportunities of the TTIP negotiations together with the prime minister of Luxembourg Xavier Bettel, the president of the European Parliament Martin Schulz, the EU commissioner for trade Cecilia Malmström, the president of the EESC George Dassis, the minister of foreign affairs of Luxembourg Jean Asselborn and the chair of the International Trade Committee of the European Parliament Bernd Lange. A number of other MEPs, members of the EESC and civil society representatives also attended this event.

Partnerships In its role as the institutional representative of civil society and as part of its policy entitled "The EESC, home of civil society", the European Economic and Social Committee hosted 142 partnerships events. These are conferences organised by external organisations in cooperation with the EESC on topics that are relevant and of interest to the Committee within the framework of European and civil society issues.

2.2.7 Promoting organised civil society beyond our borders In 2015, EESC members were also influential players at numerous high-level national, EU and international meetings, helping to promote European values and share civil society concerns. The Committee actively expanded its contacts and consultation with civil society organisations in third countries, through its well-established practice of involving civil society in the monitoring of different strands of the EU’s external policies. New platforms were put in place for structured dialogue with African economic and social stakeholders, Russian NGOs, Ukrainian civil society, and Central American and Caribbean countries.

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Key events included:

Meeting of the EU-Africa network of economic and social stakeholders

Regional seminar of EU-ACP economic and social actors in Central Africa

First meeting on the EU-Ukraine civil society platform

Euromed summit of economic and social councils and similar institutions

EU-Turkey Civil Society Joint Consultative Committee

EU-Montenegro Civil Society Joint Consultative Committee

EU-Serbia Civil Society Joint Consultative Committee

Western Balkans Civil Society Forum

EEA Civil Society Joint Consultative Committee

Civil Society Forum South

Meeting of the Civil Society Domestic Advisory Group under the EU-Korea Free Trade Agreement

Meetings of the Civil Society Domestic Advisory Group under the EU-Central America Association Agreement

Meetings of the Civil Society Domestic Advisory Group under the EU-Colombia/Peru Free Trade Agreement

Preparatory meeting of the Civil Society Platform under the EU-Moldova Association Agreement

EU-Russia Civil Society Forum

EU-Latin America and Caribbean Civil Society Meeting

Meetings with Japanese Civil Society on the EU-Japan Free Trade Agreement

Development policy - 2015 European Year for Development Being at the origin of the initiative, the EESC was a key player in the implementation of the European Year for Development. The Committee maintained regular contact with civil society in African, Caribbean and Pacific (ACP) countries. Furthermore, specific activities were organised as part of the European Year for Development throughout 2015 and opinions were issued on finance for development, on the development framework after the Millennium Development Goals and on the role of the private sector in development.

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2.2.8 Cooperation with national economic and social councils In 2015 the EESC managed to sustain a high level of activities involving economic and social councils despite significant budgetary restrictions at national and EU level. The cooperation with the national ESCs was pursued beyond Europe 2020 with an important input to the European Semester. In addition, the Committee was involved in a high number of conferences and joint activities in collaboration with several ESCs, on a bilateral basis or within the network of national ESCs of the EU. In that context, the EESC supported the presidency of the network of EU ESCs (2015: Romania) in the organisation of the network's meeting of presidents and secretaries-general. The theme of the 2015 meeting was "The role and involvement of European ESCs in combatting poverty and social exclusion in times of economic and political crisis".

2.2.9 'Going Local' and other communication activities In 2015 the EESC focused in particular on implementing the action plan linked to the updated communication strategy, on upgrading the 'Going Local' effort and on communication linked to the new EESC term-of-office. Moreover, the EESC launched a major project aimed at revamping and modernising its website.

Going Local, Being Local The EESC’s "Going Local, Being Local" initiative is about fostering closer ties between the Committee and grassroots organised civil society. The aim is to strengthen the Committee’s responsiveness to the concerns of local economic and social interest groups. This can be accomplished in a number of ways, from members speaking at local conferences and organising local events, to hosting visitors in Brussels. There has been a substantial increase in local activities. Figures for 2015 include for the first time a high number of activities linked to legislative works, including the promotion of EESC opinions, with a total of around 200 activities involving about 100 members (with Your Europe, Your Say, approximately 240 activities). The Communication Department provided logistical support and promotional material for 160 events (conferences and partnerships taking place in or outside the EESC, as well as back-to-school and "Going Local" events).

Europe in Harmony In 2015 the video challenge evolved into a combined music and video competition. The partner in this edition was the Latvian EU presidency. Under the title “Europe in Harmony”, the 2015 edition consisted of a creative interpretation of the Ode to Joy performed by a choir or organised singing group, either with its original lyrics or in an individual adaptation, together with a video showing the musical performance and conveying a European theme. The popularity of the contest broke a record

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in 2015, with over 60 contributions received and 10 500 people participating in the public vote. The three winning teams came from Bulgaria, Germany and Spain.

Civil society prize The Committee organised the 7th edition of the Civil Society Prize, the overall objective of which is to reward excellence in civil society initiatives. The 2015 edition of the prize aimed to reward initiatives that strive to improve economic and social inclusion among people living in poverty, or that tackle the increasing risk of poverty in Europe. Following a Bureau decision, the total value of the prize was increased from EUR 30 000 to EUR 50 000 in 2015, thus putting the EESC civil society prize at the same level as the European Parliament's Sakharov Prize. After an active communication campaign on the EESC website and social media, the EESC received 106 applications. The prize was awarded during the EESC plenary session on 10 December 2015 to 5 winners: Armut und Gesundheit in Deutschland, Germany, and Y Foundation, Finland (1st prize: 11 000 EUR), Andes, France (1st second prize: 9 000 EUR), Third Age, Ireland (2nd second prize: 9 000), and the Barka Foundation for Mutual Help, Poland (3rd second prize: 9 000 EUR).

Civil society media seminar On 26-27 November 2015 the EESC organised a civil society media seminar in Luxembourg. Entitled "Communicating European Development Policy", it not only looked at how the EU communicates on development issues, but also shone the spotlight on people in partner organisations working on development and how they use communication to achieve their goals. A survey carried out among participants shows that 98.11% of participants were satisfied with the seminar, with particularly positive feedback on the speakers, the content and the organisation in general.

Your Europe, Your Say! The sixth edition of "Your Europe, Your Say!" (YEYS) was held at the EESC's headquarters from 23 to 25 April 2015. The themes were the European Citizens' Initiative and active citizenship. A total of 84 pupils and 30 teachers from 28 Member States (one school per Member State selected at random) took part in the event, the aim of which was to increase young people's awareness of the EU, enable them to discover the role and the work of the EESC and listen to new ideas for a more democratic Europe.

Visiting schools 36 EESC members and 5 members of EESC staff visited a school in their country of origin for one day to engage in discussions with pupils on European integration and talk about their work for a European institution, either in the framework of YEYS or under the "Back to school initiative".

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Hosting visitors in Brussels The EESC received 335 visitor groups (9300 visitors) from all over the world in 2015. They were mostly made up of members of civil society organisations and students specialising in European affairs. In addition to this, the traditional Open Doors Day took place on 9 May 2015, as part of the interinstitutional Open Doors Day. It attracted some 2400 visitors.

Civil society and social media The use of social media was strengthened in 2015 with regular action relating to all important EESC events, the setting up of a consistent training policy and on-demand tailored coaching sessions for specific teams. Regular training sessions for members also continued throughout the year. At the horizontal level (corporate accounts), social media was used to promote no less than 142 events throughout the year. With the start of the new mandate, both the EESC president and the vice-president in charge of communication took up social media activities on Twitter. All Twitter accounts taken together, both corporate and specific, had a total of 32 424 followers at the end of 2015. The number of followers on Facebook increased from 7 770 to 10 836 in 2015.

Culture Several cultural events were linked to the Latvian EU presidency (photo exhibition "Birds' Eye View of Latvia" and painting exhibition "True Colours") and to the Luxembourg EU presidency ("Discover the unexpected Luxembourg", a photo exhibition "Crossing points – Check points and related buildings at Luxembourg's borders" and a concert by the group Dream Catcher). In addition to the events linked to the EU presidency countries and the European Year for Development, the EESC organised 12 cultural events in cooperation with various EESC services and/or relevant stakeholders.

Other activities 78 press releases were published and 3287 press cuttings were collected in 2015, an increase of around 246% compared to 2014. As of March 2015, the press office started to gather coverage via a specific online monitoring tool covering around 10 000 international, national and local sources from all EU Member States and selected third countries. The peak month for press cuttings was November, with 369 articles monitored and linked to the EESC renewal. The revamp of the EESC website was launched with an analysis of the technology to be used and with a view, among others, to implementing responsive design (i.e. adapted design to be displayed on any device, mobile and desktop), improving social-media integration and ensuring compatibility with the EU Open Data Portal. The redevelopment of the website will continue throughout 2016.

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2.3 ADMINISTRATION The Committee is served by a secretariat-general, headed by a secretary-general who reports to the president, representing the Bureau. Some 700 staff members work at the EESC. The EESC seeks to attract, train and retrain skilled staff, optimise the organisational structure and promote an environment which encourages a work/life balance and is conducive to personal and professional development. Great efforts have also been made to adapt budgets to the constraints of the exceptional current financial and economic situation. Some highlights of the year 2015 in the EESC are set out below:

2.3.1 Renewal In 2015 the EESC worked on all aspects of the renewal, which saw a 40% change in EESC membership. 141 new members have been appointed. This is a historically high renewal rate. New members were offered a warm welcome and provided with the information they require to thrive during their time at the Committee. On this occasion a new helpdesk became operational to act as a one-stop shop for all members' practical and administrative questions. It is open and staffed during business hours and has proven to be a great success.

2.3.2 Interinstitutional perspective The implementation of the cooperation agreement with the European Parliament was further

developed with the transfer of staff and posts to the Parliament's newly created Directorate-General for Parliamentary Research Services (DG EPRS). In return, the EESC and CoR members have the possibility to use the services of DG EPRS and the EP committed to provide some budgetary compensation. Moreover, the EESC started negotiations to conclude a service level agreement on interpretation services with the European Parliament.

Closer interinstitutional cooperation between the Committee of Regions and the EESC:

The year of 2015 was marked by intensive negotiations on the Administrative Cooperation Agreement between the EESC and the Committee of the Regions as the former agreement expired on 31 December 2015. The agreement was signed in July 2015 and entered into force on 1 January 2016. The main benefits of the agreement are the following:

A simplified governance structure.

A strong commitment to improving the Committees' environmental performance.

A roadmap for the future layout of the entrance hall.

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In the area of IT, better governance, including coordination on IT business applications and investment.

Strengthened coordination on developments in budget establishment and follow-up procedures.

Close and consistent cooperation on the maintenance and technical management of all meeting rooms, on the basis of a Memorandum of Understanding.

Management of security, alert states, crisis management and business continuity policy are already coordinated in practice and are included in the agreement.

The cooperation agreement provides for timely, high-quality in-house translations. Both Committees commit to resource-efficient multilingualism by maintaining and reinforcing the rationalisation measures in relation to translation demand. This continued modernisation of the management of the joint services provides for a gradual internal redeployment of staff, in full respect of the provisions of the Staff Regulations.

Regular monitoring and evaluation will take place with full transparency.

By signing the agreement, both Committees set an institutional example, showing that they are acting together in partnership, with due respect for the powers and prerogatives of each party, and that they are committing to a new cooperation agreement that establishes a firm legal framework for long-term, efficient and effective cooperation.

Closer interinstitutional cooperation with other EU institutions: contacts were further

developed, mainly with regard to the implementation of the 2014 Staff Regulations, both at a formal (interinstitutional joint committees) and informal level (bilateral contacts and ad hoc working groups). The EESC also continued its close cooperation with EPSO (participation in selection boards, production of videos for EPSO) and held the presidency of the interinstitutional joint committee (COPARCO). Furthermore, in order to produce efficiency gains and to benefit from economies of scale, service level agreements (SLA) were concluded with the European Commission for the provision of certain administrative services linked to individual rights of staff. A number of EESC colleagues also participated in several tender procedures led by the European Commission, including the procurement procedure linked to the interinstitutional framework contract for agency staff ("personnel intérimaire") and several framework contracts regarding training providers.

2.3.3 The EESC perspective

Providing the administration with the tools to face future challenges: a new organisational

structure and implementing measures (flexibility and learning and development) were established to enable the EESC's general secretariat and its administration to provide a better service to the institution and support to its members.

Implementation of the new organisation chart: the beginning of the year 2015 also saw the introduction of a new organisational structure: a Service to Members unit (which implements the new rules governing reimbursement for travel expenses for our members and – together with the

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Members' Helpdesk – assists members with problems they may face linked to their EESC mandate), a Policy Assessment unit (which develops and monitors the new policy evaluation activities within the Legislative Work Directorates) and – last a HR Planning and Training unit (which has the mission of providing for optimal management of human resources).

Fostering a culture of mobility in the EESC: important milestones were set in the field of staff

mobility in 2015. In April, eleven heads of unit moved to new roles either within or outside their directorates. This first big wave of job changes between middle managers was followed by the entry into force of the new Mobility Decision, which introduces a framework for structural mobility not only for senior and middle management, but also for administrators in the entry grades, senior assistants and officials performing tasks of a sensitive nature.

Stronger HR forward planning and career guidance: The HR Directorate has continued to

develop a forward-looking approach to its activities, namely in the area of workforce planning and its contribution to organisational design.

Improved internal communication, social dialogue and relations with in-house partners: communication was strengthened with the different stakeholders (active and retired staff, social partners, members, etc.) by consolidating internal communication tools (HR TV, the staff magazine EESCoop, HR InfoPoint) and developing new activities (a mentoring programme for newcomers, EESC induction day, development and activation of a network of HR correspondents) and through ongoing dialogue with staff representatives.

Increased efficiency, flexibility and modernisation of administrative procedures: several activities were carried out using an approach based on continuous improvement and the need to adapt to budgetary constraints and staffing cuts. Examples include the greater use of project teams and pooling of resources, and the computerised management via Sysper of a broader range of HR procedures (individual rights, time management, salary slips, etc.).

Promotion of respectful and flexible working environment where every individual can develop

his/her potential. The flexitime arrangements and the teleworking regime were continuously improved to allow a flexible approach to be maintained, facilitating a better work-life balance.

Organisation of meetings and increase in the use of videoconference: 1344 events and meetings were organised in 2015. Out of these, 82 were organised outside EESC premises and the use of videoconference increased compared to the previous year.

Reimbursement of members' travel and subsistence costs: new rules became applicable to all beneficiaries as of the start of the new mandate in October 2015. Several info sessions were organised, during the Welcome Days held on 22 and 23 September 2015. A new electronic reimbursement request tool was also introduced together with the launch of a new Members Portal.

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� Public procurement assistance: a new service providing assistance for public procurement to financial actors in all of the EESC's services was created in 2015 and has been operational since mid-2015.

� Modernisation of IT Infrastructure: IT Information Systems support the Committees activities in four priority domains: political work, document management, communication and HR-finance. Many new developments were ongoing in 2015. A new version of the EESC Members Portal with responsive design was launched in time for the new mandate. The Document Search project was completed. The following were the main IT Infrastructure projects carried out in 2015: Installation of a new network-attached storage system; significant system upgrades including new monitoring tools and Lync migration; implementation of dual internet connectivity; ongoing cooperation with CERT EU in the area of IT Security.

� Like many private and public organisations, the EESC is working on reducing the carbon

footprint and energy cost of its activities by continuously improving its environmental performance. These efforts over the last few years have borne remarkable results and earned the Committee a Brussels ecodynamic enterprise label in 2009. In late December 2011, they were acknowledged with the awarding of EMAS and ISO 14001certifications.

� In 2015, translation output remained at the same level as in 2014. Translation demand depends on the level of legislative activity in the institutions as well as on the EESC's own activities. There was a decrease in output in 2014 which was partly structural (due to workload reduction measures and a shift towards so-called ressource-efficient multilingualism), partly cyclical (due to EP elections and appointment of a new European Commission), and output has now stabilised at a lower level, compared to the situation just a few years ago. In 2015, the outsourcing rate increased substantially compared to 2014, reaching 9.74%.

� The Legal Service drafted 190 legal opinions.

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Useful links EESC website: www.eesc.europa.eu Facebook: www.eesc.europa.eu/facebook Twitter: www.eesc.europa.eu/twitter YouTube: www.eesc.europa.eu/youtube LinkedIn: www.linkedin.com/company/european-economic-and-social-committee EESC president’s website: www.eesc.europa.eu/president EESC president on Twitter: @EESC_President

Your Europe, Your Say!: www.eesc.europa.eu/YourEuropeYourSay

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II.

PART II


(Accrual Accounting Principle)

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II. Annual General Accounts 2015

2. ACCOUNTING POLICIES

In this chapter we will provide a description of the policies, principles, methods and assumptions lying beneath the annual general accounts.

The accounting policies remain unchanged from the previous year.

2.1 LEGAL PROVISIONS AND THE FINANCIAL REGULATION

The main source of principles is the Financial Regulation and its Implementing Rules (Council and Commission Regulations). On top of this the Accounting Officer of the Commission has issued rules regarding the Harmonised Chart of Accounts and also 19 accounting rules, covering important accounting topics.

The Commission also provides a Consolidation Manual.

From 2005 the accounting rules have been based on the Accrual Accounting Principle and inspired by International Public Sector Standards (IPSAS) or by default International Financial Reporting Standards (IFRS).

2.2 ACCOUNTING PRINCIPLES

The objectives of financial statements are to provide information about the financial position, performance and cash flows of an entity that is useful to a wide range of users. For a public sector entity such as the EESC, the objectives are more specifically to provide information useful for decision making, and to demonstrate the accountability of the entity for the resources entrusted to it.

If they are to present a true and fair view, financial statements must not only supply relevant information to describe the nature and range of an Institution's activities, explain how it is financed and supply definitive information on its operations, but do so in a clear and comprehensible manner which allows comparisons between financial years.

The accounting system of the European Institutions comprises general accounts and budget accounts. These accounts are kept in euro on the basis of the calendar year. The budget accounts (Part III of this report) give a detailed picture of the implementation of the budget. They are based on the modified cash accounting principle1. The general accounts (Part II of

1 This differs from cash-based accounting because of elements such as carry-overs.

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this report) allow for the preparation of the financial statements as they show all charges and income for the financial year and are designed to establish the financial position in the form of a balance sheet at 31 December.

The accounting policies described in this document are the basis of the general accounts (accrual accounting).

2.3 CURRENCY AND BASIS FOR CONVERSION

The financial statements are presented in euros, which is the European Economic and Social Committee's functional and reporting currency.

Foreign currency transactions are translated into euros using the exchange rates prevailing at the dates of the transactions.

Year-end balances of monetary assets and liabilities denominated in foreign currencies are converted into euros on the basis of the exchange rates applying on 31 December of the year.

Foreign exchange gains and losses resulting from the settlement of foreign currency transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the economic outturn account.

2.4 THE ECONOMIC OUTTURN ACCOUNT

2.4.1 Revenue

The vast majority of revenue is funds transferred from the Commission. All transfers received on the bank account of the European Economic and Social Committee within the reporting year is recognised as revenue.

Revenue from the sale of goods is recognised when the significant risk and rewards of ownership of the goods are transferred to the purchaser.

Revenue associated with a transaction involving the provision of services is recognised by reference to the stage of completion of the transaction at the reporting date.

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2.4.2 Expenditure

Exchange expenses arising from the purchase of goods are recognised when the supplies are delivered and accepted by the European Economic and Social Committee. They are valued at original invoice cost.

When any request for payment or cost claim is received and meets the recognition criteria, it is recognised as an expense for the eligible amount. At year-end, incurred eligible expenses already due to the beneficiaries but not yet reported are estimated and recorded as accrued expenses.

2.5 BALANCE SHEET

2.5.1 Intangible fixed assets

Intangible fixed assets are valued at their acquisition price, with the exception of assets acquired free of charge that are valued at their market value. Tangible and intangible fixed assets are valued at their historic value converted into euros at the rate applying when they were purchased. The book value of a fixed asset is equal to its acquisition price or production cost, plus or minus revaluations, depreciation and other amounts written off. See depreciation rates below.

2.5.2 Tangible fixed assets

All property, plant and equipment are stated at historical cost less depreciation (excluding land), and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the European Economic and Social Committee and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the economic outturn account during the financial period in which they are incurred.

Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate their cost to their residual values over their estimated useful lives, as follows:

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2.5.3 Depreciation rates

Type of asset Straight line depreciation rate

Intangible assets 25% Buildings 4% Plant, machinery and equipment 12.5% to 25% Furniture 10% to 25% Fixtures and fittings 12.5% to 25% Computer hardware 25%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the economic outturn account.

2.5.4 Leases

Leases of tangible assets, where the European Economic and Social Committee have substantially all the risks and rewards of ownership, are classified as financial leases. Financial leases are classified at the inception of the lease at the lower of the fair value of the leased asset and the present value of the minimum lease payments. Each lease payment is allocated between the liability and finance charges so as to achieve a constant rate on the finance balance outstanding. The rental obligations, net of finance charges, are included in other long-term liabilities. The interest element of the finance cost is charged to the economic outturn account over the lease period so as to produce a constant periodic interest rate on the remaining balance of the liability for each period. The assets acquired under financial leases are depreciated over the shorter of the assets' useful life and the lease term.

Leases where the lessor retains a significant portion of the risks and rewards of ownership are classified as operating leases. Payments made under operating leases are charged to the economic outturn account on a straight-line basis over the period of the lease.

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2.5.5 Impairment of assets

Assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use.

2.5.6 Receivables

Receivables are carried at original invoice amount less write-down for impairment. A write-down for impairment of receivables is established when there is objective evidence that the European Economic and Social Committee will not be able to collect all amounts due according to the original terms of receivables. The amount of the write-down is recognised in the economic outturn account statement.

2.5.7 Cash & cash equivalents

Cash and cash equivalents are carried in the balance sheet at cost. They include cash in hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less.

2.6 USE OF ESTIMATES

In accordance with generally accepted accounting principles, the financial statements necessarily include amounts based on estimates and assumptions by management. Significant estimates include, but are not limited to, amounts for employment benefits, provisions for future charges, financial risk on accounts receivables, accrued income and charges, contingent assets and liabilities, and degree of impairment of fixed assets. Actual results could differ from those estimates. Changes in estimates are reflected in the period in which they become known.

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3. THE ECONOMIC OUTTURN ACCOUNT

Note 2015 2014

Operating Revenue

Funds transferred from the Commission 107,000,000 101,400,000Revenue from administrative operations 14,816,990 14,974,106Other operating revenue 2,758 841 1 121,819,748 116,374,947

Operating Expenses

Administrative expenses Staff expenses Members expenses Fixed assets related expenses Interpreter services ICT Security and surveillance of buildings Rent Cleaning and maintenance

(64,757,848) (17,476,119)

(4,798,813) (6,835,659) (4,919,443) (3,672,874) (3,399,739) (2,189,380)

(66,310,908) (18,337,565)

(5,139,492) (6,519,535) (5,137,110) (3,475,100) (3,391,170) (2,369,059)

Other administrative expenses (8,884,446) (116,934,321)

(5,862,677) (116,542,616)

Operational expenses Other operating expenses (5,832) (4,334)

(5,832) (4,334)

(116,940,153) (116,546,950)

Surplus from operating activities 4,879,596 (172,003)

Financial operations revenue 36 6,357Financial operations expenses 2 (7,250,311) (7,521,759)Deficit from non-operating activities (7,250,275) (7,515,402) Economic result of the year

(2,370,679) (7,687,406)

As the European Economic and Social Committee is not a profit-maximising organisation, the economic result of the year should be interpreted with care, and no direct management conclusions should be derived from it. The revenue side is quite arbitrary. The funds transferred from the Commission are not accrually founded.

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4. THE BALANCE SHEET

Note 31/12/2015 31/12/2014 I. Non-current assets Intangible fixed assets 3 124,298 140,484

Tangible fixed assets

Buildings under Financial leasing 4 107,982,395 112,606,486

Plant and Equipment 5 3,215 4,253

Other fixtures and fittings 5 528,339 398,538

Furniture and Vehicles 6 489,359 548,550

Computer Hardware 7 432,834 616,297

109,436,142 114,174,124

Long-term receivables 8 30,650 56,760 109,591,090 114,371,368 II. Current assets Short-term receivables

Current receivables 9 17,697 137,906

Sundry receivables 25,771 16,866

Deferred charges 13,329,953 13,259,188

13,373,421 13,413,960

Cash & cash equivalents 1,133,593 2,668,133

14,507,014 16,082,093

Total assets 124,098,104 130,453,460 III. Non-current liabilities Other long-term liabilities 10 91,374,320 95,863,678

91,374,320 95,863,678 IV. Current liabilities Provisions for risks and Charges 11 47,700 43,200

Accounts payable 47,700 43,200

Current payables 12 3,177,507 3,080,903

Long-term liabilities falling due within the year 13 4,489,357 4,229,581

Sundry payables 45,164 29,789

Accrued charges 7,333,000 7,204,575

15,045,029 14,544,848

Total liabilities 106,467,049 110,451,726 V. Net assets 17,631,055 20,001,734 Contingent assets 14 Contingent liabilities and Commitments for future funding 15

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5. STATEMENT OF CHANGES IN NET ASSETS

Accumulated

Surplus/(Deficit)

Economic Outturn of the

Year

Total Net Assets

Balance as of 31 December 2014 27,689,140 (7,687,406) 20,001,734

Allocation of the Economic Outturn 2014 (7,687,406) 7,687,406 0

Economic Outturn of 2015 0 (2,370,679) (2,370,679)

Balance as of 31 December 2015 20,001,734 (2,370,679) 17,631,055

Note: The European Economic and Social Committee has no share capital or previously injected capital. The Net Assets is exactly that – the difference between the valuation of the assets and the valuation of the liabilities. The main differences are between the principles for depreciation on buildings and the payment profile on the liabilities regarding the buildings held under long leases.

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5. NOTES

NOTE 1 Operating Revenue 2015 2014 Funds transferred from the Commission 107,000,000 101,400,000 Revenue from staff 10,998,770 11,014,158Other administrative revenue 3,818,220 3,959,948Revenue from administrative operations 14,816,990 14,974,106 Other operating revenue 0 0Exchange rate gains 2,758 841

Other operating revenue 2,758 841

121,819,748 116,374,947 Non-exchange revenue Exchange revenue

119,771,196 2,048,552

114,423,107 1,951,840

121,819,748 116,374,947 NOTE 2 Financial Operations Expenses 2015 2014 Other interest expenses (7,245,194) (7,515,567)

Other financial expenses (bank charges) (5,117) (6,192)

(7,250,311) (7,521,759)

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NOTE 3

Intangible Fixed Assets 31/12/2015 31/12/2014 Computer Software

Gross carrying amount 1, January 1,140,421 1,140,912Additions Disposals Transfer between headings

71,767 0

12,057 0

(43,676)Other changes 31,127 Gross carrying amount 31, December 1,212,188

1,140,421

Accumulated amortization 1, January (999,937) (889,428)Amortization Disposals Transfer between headings Other changes

(87,953) 0

(86,691) 0

(19,753) (4,065)

Accumulated amortization 31, December (1,087,890) (999,937)Net Carrying Amount 31, December 124,298 140,484

Non-capitalised research costs Non-capitalised development costs

0 1,009,764

0 1,980,431

1,009,764 1,980,431

At 31 December 2015, the European Economic and Social Committee (EESC) and the Committee of the Regions (CoR) had external Research and Development costs for a total amount of EUR 1 937 112. This amount included EUR 254 172 taken solely in charge by the Committee of the Regions (CoR). The remaining balance of EUR 1 682 940 was split according to the sharing key between EESC and CoR as follows :

60% EESC : EUR 1 009 764

40% CoR : EUR 673 176

The threshold for capitalisation of Research and Development costs has been established according to the standards of the European Commission and the Committee of the Regions at EUR 2 000 000 by project.

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NOTE 4

Buildings under Financial Leasing 31/12/2015 31/12/2014 Gross carrying amount 1, January 163,684,283 163,684,283Additions 0 0Gross carrying amount 31, December 163,684,283 163,684,283Accumulated amortization 1, January (51,077,797) (46,453,706)Depreciation (4,624,091) (4,624,091)Accumulated amortization 31, December (55,701,888) (51,077,797)Net Carrying Amount 31, December 107,982,395 112,606,486

Capital Interest

Distribution of charges Cumulative charges paid 31/12 - 2015 67,820,607 99,796,739 Charges to be paid < 1 year 4,489,357 5,040,0561-5 years 20,877,140 17,354,506> 5 years 70,497,180 17,789,057 95,863,677 40,183,619

Gross Carrying Amount 31, December 163,684,284 139,980,358 At 31 December 2015, the European Economic and Social Committee (EESC) and the

Committee of Regions (CoR) together had five buildings2 under long-term leases:

2 For completeness should be mentioned that part of the building "Van Maerlant II" has been rented from

the European Commission since 1 April 2007. This contract is not defined as a financial lease.

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TOTAL NET

ASSET VALUE TOTAL DEBT

Building Bertha von Suttner (BvS), Rue Montoyer 92-102

39,117,905 39,699,740

Building Jacques Delors (JDE), Rue Belliard 103-113

94,580,087 80,553,629

Building Remorqueur (REM), Rue Belliard 93 7,947,122 0Rue Belliard 68-72 (B68-72) 18,897,827 18,307,821Rue de Trèves 74 (TR74) 16,917,186 19,926,978TOTAL 177,460,127 158,488,168

These long-term leases are defined as finance leases and are thus recognised and accounted for as assets, and their associated lease obligations as liabilities.

The EESC-part of the total net-asset-value is EUR 107 982 395. On the liability-side the EESC-part of the total debt is EUR 95 863 677 (other long term liabilities EUR 91 374 320 and long-term liabilities falling due within 1 year EUR 4 489 357).

Land is included in the total net asset value. The acquisition values of the corresponding land for both Committees are as follows :

BvS EUR 22 059 400

JDE EUR 38 915 800

REM EUR 3 580 000

B68-72 EUR 8 840 000

TR74 EUR 7 670 000

In 2009, the EESC and the CoR signed an agreement as follows:

- According to the practice in previous years, each Committee's share in the net asset values and the liabilities of these five buildings is fixed as follows:

EESC CoR BvS 67% 33% JDE 67% 33% REM 50% 50% B68-72 40% 60% TR74 40% 60%

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Each Committee's contribution to the lease payments is defined in the cooperation agreement between the two Committees, These depend on the respective proportion of the number of staff of each Committee according to the respective establishment plans, adopted by the budgetary authority, on 1 January of the previous financial year and may differ from the shares as defined in the table above.

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NOTE 5

Plant and Equipment 31/12/2015 31/12/2014 Gross carrying amount 1 January 84,959 3,216,991Additions 1,762 0Disposals (5,853) 0Transfers between headings (3,069,302)Other changes (62,730) Gross carrying amount 31. December 80,868 84,959 Accumulated amortization 1. January (80,706) (2,761,296)Depreciation (2,800) (3,536)Disposals 5,853 0Transfers between headings 2,621,396Other changes 62,729

Accumulated amortization 31, December (77,653) (80,706)

Net Carrying Amount 31. December 3,215 4,253

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Other Fixtures & Fittings

31/12/2015 31/12/2014 Gross carrying amount 1 January 1,570,586 0Additions 354,595 116,419Disposals (1,158) Transfers between headings Other changes

0 0

1,453,625 542

Gross carrying amount 31. December 1,924,023 1,570,586 Accumulated amortization 1. January (1,172,048) 0Depreciation (224,742) (176,472)Disposals 1,106 0Transfers between headings 0 (997,585)Other changes 0 2,009

Accumulated amortization 31. December (1,395,684) (1,172,048)

Net Carrying Amount 31. December 528,339 398,538 In 2014, the new category 'Other Fixtures & Fittings' had been added further to the implementation of the new inventory system Abac Assets. This had lead to the automatic transfer of assets between the existing headings and this new heading.

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NOTE 6 Furniture and Vehicles 31/12/2015 31/12/2014 Gross carrying amount 1, January 3,387,253 2,266,592Additions 58,625 60,152Disposals (51,973) (55,796)Transfers between headings 1,147,003Other changes (30,698) Gross carrying amount 31, December 3,393,905 3,387,253 Accumulated amortization 1, January (2,838,703) (1,654,092)Depreciation (120,348) (131,801)Disposals 54,505 55,796Transfers between headings (1,145,351)Other changes 36,745 Accumulated amortization 31, December (2,904,546) (2,838,703)

Net Carrying Amount 31, December 489,359 548,550

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NOTE 7 Computer Hardware 31/12/2015 31/12/2014 Gross carrying amount 1, January 3,797,673 3,211,215Additions 192,237 195,540Disposals (457,987) (161,374)Transfers between headings 512,350Other changes 39,941 Gross carrying amount 31, December 3,531,923 3,797,673 Accumulated amortization 1, January (3,181,376) (2,331,162)Depreciation (375,700) (507,573)Disposals 457,987 161,374Transfers between headings (458,707)Other changes (45,307) Accumulated amortization 31, December (3,099,089) (3,181,376)

Net Carrying Amount 31, December 432,834 616,297

NOTE 8 Long-Term Receivables 31/12/2015 31/12/2014

Other (Advances to Members) 30,650 56,760

30,650 56,760

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NOTE 9 Current Receivables 31/12/2015 31/12/2014 Customers Gross total 10,655 37,740Amounts written down 0 0Net Value 10,655 37,740

Member States Gross total 6,782 1,249Amounts written down 0 0Net Value, VAT to be recovered 6,782 1,249

Other Institutions Gross total 260 98,916Amounts written down 0 0Net Value 260 98,916

17,697 137,905 NOTE 10 Other Long-Term Liabilities 31/12/2015 31/12/2014

Buildings under Financial Leasing (*) 91,374,320 95,863,678

91,374,320 95,863,678 (*)Part of the charges (capital) that has to be paid after 1 year. See also Note 4.

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NOTE 11 Provisions for Risks and Charges 31/12/2015 31/12/2014

Possible results on pending court case 47,700 43,200

47,700 43,200

NOTE 12 Current Payables 31/12/2015 31/12/2014 Vendors Gross total 194,171 49,424

Other Institutions

European Commission European Parliament

2,966,271

12,760 3,000,819

19,540Committee of the Regions 4,305 0External Action Service EAS 0 11,119Gross total 2,983,336 3,031,479

3,177,507 3,080,903

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NOTE 13

Long Term Liabilities Falling Due Within The Year 31/12/2015 31/12/2014

Buildings under Financial Leasing 4,489,357 4,229,581

4,489,357 4,229,581 Part of the charges (capital) that has to be paid within 1 year. See also Note 4.

NOTE 14 Contingent Assets 31/12/2015 31/12/2014

Performance guarantees(*) 0 0

0 0 (*) The sum of performance guarantees in supplier contracts is EUR 722,486 at 31/12/2015. As the probability of inflow of economic benefits is low (estimated by management to be less than 5%) the value is insignificant.

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NOTE 15

Contingent Liabilities and Commitments for future funding 31/12/2015 31/12/2014

Commitments for future funding Commitments against appropriations not yet consumed (RAL) 4,019,433 2,293,827

Operating leases 7,636,229 9,533,780

Contractual Commitments 12,647,727 4,950,520

Other(**) 0 65,266,495

24,303,389 82,044,622 (**) As the EESC and the CoR jointly signed the long-lease contracts on the buildings, the EESC considered for years, they are responsible in solidarity for the payments. Therefore, in 2014, the difference between the total liability and the booked liability was recognised as a contingent liability, and was calculated as follows: Total liability 31/12/2014: 165,359,745 Booked by EESC: (100,093,259) Contingent liability: 65,266,495 Nevertheless, in order to adopt a common approach with the CoR and as recommended by the European Court of Auditors, it was agreed not to disclose the Contingent Liabilities as of 2015.

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PART III


(Modified Cash Accounting Principle)

&

Report on Budgetary and Financial

Management

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III.

Annual Budgetary Accounts 2015 & Report on Budgetary and Financial Management

1. GENERAL REMARKS ON THE BUDGET 1.1 BUDGET OUTTURN 2015

The 2015 budget amounted to EUR 129.1 million, of which EUR 123.8 million were spent. This equals a take-up rate of 95.9%, including commitments carried forward from 2015 to 2016 (see table in heading 4: "Use of final appropriations (C1) in 2015"). The take-up rate was slightly higher than in 2014 (95.6%).

The take-up of appropriations carried forward from 2014 to 2015 was slightly lower than in 2014: 72.9% (EUR 6.0 million) as compared to 73.3% in 2014 (see table in heading 5: "Use of appropriations automatically carried forward from 2014 to 2015 (C8)").

1.2 ESTABLISHING THE BUDGET 2015

In its guidelines concerning the establishment of estimates of administrative expenditure for the 2015 draft budget, the Commission called on all institutions to follow the approach of the Commission itself, i.e. to aim for a nominal freeze at the 2014 level for all non-salary related expenditure. In compliance with the Commission guidelines, the EESC initially submitted 2015 budget estimates totalling EUR 130 479 720, 1.49% up on the 2014 budget. As for salary related expenditure, the estimates included a 1%-staff reduction (7 posts) in accordance with the Interinstitutional Agreement of 2 December 2013 on budgetary discipline; no new posts were requested for 2015. Other cost-saving measures resulting from the new Staff Regulation (limitation on promotions beyond a certain grade etc.) in the order of EUR 100 000 were also taken into account, along with the impact of the 2012 salary adjustments on 2015 (no adjustments in 2013 and 2014) and the expected impact of the 2015 adjustment, based on the parameters communicated by the Commission in its guidelines.

In its reading, the Council imposed a rise by 0.5% of the 2015 abatement rate to 5.0%, whereby reducing the EESC budget to EUR 129 976 270 or a 1.1% increase on the voted 2014 budget.

The European Parliament subsequently restored the appropriations cut by the Council but also incorporated the effects of the cooperation agreement between the EESC and the EP (transfer of 36 translation staff posts, partly neutralised by additional appropriations for external translation and political activities), bringing the total budget down by another EUR 920 000 to EUR 129 055 970. The budget resulting from the EP reading also included a reserve of EUR 433 750 for members' allowances, remuneration of officals and external translation, to be released depending on the timing of the last six staff transfers.

As the negotiations on the draft budget for 2015 could not be concluded before the end of the 21-day conciliation period on 17 November, a new draft budget was submitted by the Commission on 27 November 2014 (article 314 of the Treaty on the Functioning of the EU). The new proposal built to a very large extent on the European Parliament's position on the initial draft budget while taking account of the need to facilitate convergence between the European Parliament and the Council. This, however, had no bearing on the EESC's budget.

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The 2015 budget was finally adopted by the Council on 12 December and by the European Parliament on 17 December 2014. The EESC budget amounted to EUR 129 055 970 (as after the initial reading by the European Parliament) corresponding to a rise by 0.39% on the 2014 budget. The budgetary authority also approved the new establishment plan, which reduced staff from 720 to 713. The 36 posts to be transferred to the EP in 2015 in accordance with the cooperation agreement would remain in the establishment plan until the end of 2015 (as the exact grades remained unknown), but the budgetary consequences of these transfers were fully incorporated in the budget.

For 2015, no amending Budget was introduced by the EESC.

1.3 BUDGET GOVERNANCE 2015

The Budget Group, the EESC's supervisory body for financial and budgetary affairs, is composed of 9 members and prepares the EESC Bureau for all decisions of a financial or budgetary nature. The Budget Group meets before EESC Bureau meetings, normally 11 times per year.

The Budget Group supervises the budgetary procedures, in particular the establishment of the draft budget and the budget implementation, the annual activity report of the Secretary General as EESC's authorising officer by delegation, the discharge and the response to the Court of Auditors' annual report.

Within the Budget Group, a 3-member subgroup, in close cooperation with the Secretary-General, analyses and makes a substantial input to the draft budget proposal of the Secretary-General. The Budget Group then submits its draft budget proposal to the Bureau for adoption and submission to the Budgetary Authority. In its draft budgets, the EESC has consistently respected the budgetary guidelines issued by the Commission and the Budgetary Authority, taking full account of the economic, financial and budgetary situation in the EU. From 2011 to 2016, the nominal increase was 1.6 million or 1.24% – a reduction in real terms of more than 5%.

The Budget Group supervises budgetary implementation, through regular reporting, and organises sectorial hearings (on buildings, IT, security, interpretation, members' reimbursement procedures etc.). It proposes the allocation of decentralised budgets to the various spending actors and the authorisation of members' meetings and it authorises members' training.

In 2015, the Budget Group continued to follow-up on the impact on budget, staff and translation capacity of the cooperation agreement with EP, signed in February 2014.

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III.



2. REVENUE

Budget line 2015 2014

Revenue from staff 10,998,769.66 11,014,157.84

Taxation on salaries and pensions 400 4,694,822.56 4,793,148.97

Refunds of wages and allowances of Members of the institution

403 0.00 0.00

Special levy 404 920,742.49 923,301.38

Contribution to the pension scheme 410 5,119,103.20 5,017,875.75

Transfer or purchase of pension rights 411 264,101.41 276,616.04

Contribution of CCP staff to pensions 412 0.00 3,215.7

Other administrative revenue 3,916,773.83 3,963,665.77

Sale of other movable property - Assigned revenue 5001 311.25 1,080.90

Sale of publications, printed works and films 502 0.00 0.00

Proceeds from letting and subletting immovable property 5110 1,481,779.00 1,460,637.25

Investments or loans granted, bank and other interest on the institution's accounts

520 1,060.90 5,331.30

Supply of services and works to others institutions 550 2,058,988.01 1,950,758.98

Repayment of amounts wrongly paid - Assigned revenue 570 100,168.33 394,720.58

Revenue earmarked for a specific purpose, such as income from foundations, subsidies, gifts and bequests, including the earmarked revenue specific to each institutions.

571 0.00 887.93

Other contributions and refunds in connection with the administrative operation of the institution - Assigned revenue

573 274,466.34 100,905.73

Insurance payments received - Assigned revenue 581 0.00 49,343.10

Miscellaneous revenue 590 0.00 0.00

TOTAL REVENUE 14,915,543.49 14,977,823.61

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3. FINAL APPROPRIATIONS 3.1 HUMAN RESOURCES

Budget line

Initial Appropriations

2015

Transfers 2015

Final Appropriations

2015


2014

Members and Delegates 20,083,937.00 0.00 20,083,937.00 19,533,937.00Salaries, allowances and insurance 1000 96,080.00 0.00 96,080.00 106,080.00Travel and subsistence allowances 1004 19,451,194.00 -70,000.00 19,381,194.00 18,834,194.00Travel and subsistence allowances, CCMI 1008 472,382.00 70,000.00 542,382.00 539,382.00Further training, language courses and other training 105 64,281.00 0.00 64,281.00 54,281.00

Officials and Temporary Staff 63,504,043.00 0.00 63,504,043.00 65,085,681.00Remuneration and allowances 1200 63,008,443.00 0.00 63,008,443.00 64,467,848.00Paid overtime 1202 31,443.00 0.00 31,443.00 30,102.00Entering, transfers and leaving the service 1204 464,157.00 0.00 464,157.00 587,731.00

Other staff and outside services 5,242,926.00 -396,727.00 4,846,199.00 4,124,719.00Other staff 1400 2,086,065.00 205,000.00 2,291,065.00 2,052,423.00Graduate traineeships, grants and exchanges of officials 1404 879,916.00 -205,000.00 674,916.00 807,739.00Entering, transfers and leaving the service 1408 66,784.00 0.00 66,784.00 66,896.00Supplementary services for the translation service 1420 1,437,310.00 -396,727.00 1,040,583.00 424,810.00Expert advice connected with consultative work 1422 742,851.00 0.00 742,851.00 742,851.00Interinstitutional cooperation and external services 1424 30,000.00 0.00 30,000.00 30,000.00

Other expenditure 1,834,500.00 0.00 1,834,500.00 1,830,252.00Recruitment 1610 55,000.00 0.00 55,000.00 55,000.00Further training 1612 506,000.00 0.00 506,000.00 505,752.00Mission expenses 162 432,500.00 0.00 432,500.00 432,500.00Social welfare 1630 32,000.00 7,500.00 39,500.00 42,000.00Social contacts between members of staff 1632 169,000.00 12,500.00 181,500.00 185,000.00Medical service 1634 80,000.00 0.00 80,000.00 80,000.00Early Childhood Centre and approved day nurseries 1638 560,000.00 -20,000.00 540,000.00 530,000.00

Total Human Resources 90,665,406.00 -396,727.00 90,268,679.00 90,574,589.00

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3.2 OTHER RESOURCES

Budget line


2015

Transfers 2015


2015


2014

Buildings & associated costs 19,721,293.00 889,991.00 20,611,284.00 19,927,270.00Rent 2000 2,130,628.00 0.00 2,130,628.00 2,100,019.00Annual lease payments and similar expenditure 2001 11,755,909.00 218,719.27 11,974,628.27 11,499,917.20Fitting-out of premises 2007 320,328.00 524,757.00 845,085.00 1,143,817.00Other expenditure on buildings 2008 56,775.00 34,505.73 91,280.73 64,425.80Cleaning and maintenance 2022 2,532,507.00 0.00 2,532,507.00 2,539,992.00Energy consumption 2024 792,675.00 0.00 792,675.00 460,160.00Security and surveillance 2026 2,052,711.00 135,129.00 2,187,840.00 2,052,711.00Insurance 2028 79,760.00 -23,120.00 56,640.00 66,228.00

Data processing 6,042,023.00 18,054.00 6,060,077.00 6,226,063.00Purchase, servicing and maintenance of equipment and software 2100 1,514,025.00 44,562.00 1,558,587.00 1,606,565.13Outside assistance 2102 1,881,843.00 75,889.00 1,957,732.00 2,034,368.00Telecommunications 2103 1,376,959.00 -34,537.00 1,342,422.00 1,339,453.87Furniture 212 231,188.00 -83,197.00 147,991.00 162,164.00Technical equipment and installations 214 948,008.00 15,337.00 963,345.00 994,601.00Vehicles 216 90,000.00 0.00 90,000.00 88,911.00 Current administrative expenditure 551,890.00 -11,318.00 540,572.00 527,507.00Stationary, office supplies and miscellaneous consumables 230 213,444.00 -20,137.00 193,307.00 193,898.00Financial charges 231 6,000.00 0.00 6,000.00 4,500.00Legal costs and damages 232 85,000.00 0.00 85,000.00 110,000.00Postage on correspondence and delivery charges 236 125,000.00 -30,000.00 95,000.00 85,000.00Other administrative expenditure 238 122,446.00 38,819.00 161,265.00 134,109.00

Operational activities 9,487,524.00 -500,000.00 8,987,524.00 9,158,439.00Internal meetings 2540 227,430.00 55,000.00 282,430.00 257,430.00Organisation of and participation in conferences, congresses and meetings 2542 587,745.00 140,700.00 728,445.00 658,945.00Organisation of CCMI 2544 74,000.00 0.00 74,000.00 75,000.00Representation obligations 2546 139,000.00 -40,000.00 99,000.00 109,000.00Interpreting 2548 8,459,349.00 -655,700.00 7,803,649.00 8,058,064.00

7080

81

III.



Budget line


2015

Transfers 2015


2015


2014

Communication 2,154,084.00 0.00 2,154,084.00 2,145,512.00Communication 2600 845,500.00 -10,000.00 835,500.00 845,500.00Publishing and promotion of publications 2602 470,000.00 110,000.00 580,000.00 503,000.00Official Journal 2604 430,000.00 -165,000.00 265,000.00 430,000.00Studies, research and hearings 2620 155,000.00 90,000.00 245,000.00 155,000.00Documentation and library 2622 165,700.00 -25,000.00 140,700.00 169,762.00Archiving and related work 2624 87,884.00 0.00 87,884.00 42,250.00

Total Other Resources 37,956,814.00 396,727.00 38,353,541.00 37,984,791.00

3.3 PROVISIONAL APPROPRIATIONS

Budget line


2015

Transfers 2015


2015


2014

Provisional appropriations 433,750.00 0.00 433,750.00 0.00Provisional appropriations 100 433,750.00 0.00 433,750.00 0.00

Total Provisional appropriations 433,750.00 0.00 433,750.00 0.00

3.4 TOTAL RESOURCES

TOTAL FINAL

APPROPRIATIONS 129,055,970.00 0.00 129,055,970.00 128,559,380.00

7181

83

III.



0

7383

84

III.



4. USE OF FINAL APPROPRIATIONS (C1) IN 2015 4.1 HUMAN RESOURCES

BL Final

Appropriations Committed

Percentage Committed

Human resources 90,268,679.00 87,721,680.61 97.18%

Members & Delegates 20,083,937.00 20,064,857.00 99.90%

Salaries, allowances and insurance 1000 96,080.00 77,000.00 80.14%

Travel and subsistence allowances 1004 19,381,194.00 19,381,194.00 100.00%

Travel and subsistence allowances, CCMI 1008 542,382.00 542,382.00 100.00%

Further training, language courses and other training 105 64,281.00 64,281.00 100.00%

Officials and Temporary Staff 63,504,043.00 61,670,286.61 97.11%

Remuneration and allowances 1200 63,008,443.00 61,268,031.65 97.24%

Paid overtime 1202 31,443.00 21,132.18 67.21%

Entering, transfers and leaving the service 1204 464,157.00 381,122.78 82.11%

Other staff and outside services 4,846,199.00 4,300,707.07 88.74%

Other staff 1400 2,291,065.00 2,206,514.49 96.31%

Graduate traineeships, grants and exchanges of officials 1404 674,916.00 674,093.53 99.88%

Entering, transfers and leaving the service 1408 66,784.00 42,248.05 63.26%

Supplementary services for the translation service 1420 1,040,583.00 619,000.00 59.49%

Expert advice connected with consultative work 1422 742,851.00 742,851.00 100.00%

Interinstitutional cooperation and external services 1424 30,000.00 16,000.00 53.33%

Other expenditure 1,834,500,00 1,685,829.93 91.90%

Recruitment 1610 55,000.00 32,971.52 59.95%

Further training 1612 506,000.00 496,256.21 98.07%

Mission expenses 162 432,500.00 385,960.28 89.24%

Social welfare 1630 39,500.00 27,000.00 68.35%

Social contacts between members of staff 1632 181,500.00 166,150.50 91.54%

Medical service 1634 80,000.00 59,808.99 74.76%

Early Childhood Centre and approved day nurseries 1638 540,000.00 517,682.43 95.87%

7484

85

III.



Payments Appropriations carried

forward to 2016 Unused Appropriations

Percentage of Unused Appropriations

83,576,176.30 4,145,504.31 2,546,998.39 2.82%

17,128,898.61 2,935,958.39 19,080.00 0.10%

75,033.12 1,966.88 19,080.00 19.86%

16,563,963.76 2,817,230.24 0.00 0.00%

449,061.33 93,320.67 0.00 0.00%

40,840.40 23,440.60 0.00 0.00%

61,554,897.73 115,388.88 1,833,756.39 2.89%

61,224,169.50 43,862.15 1,740,411.35 2.76%

21,132.18 0.00 10,310.82 32.79%

309,596.05 71,526.73 83,034.22 17.89%

3,650,271.24 650,435.83 545,491.93 11.26%

2,184,605.01 21,909.48 84,550.51 3.69%

619,969.22 54,124.31 822.47 0.12%

42,248.05 0.00 24,535.95 36.74%

479,852.67 139,147.33 421,583.00 40.51%

323,596.29 419,254.71 0.00 0.00%

0.00 16,000.00 14,000.00 46.67%

1,242,108.72 443,721.21 148,670.07 8.10%

31,198.03 1,773.49 22,028.48 40.05%

390,650.29 105,605.92 9,743.79 1.93%

280,805.86 105,154.42 46,539.72 10.76%

4,127.97 22,872.03 12,500.00 31.65%

154,955.08 11,195.42 15,349.50 8.46%

22,689.06 37,119.93 20,191.01 25.24%

357,682.43 160,000.00 22,317.57 4.13%

7585

86

III.



4.2 OTHER RESOURCES

BL Final



Other resources 38,353,541.00 36,080,494.83 94.07%

Buildings & associated costs 20,611,284.00 19,756,154.61 95.85%

Rent 2000 2,130,628.00 2,038,835.88 95.69%

Annual lease payments and similar expenditure 2001 11,974,628.27 11,974,628.27 100.00%

Fitting-out of premises 2007 845,085.00 265,841.58 31.46%

Other expenditure on buildings 2008 91,280.73 81,784.76 89.60%

Cleaning and maintenance 2022 2,532,507.00 2,520,224.98 99.52%

Energy consumption 2024 792,675.00 690,120.00 87.06%

Security and surveillance 2026 2,187,840.00 2,152,938.94 98.40%

Insurance 2028 56,640.00 31,780.20 56.11%

Data processing 6,060,077.00 5,817,650.76 96.00%

Purchase, servicing and maintenance of equipment and software 2100 1,558,587.00 1,558,556.47 100.00%

Outside assistance 2102 1,957,732.00 1,957,561.04 99.99%

Telecommunications 2103 1,342,422.00 1,310,315.22 97.61%

Furniture 212 147,991.00 75,720.13 51.17%

Technical equipment and installations 214 963,345.00 846,702.29 87.89%

Vehicles 216 90,000.00 68,795.61 76.44%

Current administrative expenditure 540,572.00 477,327.82 88.30%

Stationary, office supplies and miscellaneous consumables 230 193,307.00 171,287.54 88.61%

Financial charges 231 6,000.00 6,000.00 100.00%

Legal costs and damages 232 85,000.00 52,670.00 61.96%

Postage on correspondence and delivery charges 236 95,000.00 88,000.00 92.63%

Other administrative expenditure 238 161,265.00 159,370.28 98.83%

Operational activities 8,987,524.00 8,052,700.68 89.60%

Internal meetings 2540 282,430.00 279,679.92 99.03%Organisation of and participation in conferences, congresses and meetings 2542 728,445.00 526,325.48 72.25%

Organisation of CCMI 2544 74,000.00 23,985.28 32.41%

Representation obligations 2546 99,000.00 60,000.00 60.61%

Interpreting 2548 7,803,649.00 7,162,710.00 91.79%

7686

87

III.






30,776,100.33 5,304,394.50 2,273,046.17 5.93%

17,669,507.73 2,086,646.88 855,129.39 4.15%

1,598,183.94 440,651.94 91,792.12 4.31%

11,974,628.27 0.00 0.00 0.00%

0.00 265,841.58 579,243.42 68.54%

30,891.57 50,893.19 9,495.97 10.40%

1,602,071.11 918,153.87 12,282.02 0.48%

690,120.00 0.00 102,555.00 12.94%

1,742,579.87 410,359.07 34,901.06 1.60%

31,032.97 747.23 24,859.80 43.89%

4,540,429.29 1,277,221.47 242,426.24 4.00%

1,329,495.50 229,060.97 30.53 0.00%

1,470,321,91 487,239.13 170.96 0.01%

1,143,494.35 166,820.87 32,106.78 2.39%

28,335.88 47,384,25 72,270.87 48.83%

510,506.73 336,195.56 116,642.71 12.11%

58,274.92 10,520.69 21,204.39 23.56%

338,264.98 139,062.84 63,244.18 11.70%

115,678.16 55,609.38 22,019.46 11.39%

2,389.81 3,610.19 0.00 0.00%

45,270.00 7,400.00 32,330.00 38.04%

55,173.89 32,826.11 7,000.00 7.37%

119,753.12 39,617,16 1,894.72 1.17%

7,178,068.42 874,632.26 934,823.32 10.40%

224,280.60 55,399.32 2,750.08 0.97%

442,143.76 84,181.72 202,119.52 27.75%

23,531.02 454.26 50,014.72 67.59%

48,753.42 11,246.58 39,000.00 39.39%

6,439,359.62 723,350.38 640,939.00 8.21%

7787

88

III.



BL Final



Communication 2,154,084.00 1,976,660.96 91.76%

Communication 2600 835,500.00 820,066.04 98.15%

Publishing and promotion of publications 2602 580,000.00 540,032.03 93.11%

Official Journal 2604 265,000.00 240,900.00 90.91%

Studies, research and hearings 2620 245,000.00 167,918.36 68.54%

Documentation and library 2622 140,700.00 119,860.53 85.19%

Archiving and related work 2624 87,884.00 87,884.00 100.00%

4.3 Provisional appropriations

BL Final



Provisional appropriations 433,750.00 0.00 0.00%

Provisional appropriations 100 433,750.00 0.00 0.00%

Total Final Appropriations 129,055,970.00 123,802,175.44 95.93%

7888

89

III.






1,049,829.91 926,831.05 177,423.04 8.24%

511,059.70 309,006.34 15,433.96 1.85%

124,355.07 415,676.96 39,967.97 6.89%

240,900.00 0.00 24,100.00 9.09%

46,543.36 121,375.00 77,081.64 31.46%

85,086.78 34,773.75 20,839.47 14.81%

41,885.00 45,999.00 0.00 0.00%




0.00 0.00 433,750.00 100.00%

0.00 0.00 433,750.00 100.00%

114,352,276.63 9,449,898.81 5,253,794.56 4.07%

7989

90

III.



4.4 Remarks on use of final appropriations (C1) in 2015

For all budget lines having uncommitted appropriations of more than EUR 25 000, representing more than 5% of the final appropriations, more detailed information is provided below.

1204: Entitlements on entering the service, transfer and leaving the service These appropriations cover various statutory allowances and costs for removals for officials and temporary agents at entry or departure. The number of staff members entering or leaving service is difficult to predict and estimates of costs are therefore bound to be inaccurate. Also, the various allowances are highly dependent on the situation of the official concerned (family composition, place of origin, time of removal).

1420: Supplementary services for the translation service Appropriations on this budget line were substantially increased in 2015 due to a significant reduction of translation staff in the context of a cooperation agreement signed with EP. The translation directorate is currently in a three-year transition period with progressive reduction of in-house capacity and a corresponding increase in outsourcing. Outsourcing covered 9.74% of translation in 2015, a share which is expected to reach 20% in 2017.

162: Mission expenses Budget estimates for 2015 were based on implementation in previous years, with a small safety margin to offset the inherently variable nature of this expenditure. Additional efforts were made in 2015 to reduce staff mission costs to a strict minimum.

2007: Fitting-out of premises The reason for the low level of consumption was the unsuccessful outcome of three calls for tender for various projects late in 2015 (modification of the cooling system, improvement of building safety equipment, installation of energy counters on heating/cooling and ventilation systems).

2024: Energy consumption Energy consumption was lower than expected, partly due to favourable weather conditions but also as a result of successful continued efforts to improve the energy consumption management.

8090

91

III.


212: Furniture An overall decrease in the volume of requests for furniture resulted in less spending than foreseen. As a result, appropriations have been adjusted downwards in the draft estimates for 2017. 214: Technical equipment and installations Regarding the EESC's own services, it was deemed prudent to abstain from putting a new sound system in place in a VIP room due to an overly expensive offer, and the fitting out of a meeting room with telepresence facilities was postponed in order to enable a proper evaluation of experiences with a similar room. Also, the EESC expected costs for technical equipment in relation to a number of meetings in Luxembourg which in the end was provided free of charge. In the Joint Services (shared with the CoR) spending on security equipment was lower than planned due to an unsuccessful call for tender for the installation of a security gate. Furthermore, better prices under a new printing framework contract in combination with a decreasing number of copies led to lower costs than expected. 232: Legal costs and damages Given a limited number of dossiers and potentially high expenditure in relation to one particular dossier, it was difficult to predict actual expenses on this budget line. The costs anticipated did not materialise and the margin was therefore left unused.

2542: Expenditure on the organisation of and participation in events Travel costs for external participants are often covered by their own organisations and, when this is not the case, costs vary considerably depending on the country of origin and the venue of the event. In line with global cost saving measures, catering costs have been cut. In 2015, the renewal of the Committee also had an impact on the amount of activities for a certain period of time. 2544: Costs of organising the work of the Consultative Commission on Industrial Change (CCMI) This budget line covers expenses similar to those on budget line 2542 but specifically for the Consultative Commission on Industrial Change (CCMI). The CCMI had a partial renewal in October. Difficulties to accurately plan expenditures are similar to those for budget line 2542.

8191

92

III.



2546: Representation expenses This budget line covers expenses related to the obligations of the institution regarding representation and is allocated to about 20 different spending actors. Recourse to representation budgets varies highly between spending actors and overall, budgets have been used very selectively. Appropriations were adjusted downwards in the draft estimates for 2017.

2548: Interpreting Spending on this budget line is highly dependent on the EESC's political programme which cannot be established with any great accuracy at the time when budget estimates are finalised. The varying needs (languages of members) and the actual availability of languages for particular meetings further complicates planning. Also, the cost of an interpretation slot was originally expected to be higher than it turned out to be. Some savings have been made thanks to recourse to cheaper local free-lance interpreters for meetings held outside of Brussels. A safety margin was foreseen to enable the Committee to use EP interpreters, which involves a different way of calculating costs. In the end, this option was rarely used. Finally, additional savings were obtained due to further intensified efforts to prevent cancellation costs.

2602: Publishing and promotion of publications There was a reduction in printed publications in 2015 and production occasionally tended to be less expensive than foreseen. Also, costs for making an application for smartphones available in all official EU languages were lower than initially foreseen.

2620: Studies, research and hearings Given the high demand for studies, this budget line was reinforced by EUR 90 000 in June/July. Due to the renewal of the EESC and the evolution of political priorities, certain studies that were initially foreseen were cancelled or postponed to 2016. In other cases no suitable contractor could be found.

8292

94

III.



5. USE OF APPROPRIATIONS AUTOMATICALLY CARRIED FORWARD FROM 2014 TO 2015 (C8) 5.1 HUMAN RESOURCES

BL Appropriations carried forward

Human Resources 1,669,320.29

Members & Delegates 972,522.94

Salaries, allowances and insurance 1000 1,702.18

Travel and subsistence allowances 1004 913,878.28

Travel and subsistence allowances, CCMI 1008 37,684.02

Further training, language courses and other training 105 19,258.46

Officials and Temporary Staff 63,222.63

Remunerations and allowances 1202 24,182.77

Entering, transfers and leaving the service 1204 39,039.86

Other staff and outside services 313,225.05

Other staff 1400 31,922.97

Graduate traineeships, grants and exchanges of officials 1404 59,866.31

Supplementary services for the translation service 1420 90,024.65

Expert advice connected with consultative work 1422 114,411.12

Interinstitutional cooperation and external servicees 1424 17,000.00

Other expenditure 320,349.67

Recruitment 1610 7,858.65

Further training 1612 160,403.06

Mission expenses 162 34,313.60

Social welfare 1630 14,012.16

Social contacts between members of staff 1632 40,342.22

Medical service 1634 39,594.56

Early Childhood Centre and approved day nurseries 1638 23,825.42

8494

95

III.



Paid in 2015 Percentage paid Unused

Appropriations Percentage of Unused

Appropriations

784,464.94 46.99% 884,855.35 53.01%

292,041.86 30.03% 680,481.08 69.97%

735.30 43.20% 966.88 56.80%

262,191.43 28.69% 651,686.85 71.31%

13,441.01 35.67% 24,243.01 64.33%

15,674.12 81.39% 3,584.34 18.61%

50,327.33 79.60% 12,895.30 20.40%

17,522.20 72.46% 6,660.57 27.54%

32,805.13 84.03% 6,234.73 15.97%

180,928.14 57.76% 132,296.91 42.24%

29,113.63 91.20% 2,809.34 8.80%

43,888.53 73.31% 15,977.78 26.69%

80,397.37 89.31% 9,627.28 10.69%

12,070.70 10.55% 102,340.42 89.45%

15,457.91 90.93% 1,542.09 9.07%

261,167.61 81.53% 59,182.06 18.47%

778.55 9.91% 7,080.10 90.09%

145,188.86 90.52% 15,214.20 9.48%

29,884.08 87.09% 4,429.52 12.91%

12,993.65 92.73% 1,018.51 7.27%

23,743.09 58.85% 16,599.13 41.15%

27,099.44 68.44% 12,495.12 31.56%

21,479.94 90.16% 2,345.48 9.84%

8595

96

III.



5.2 OTHER RESOURCES


Other Resources 6,574,506.94

Buildings & associated costs 2,782,061.38

Rent 2000 416,910.78

Fitting-out of premises 2007 818,784.31

Other expenditure on buildings 2008 48,812.73

Cleaning and maintenance 2022 774,620.94

Security and surveillance 2026 721,824.24

Insurance 2028 1,108.38

Data processing 1,787,840.67

Purchase, servicing and maintenance of equipment and software 2100 287,987.58

Outside assistance 2102 490,723.21

Telecommunications 2103 201,581.64

Furniture 212 64,116.02

Technical equipment and installations 214 732,131.91

Vehicles 216 11,300.31

Current administrative expenditure 161,751.01

Stationary, office supplies and miscellaneous consumables 230 56,898.29

Financial charges 231 2,726.76

Legal costs and damages 232 40,000.00

Postage on correspondence and delivery charges 236 24,616.04

Other administrative expenditure 238 37,509.92

Operational activities 1,142,933.58

Internal meetings 2540 74,313.67

Organisation of and participation in conferences, congresses and meetings 2542 92,096.06

Representation obligations 2546 23,094.87

Interpreting 2548 953,428.98

8696

97

III.





Appropriations

5,228,224.92 79.52% 1,346,282.02 20.48%

2,382,237.70 85.63% 399,823.68 14.37%

318,676.15 76.44% 98,234.63 23.56%

732,842.09 89.50% 85,942.22 10.50%

48,812.73 100.00% 0.00 0.00%

584,061.97 75.40% 190,558.97 24.60%

697,772.37 96.67% 24,051.87 3.33%

72.39 6.53% 1,035.99 93.47%

1,582,606.13 88.52% 205,234.54 11.48%

287,197.00 99.73% 790.58 0.27%

467,810.41 95.33% 22,912.80 4.67%

58,058.37 28.80% 143,523.27 71.20%

63,640.92 99.26% 475.10 0.74%

704,264.94 96.19% 27,866.97 3.81%

1,634.49 14.46% 9,665.82 85.54%

126,806.49 78.40% 34,944.52 21.60%

50,663.27 89.04% 6,235.02 10.96%

2,726.76 100.00% 0.00 0.00%

21,625.00 54.06% 18,375.00 45.94%

16,004.49 65.02% 8,611.55 34.98%

35,786.97 95.41% 1,722.95 4.59%

492,204.18 43.06% 650,729.40 56.94%

35,508.31 47.78% 38,805.36 52.22%

53,971.95 58.60% 38,124.11 41.40%

6,424.52 27.82% 16,670.35 72.18%

396,299.40 41.57% 557,129.58 58.43%

8797

98

III.




Communication 699,920.30

Communication 2600 301,195.43

Publishing and promotion of publications 2602 291,732.99

Studies, research and hearings 2620 41,000.00

Documentation and library 2622 23,754.38

Archiving and related work 2624 42,237.50

TOTAL FINAL APPROPRIATIONS AUTOMATICALLY CARRIED FORWARD

FROM 2014 TO 2015

8,243,827.23

8898

99

III.





Appropriations

644,370.42 92.06% 55,549.88 7.94%

277,268.07 92.06% 23,927.36 7.94%

277,985.19 95.29% 13,747.80 4.71%

41,000.00 100.00% 0.00 0.00%

22,687.16 95.51% 1,067.22 4.49%

25,430.00 60.21% 16,807.50 39.79%

6,012,689.86 72.94% 2.231.137.37 27.06%

8999

100

III.


5.3 Remarks on use of appropriations automatically carried forward from 2014 to 2015 (C8) For all budget lines having unused appropriations carried forward from 2014 to 2015 of more than EUR 25 000, representing more than 5% of the amount carried forward, more detailed information is provided below. 1004: Travel and subsistence allowances, attendance at meetings and associated expenditure Reimbursement claims for meetings in 2014 could still be submitted in 2015 and a sufficient amount had to be carried forward in order to cover 2014 expenditure with 2014 appropriations, in accordance with the annuality principle. As it is not possible in any precise way to determine amounts still to be claimed by EESC members, cancellation of some of the appropriations having been carried forward was inevitable.

1422: Expert advice connected with consultative work This budget line concerns reimbursement claimed by experts participating in meetings. Explanations for unused appropriations are the same as for budget line 1004 (see above). 2000: Rent The final amount to be paid for service costs related to the VMA building was only confirmed with the receipt of invoices in 2015. Indexation and energy consumption was lower than expected.

2007: Fitting-out of premises Underutilisation is mainly due to a delay in the renewal of elevators, partly for reasons outside the control of the Joint Services and the contractor (late deliveries from suppliers). 2022: Cleaning and maintenance The underutilisation is due to a divergence between the foreseen costs of building maintenance, technical assistance and possible interventions on the one hand and the final cost on the other. This stems mainly from a certain safety margin applied in the planning phase to cover any unforeseen events. The exact amount to be paid was only known upon receipt of the final invoices in 2015.

90100

101

III.


2103: Telecommunications EESC members are entitled to receive a contribution to their IT, telecommunications and electronic office equipment expenses during their term of office, provided that they attend at least 50% of the plenary sessions and their section meetings. This also applies to CCMI delegates who attend at least 50% of the CCMI meetings. The period for which the attendance is calculated extends into the following year, and the remaining appropriations are carried forward in order to ensure that legitimate requests from all members can be met. Some of the appropriations carried forward are therefore bound to remain unused.

2540: Miscellaneous expenditure on internal meetings The supplier of water and coffee at EESC meetings is obliged to take back unconsumed quantities, which lowers the costs actually incurred. Final costs are not known at the year end. Appropriations are carried forward with a certain safety margin.

2542: Expenditure on the organisation of and participation in events Appropriations carried forward cover the expenditure that could not be settled in 2014, with a certain safety margin. It may take some time before the secretariat has received all reimbursement claims, and forecasted costs can differ considerably from real costs.

2548: Interpreting Appropriations carried forward cover the expenditure that could not be settled in 2014, with a certain safety margin. The forecasting is based on a scenario where all languages requested are obtained. The monthly invoices are then adjusted to actual consumption (changes in agendas, participants and varying availability of languages, all having an impact on the calculations), which cannot be foreseen with accuracy.

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6. USE OF ASSIGNED REVENUE IN 2015 (C4)

BL Final



Human resources

194,623.40 143,819.27 73.90%

Members & Delegates 24,316.63 0.00 0.00%

Travel and subsistence allowances 1004 24,316.63 0.00 0.00%

Other expenditure 170,306.77 143,819.27 84.45%

Further training 1612 4,709.14 4,709.14 100.00%

Mission expenses 162 210.00 210.00 100.00%Social contacts between members of staff

1632282.56 282.56 100.00%

Early Childhood Centre and approved day nurseries

1638165,105.07 138,617.57 83.96%

Other resources

3,560,774.54 3,527,778.15 99.07%

Buildings & associated costs 3,092,198.58 3,092,198.58 100.00%

Rent 2000 1,481,779.00 1,481,779.00 100.00%

Cleaning and maintenance 2022 1,947.75 1,947.75 100.00%

Security and surveillance 2026 1,608,471.83 1,608,471.83 100.00%

Data processing 423,100.20 390,335.81 92.26%

Purchase, servicing and maintenance of equipment and software

2100460.85 460.85 100.00%

Telecommunications 2103 207,509.31 174,744.92 84.21%



Stationary, office supplies and miscellaneous consumables

230 39,243.76 39,243.76 100.00%


Operational activities 232.00 0.00 0.00%

Organisation of and participation in conferences, congresses and meetings

2542232.00 0.00 0.00%

3,755,397.94 3,671,597.42 97.77%

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III.



Payments Payment

percentage Outstanding commitments

Available credits

Available Percentage

142,716.51 99.23% 1,102.76 50,804.13 26.10%

0.00 0.00% 0.00 24,316.63 100.00%

0.00 0.00% 0.00 24,316.63 100.00%

142,716.51 99.23% 1,102.76 26,487.50 15.55%

3,606.38 76.58% 1,102.76 0.00 0.00%

210.00 100.00% 0.00 0.00 0.00%

282.56 100.00% 0.00 0.00 0.00%

138,617.57 100.00% 0.00 26,487.50 16.04%

2,961,572.38 83.95% 566,205.77 32,996.39 0.93%

2,695,897.98 87.18% 396,300.60 0.00 0.00%

1,481,779.00 100.00% 0.00 0.00 0.00%

1,947.75 100.00% 0.00 0.00 0.00%

1,212,171.23 75.36% 396,300.60 0.00 0.00%

234,980.40 60.20% 155,355.41 32,764.39 7.74%

311.25 67.54% 149.60 0.00 0.00%

150,669.15 86.22% 24,075.77 32,764.39 15.79%

84,000.00 39.05% 131,130.04 0.00 0.00%

30,694.00 67.84% 14,549.76 0.00 0.00%

25,494.00 64.96% 13,749.76 0,00 0.00%

5,200.00 86.67% 800.00 0.00 0.00%

0.00 0.00% 0.00 232.00 100.00%

0.00 0.00% 0.00 232.00 100.00%

3,104,288.89 84.55% 567,308.53 83,800.52 2.23%

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III.



7. RE-USED ASSIGNED REVENUE FROM 2014 (C5)

BL Final



Human resources

301,712.21 299,379.96 99.23%

Members & Delegates 295,875.51 295,875.51 100.00%

Travel and subsistence allowances 1004 295,700.82 295,700.82 100.00%

Travel and subsistence allowances, CCMI 1008 174,69 174.69 100.00%

Other staff and outside sservices 5.18 0.00 0.00%

Supplementary services for the translation service 1420 5.18 0.00 0.00%

Other expenditure 5,831.52 3,504.45 60.09%

Mission expenses 162 3,444.36 3,444.36 100.00%

Social welfare 1630 2,327.07 0.00 0.00%

Social contacts between members of staff 1632 60.09 60.09 100.00%

Other resources

43,233.16 43,039.66 99.55%

Buildings & associated costs 22,749.02 22,749.02 100.00%

Rent 2000 1,100.25 1,100.25 100.00%

Cleaning and maintenance 2022 1,298.50 1,298.50 100.00%

Security and surveillance 2026 20,350.27 20,350.27 100.00%

Data processing 16,584.14 16,390.64 98.83%

Telecommunications 2103 12,084.91 12,084.91 100.00%


Vehicles 216 2,917.35 2,917.35 100.00%



344,945.37 342,419.62 99.27%

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III.



Payments Payment

percentage Outstanding commitments

Available credits

Available Percentage

3,504.45 1.17% 295,875.51 2,332.25 0.77%

0.00 0.00% 295,875.51 0.00 0.00%

0.00 0.00% 295,700.82 0.00 0.00%

0.00 0.00% 174.69 0.00 0.00%

0.00 0.00% 0.00 5.18 100.00%

0.00 0.00% 0.00 5.18 100.00%

3,504.45 100.00% 0.00 2,327.07 39.91%

3,444.36 100.00% 0.00 0.00 0.00%

0.00 0.00% 0.00 2,327.07 100.00%

60.09 100.00% 0.00 0.00 0.00%

36,689.76 85.25% 6,349.90 193.50 0.45%

22,749.02 100.00% 0.00 0.00 0.00%

1,100.25 100.00% 0.00 0.00 0.00%

1,298.50 100.00% 0.00 0.00 0.00%

20,350.27 100.00% 0.00 0.00 0.00%

13,940.74 85.05% 2,449.90 193.50 1.17%

12,084.91 100.00% 0.00 0.00 0.00%

1,388.38 100.00% 0.00 193.50 12.23%

467.45 16.02% 2,449.90 0.00 0.00%

0.00 0.00% 3,900.00 0.00 0.00%

0.00 0.00% 3,900.00 0.00 0.00%

40,194.21 11.74% 302,225.41 2,525.75 0.73%

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III.



8. APPROPRIATIONS FROM EXTERNAL ASSIGNED REVENUE (R0)

BL Final

AppropriationsCommitted


Other resources

404,995.72 380,260.49 93.89%

Operational activities

404,995.72 380,260.49 93.89%

Organisation of and participation in conferences, congresses and meetings

2542

404,995.72 380,260.49 93.89%

404,995.72 380,260.49 93.89%

96106

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III.



Payments Payment % Outstanding commitments

Available credits Available %

202,025.45 53.13% 178,235.04 24,735.23 6.11%

202,025.45 53.13% 178,235.04 24,735.23 6.11%

202,025.45 53.13% 178,235.04 24,735.23 6.11%

202,025.45 53.13% 178,235.04 24,735.23 6.11%

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III.



9. EESC BUDGET RESULT

in EUR2015

Revenue for the financial year 14.818.050,90Payments against current year's budget appropriations -114.352.276,63Payments against assigned revenue appropriations -3.346.508,55Payment appropriations carried over to year N+1 -9.449.898,81Cancellation of unused payment appropriations carried over from year N-1 2.231.137,37Evolution of assigned revenue -813.885,11Exchange differences for the year (symbolic) 0,00Budget result -110.913.380,83

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IV. APPENDICES

PART IV

Appendices

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IV. APPENDIX A

1. Appendix A: INTERNAL CONTROL ENVIRONMENT: STATE OF PLAY

The EESC's Internal Financial Rules define a strong control framework for all budgetary transactions with strictly defined roles for authorizing officers by sub-delegation, managing officers and verifiers. The role of the different financial actors, the framework for their assistance and details of the budgetary procedures are specified in the EESC's Internal Financial Rules.

The objective of the present information is to report, as part of the regular reporting, on assessments undertaken and improvements made in the implementation of control standards and, where appropriate, to show their repercussions for the whole control framework. Several internal control standards were given particular attention in 2015. The reasons for selecting these standards as well as action taken to ensure their effectiveness are outlined below.

1.1 MISSION (ICS 1) In 2015, the Committee introduced a series of changes in order to improve the link between the Committee's political priorities and their administrative implementation. In addition to the traditional role attributed to the Committee under Article 13 of the Treaty, new tasks were introduced, such as the citizens' initiative and impact assessments. All aspects of the Committee's work were aligned with this new approach, including the changes to the Rules of Procedure (still ongoing), the implementation of the agreement signed with the European Parliament, and the renewal of the agreement with the Committee of the Regions. Since 2014, several reforms relating to the Committee's functioning have been implemented, with a view to optimising working methods by improving, on one hand, the anticipation, selection, quality and follow-up of opinions and, on the other hand, by making a strong contribution to the European integration process through strategic opinions and various projects, based on impact studies and local initiatives. Six particular activities were developed in 2014 and carried out in 2015:

1) Better anticipation of referrals and other opinions 2) A new methodology for own-initiative opinions 3) Improved follow-up of opinions ("barometer") 4) Implementation of the Going Local initiative 5) Providing expertise through impact assessments 6) A new approach to developing projects

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1.2 ETHICAL AND ORGANISATIONAL VALUES (ICS 2)

A decision on the whistleblowing procedure was initiated in 2015 and consequently rules were adopted in 2016. These rules facilitate the reporting of serious misconduct, including acts of fraud or corruption. As part of the development of the EESC's ethical framework, tailored internal communication tools are being made available to staff and any other interested party. Ethics counsellors will be designated and trained with a view to advising and guiding anyone wishing to report an instance of serious misconduct. Furthermore, the hierarchy (heads of unit and directors) will also be trained and made aware of the issue of whistleblowing, since they will serve as privileged interlocutors for potential whistle-blowers. The Directorate for Human Resources and Internal Services (DRH-IS) will also put in place appropriate tools to ensure the protection of confidentiality and the rights of the whistle-blower, as well as those of the person targeted by the whistleblowing. The DRH-IS will also appoint a contact point, which will disseminate information relating to the applicable procedure in this area.

1.3 STAFF ALLOCATION AND MOBILITY (ICS 3) 1.3.1 Establishment plan On 6 November 2014, the EESC Bureau unanimously adopted the Committee’s new establishment plan and accompanying measures submitted by the secretary-general (flexible organisational structures, learning and professional development and mobility). The new establishment plan, which was drawn up to enable the EESC to better fulfil its role and to cope with current and future challenges, came into force on 1 January 2015. One of the changes following the adoption of the new establishment plan was the creation of the HR Planning and Training unit within the DHR-IS. This new unit will enable further development of policy on human resources planning, career guidance and training and will thereby benefit both the Committee and its staff.

1.3.2 Mobility Following the Bureau's decision of 6 November 2014, the Committee undertook to develop a culture of mobility with light-touch administrative arrangements and appropriate career guidance and training support in order to fully harness the potential of the staff of the general secretariat. Specifically, on 11 May 2015, a new mobility scheme entered into force for the following staff:

• Directors, heads of department, heads of unit, heads of sector

• Administrators at the beginning of their career (AD 5-7, except translators)

• Senior assistants (AST 10/11)

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IV. APPENDIX A

1. Any official who has been performing the same duties for five years (three years in the case of AD 5-7) will automatically be placed on a list of officials eligible for mobility.

2. The career guidance/training sector/unit will draw up a career assessment for each of these officials (in close cooperation with the officials), including opportunities for reassignment and individual training plans.

3. At the end of the seventh year (fifth in the case of AD 5-7), and having obtained the opinion of the official's immediate superior and the joint mobility committee (see below), the appointing authority will take a decision either to reassign the official or leave him/her in his/her current post; in the latter case the extension may not exceed 24 months.

Any proposal concerning directors will be submitted for adoption to the Bureau, as the competent appointing authority. A special joint mobility committee (consisting of an equal number of staff members appointed by the administration and the staff committee) will monitor the implementation of this policy. It will issue an opinion on individual mobility and every two years will draw up a report on the implementation of the mobility policy. The report will also include an analysis of all movements, both internal and to and from the other institutions. As a means to encourage temporary mobility, the establishment of a system of exchanges between officials, and between officials and group staff, was developed. 1.3.3 HR reporting Since 2011, various reports on the state-of-play and developments in issues relating to human resources policy have regularly been made available by the DHR-IS to the management and the political authority of the Committee.

1.4 OPERATIONAL STRUCTURE (ICS 7) The beginning of 2015 saw some reforms in the administrative structure aimed at meeting organisational needs more effectively. Three new structural entities were created:

• the "Members Helpdesk", providing assistance to members on matters other than those relating to reimbursements and legislative work;

• the "Policy Assessment" unit, which develops and monitors new policy evaluation activities within the legislative work directorates;

• the new HR "Planning and Training" unit. This was created not only to provide training, but also to keep staff abreast of the latest technological developments and – and this is key – to ensure they maintain a high level of motivation and engagement throughout their careers in the EU institutions.

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1.5 CONTINUITY OPERATIONS (ICS 10) A new version of the Business Continuity Plan was drafted in 2015, in line with the guidelines and the good practices developed by the European Commission. The aim is for this to enter into force in 2016, after consolidation of the main appendices.

1.6 DOCUMENT MANAGEMENT (ICS 11)

An opening meeting and a workshop were organised during the last quarter of 2015 in order to set out the steps for the gradual implementation of the forthcoming tool for managing internal mail, Adonis 2 (setting-up of a working group, calendar of regular coordination meetings, presentation of results of the test phases).

IT dedicated the necessary resources to this project. Work began in a test environment on the prototype version, together with users. This minimal version (transfer of current functions from Adonis to Adonis 2) is due to be finalised and enter into production in autumn 2016. The additional functions will be subsequently developed on a successive basis and priorities will be discussed with the CoR.

1.7 INFORMATION AND COMMUNICATION (ICS 12)

1.7.1 External communication On 15 October 2013, the EESC Bureau adopted evidence-based recommendations to update the EESC communication strategy. In 2014 and 2015, the EESC successfully implemented an action plan adopted by the Communication Group and aimed at also implementing the key evidence-based recommendations. The implementation of the action plan was evaluated by the Communication Group on 12 March 2015. The EESC adopted a new framework for Going Local in December 2013. This framework was implemented in 2014 and lead to a substantial increase and streamlining of Going Local activities in 2015. In 2014, the EESC also carried out an assessment of the past cultural activities under the supervision of the Communication Group's Cultural Subcommittee. The assessment led to the formulation of guidelines for cultural activities of the EESC within the Communication Group and to the adoption of recommendations by the Bureau in February 2015. The Communication Department regularly submits Key Activity and Performance Indicators (KAPIs) and other statistics measuring the communication activities and their outreach to the Communication Group.

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IV. APPENDIX A

Such KAPIs are also included in the EESC's annual activity report.

1.7.2 Internal Communication To complement the external communication strategy and following up on a recommendation in the Common Assessment Framework exercise (CAF), a task force made up of EESC staff led by the Communication Department assessed the internal communication on the basis of an external evaluation and discussed recommendations for possible future developments. The findings and recommendations had been presented to the Communication Group on 17 September 2014. As a consequence, under the re-organisation that took place in 2015, the responsibility for internal communication to staff was moved to the Human Resources Directorate.

1.7.3 IT An IT risk analysis is carried out annually. The following Information Security topics were addressed during 2015:

System administration follow-up (recommended mitigations)

Removal of local workstation administration accounts for standard users

Wi-Fi access – preparations for authentication – system and software upgrades

Vulnerability testing of internet infrastructure

Web applications security testing

Security log file analysis

Disaster recovery testing

CERT EU (50%)

Continuous Security Audit.

1.8 ACCOUNTING AND FINANCIAL REPORTING (ICS 13) Since 1 January 2015, the inventory system (ELS) has been successfully replaced by ABAC Assets and when data was transferred between these interfaces, corrections were made to the classification of assets and their depreciation rates. The opening of and access to a series of expenditure accounts associated with each budget heading has, since 1 January 2015, helped to facilitate the reconciliation of general accounts and budget accounts. The charter of tasks and responsibilities of accounting officers was updated. The accounting instructions were updated. The inventory regulation was updated.

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IV. APPENDIX A

1.9 INTERNAL AUDIT CAPABILITY (ICS 16) The internal audit service was established 2003. The service is currently staffed by two administrators and one part-time assistant. Audit investigations are guided by the international standards and the charter of the internal auditor, and overseen by an Audit Committee. Internal audit staff regularly undergoes training on audit methodology, regulatory framework issues and topics like ethics and integrity, etc. The internal auditor reports to the president of the Committee. See also Appendix B of the Annual Activity Report attached. The risk assessment established by the administration is complemented by the internal audit's own assessments. The annual audit work plan is discussed and coordinated with the management and complements the administration's work plan. Financial compliance audits are planned in a multiannual context; other engagements and audit coverage are discussed and developed based on the assessed risks and current challenges. Audits target EESC own services and the joint services established together with the CoR, for the latter based on procedures defined in a cooperation agreement.

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IV. APPENDIX B

2. Appendix B: MAIN RECOMMENDATIONS OF THE INTERNAL AUDITOR CONTAINED IN AUDIT REPORTS PRODUCED IN 2015 AND ACTION TAKEN TILL DATE

2.1 AUDITS AND AUDIT WORK Some of the audit work initiated in 2014 was finished only in 2015, including the audit of IT investments, whose main findings and recommendations were already reported in 2014. The action plan related to this audit was established in 2015. Such action plans, agreed between the internal audit service and the audited service, set out measures for implementing audit recommendations. They form an integral part of an audit exercise. Audit work in 2015 focused on various aspects of financial management at the EESC. A structured approach to analysing compliance with financial rules was developed. The three areas looked into were the EESC traineeship programme, the staff mission service, and the publications published via the Publications Office of the European Union (OPOCE). The first report on the EESC traineeship programme was finalised in 2015, the second report on the staff mission service will be finalised in early 2016, while the third report is still under preparation. The financial management issues addressed in these reports relate to the formal and regulatory framework, to the actual management and control of budget execution as well as to the operational aspects of financial management. No important risks were detected in the areas investigated. The main findings and recommendations concern improvements in formal processes, documentation and the use of tools, including IT applications. Some remarks concern services other than the ones audited and will require agreed action from other directorates, too. In cases where observations were made with regard to general managerial or workflow issues, these were included in the reports, although this was not the main aim of the audits. The above mentioned audits on financial management are also intended to establish and test out a more client-focused approach to audits, including an evaluation of interaction and communication with the audited service. The goal is to improve internal audit processes, and several changes to the internal workflow and documentation were made. As of 2016, the audited services will be asked to provide detailed feedback on audit exercises. Another audit initiated in 2015 concerned unbudgeted income and commitments carried forward to the following year. The focus of the audit, which will only be concluded in 2016, is to give assurance on the compliant management of these resources.

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IV. APPENDIX B

A planned audit on the unit managing interpretation services was postponed at the request of the director concerned. A new timeframe needs to be agreed upon. Another audit investigation was scheduled in connection with a project planned by the administration on internal procedures; as this project did not materialise, the audit work linked to it has not been initiated. Recommendations in audit reports are always converted into agreed action plans (see above on the IT investment audit). For the audits conducted in 2015, agreed action plans will only be finalised in early 2016. Consequently, the implementation of recommendations from 2015 audits has not yet been evaluated. Continuous follow-up on agreed action plans is crucial to ensure proper implementation of audit recommendations. The internal audit service follows up on all pending actions and reports on progress made. The aim is to evaluate developments at least once a year. The 2015 exercise was concluded satisfactorily; no critical issues remained open. The internal audit service also looks into issues that in the end are not considered to merit a full audit investigation. In such cases, the internal audit service describes the situation and estimates the risk. Following consultation with the management concerned or the Audit Committee, a decision is taken as to whether further investigation is needed. In 2015, the chair of the Audit Committee requested two such evaluations: one concerning expenses related to management training and one concerning a suspected conflict of competencies between two EESC bodies. In both cases satisfactory explanations were provided and no further investigation was deemed necessary.

2.2 INVOLVEMENT OF AND COOPERATION BY THE INTERNAL AUDIT SERVICE ON OTHER ISSUES

The charter of the internal auditor provides for routine involvement in procedural changes such as new internal rules and regulations, reorganisation, changes in control processes, or new IT applications, in order for the internal auditor to be able to provide feedback on audit concerns and observed risks. The internal audit service is in close contact with the services responsible for control standards, risk analyses, sensitive functions, business continuity etc. Distribution of responsibilities in these areas is presently under review. The internal audit service strives to monitor all major changes in the secretariat to ensure proper compliance with existing regulation from the outset. In 2015, the internal audit service evaluated certain aspects of the new management system for assets (ABAC/assets). The still ongoing revision of the Committee's Rules of Procedure was also monitored, as the integration of rules governing the Audit Committee into the revised Rules of Procedure was planned. The Budget Unit and the Accountant, both placed in Directorate F "Budget and Finance", are the EESC's contact points for audit work carried out by the European Court of Auditors in the context of

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IV. APPENDIX B

its annual Statement of Assurance. As the charter of the internal auditor provides, these services have to ensure that the internal auditor is kept fully informed of this coordination. The internal audit service is in close contact with the verification service and other staff carrying out internal controls. There is established cooperation with the internal audit service of the Committee of the Regions regarding audits and other kinds of investigations in the Joint Services (logistics and translation, shared by the EESC and the Committee of the Regions). Finally, there is regular contact with the internal audit services of other European institutions.

2.3 CONDITIONS FOR INTERNAL AUDIT WORK Another defined task in 2015 was to take stock of and possibly review the technical and procedural aspects of data access and information available to the internal audit service. There are cases where there is no procedure in place to ensure that the internal audit service automatically receives relevant reports and information from Committee departments, although there is a variety of ways available to obtain information and data. As a result, a number of new routines and reports were established to replace previous ad hoc approaches. This process will continue in order to achieve further improvement. The internal audit intranet site was reviewed and restructured in 2015. The Secretary-General and the Audit Committee discussed and designed clear rules and defined responsibilities in relation to internal access to information in audit reports. In the context of the new cooperation agreement between the EESC and the Committee of the Regions (which was signed in 2015 and entered into force on 1 January 2016), the rules guiding cooperation between the internal audit services were also reviewed with a view to ensuring better exchange of information and providing for appropriate involvement of the Secretaries-General regarding audits in the Joint Services. The Audit Committee consists of three EESC members, supported by an external person with expertise in audit matters. The internal auditor reports to the Audit Committee on ongoing audit work and issues related to control. Representatives of the administration are always present at Audit Committee meetings to respond directly to any queries. The Audit Committee held four meetings in 2015. The internal audit service works closely with the Audit Committee. The previous Audit Committee's term ended with the term of office of the EESC in September 2015. A new Audit Committee was appointed, with its first meeting taking place in January 2016. The internal audit service is currently staffed with two administrators and a part-time assistant. A new administrator replaced a retiring colleague in September 2015. Staff members regularly follow training sessions, with a more intense training schedule for newly recruited colleagues. In the context

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IV. APPENDIX B

of the forthcoming discussions on audit coverage, staffing levels may need to be reviewed in the future. The internal auditor reports to the Committee President. The internal audit service is administratively attached to the Secretary-General.

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IV. APPENDIX C

3. Appendix C: DISPOSING OF FIXED ASSETS 2015

FINANCIAL REGULATION, ART. 157: THE INVENTORY

1.1 Each institution and body referred to in Article 141 shall keep inventories showing the quantity and value of all the Union's tangible, intangible and financial assets in accordance with a model drawn up by the accounting officer of the Commission.

Each institution and body referred to in Article 141 shall check that entries in the inventory

correspond to the actual situation." 1.2 The sale of the Union's tangible assets shall be suitably advertised.

RULES OF APPLICATION, ART. 253: PROCEDURE FOR DISPOSING OF TANGIBLE ASSETS

A statement or record shall be drawn up by the authorising officer whenever any property in the inventory, including buildings, is sold, given away free of charge, scrapped, hired out or missing on account of loss, theft or any other reason.

The statement or record shall indicate in particular whether the item must be replaced at the expense

of an official or other servant of the Union or any other person. Where immovable property or major installations are made available free of charge, a contract must

be drawn up and the case notified in an annual report sent to the European Parliament and the Council when the draft budget is presented.

Members, officials or other servants and any other staff of the institutions and bodies referred to in

Article 141 of the Financial Regulation may not be recipients of the property in the inventory

given away free of charge or scrapped.

3.1 DISPOSING OF IMMOVABLE PROPERTY OR MAJOR INSTALLATIONS FREE OF CHARGE IN 2015

No immovable property or major installations were made available free of charge by the European

Economic and Social Committee during 2015.

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4. Appendix D: KEY ACTIVITY AND PERFORMANCE INDICATORS ("KAPIs")

4.1 INTRODUCTION According to the Financial Regulation, every institution must define and report annually on a set of performance indicators. The EESC Secretariat has therefore developed a set of indicators for all its directorates. Some measure a level of performance (e.g. payment lead times), whilst others measure a certain level of activity (e.g. a production volume). This is why the indicators are referred to as Key Activity and Performance Indicators (KAPIs). The KAPIs in this appendix reflect the situation at the beginning of 2016, unless otherwise indicated.

4.2 SCOPE AND INTERPRETATION The KAPI initiative is not a top-down exercise. It is, first and foremost, a management tool for the competent services and heads of units. KAPIs are also a means to raise awareness amongst all officials in the Secretariat. Moreover, the exercise gives transparency to our work, not only for members or senior management, but also vis-à-vis the other institutions. KAPIs are tools. Care should be taken when interpreting them, for there cannot be any automatic conclusions. It is not so much their absolute values as their evolution over time that can reveal and confirm trends which may need attention and action.

4.3 PRESENTATION KAPIs are presented by the directorate and unit monitoring them, but it should be stressed that these units cannot necessarily be held accountable for the indicators in question (e.g. the absence rate is monitored by the "Working conditions" Unit but reflects an overall situation). For internal purposes, most KAPIs are measured on a monthly basis. On one page they show relevant figures and a graphical presentation. This allows for analysis of short-term trends (within the year) as well as medium-term trends (including the previous three years). For this annual activity report, only the KAPI's annual data have been included.

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1.4 DEVELOPMENT KAPIs evolve along with the Secretariat's activities and organisation. They are reviewed annually. In some cases, definitions will need rewording, in other cases a KAPI will lose its relevance or a new one may appear to be useful.

1.5 DIRECTORATES FOR LEGISLATIVE WORK

Opinions and reports This indicator measures the number of opinions and reports issued by the Committee.

Opinions and reports

EP referrals Other Opinions and Reports Exploratory opinions Total

2015 19 86 12 117

2014 61 88 10 159

2013 84 103 13 200

2012 122 105 12 239

0

20

40

60

80

100

120

140

2015201420132012

Opinions and Reports

EP referrals

Other Opinionsand Reports

Exploratoryopinions

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Conferences, hearings and other meetings This indicator measures the number of meetings organized by the EESC and the participation of EESC members in high level conferences, in the activities of legislative work.

Conferences, hearings and other meetings

Hearings (co)organised by the legislative work

Directorates

Conferences (co)organised by the

legislative work Directorates

Participation in formal/informal EU

ministerial meetings

Participation in high-level national, EU and international

meetings, summits and conferences

2015 67 82 8 474

2014 99 61 14 648

2013 73 105 12 604

2012 65 123 9 525

0

100

200

300

400

500

600

700

2012 2013 2014 2015

Conferences, hearings and other meetings

Hearings (co)organisedby the DCW

Conferences(co)organised by theDCW

Participation informal/informal EUMinisterial meetings

Participation in high-levelnational, EU andinternational meetings,summits and conferences

115125

126

IV. APPENDIX D

1.6 DIRECTORATE FOR LEGISLATIVE PLANNING, RELATIONS WITH INSTITUTIONS AND CIVIL SOCIETY

Interpretation activity and unused interpretation rate The EESC depends for its interpretation on DG Interpretation and its rules according to which DG interpretation bills for services which are no longer required but not cancelled at least two full weeks in advance. The indicator shows the level of interpretation activity at the EESC, as well as the level of DG Interpretation services paid but not rendered.

Slots invoiced Slots unused

Number Amount (€) Number Amount (€) Rate of unused slots

2015 14,140 6,314,914 498 222,108 3.5%

2014 13,990 6,211,560 598 265,512 4.3%

2013 14,474 6,432,860 748 329,140 5.1%

2012 16,286 7,198,412 1,230 543,658 7.6%

02,0004,0006,0008,000

10,00012,00014,00016,00018,000

2015201420132012

Slots invoiced and cancelled

Slots invoiced Slots unused

0%

1%

2%

3%

4%

5%

6%

7%

8%

2015201420132012

Rate of unused slots

116126

127

IV. APPENDIX D

Legal opinions This indicator measures the number of legal opinions issued by the legal unit.

Legal opinions

2015 190

2014 181

2013 60

2012 60

0

20

40

60

80

100

120

140

160

180

200

2015201420132012

Legal opinions

117127

128

IV. APPENDIX D

Events and partnerships This indicator measures the number of events (conferences, round tables, seminars, etc.) organised by the EESC, as well as the number of events organised by external organisations in partnership with the EESC.

Events organized by the EESC Partnerships

2015 45 143

2014 35 135

2013 43 116

2012 41 92

0

5

10

15

20

25

30

35

40

45

50

2012 2013 2014 2015

Events organised by the EESC

0

20

40

60

80

100

120

140

160

2012 2013 2014 2015

Partnerships

118128

129

IV. APPENDIX D

1.7 COMMUNICATION

Visitors groups This indicator measures the number of visitors groups and of visitors, as well as the number of members who have given presentations to visitor groups.

Visitors groups Members' presentations Visitors

2015 625 152 9,230

2014 348 164 9,534

2013 358 174 9,645

2012 382 178 10,137

0

100

200

300

400

500

600

700

2015201420132012

Visitors groups and members' presentations

Visitors groups Members' presentations

8,600

8,800

9,000

9,200

9,400

9,600

9,800

10,000

10,200

10,400

2015201420132012

Visitors

119129

130

IV. APPENDIX D

Press activities This indicator measures the number of press releases issued by the Committee and the number of press cuttings reported in which the Committee is mentioned.

EESC press releases Press cuttings mentioning the EESC

2015 78 3,205

2014 73 1,334

2013 81 1,067

2012 80 788

68

70

72

74

76

78

80

82

2015201420132012

EESC press releases

0

500

1,000

1,500

2,000

2,500

3,000

3,500

2015201420132012

Press cuttings mentioning the EESC

120130

131

IV. APPENDIX D

Information subscribers This indicator measures the number of subscribers to the EESC's press releases and to EESC INFO. It is an indicator of the level of interest generated by the Committee's activities.

EESC press release subscribers EESC INFO subscribers

2015 4,107 5,491

2014 8,745 6,147

2013 8,451 6,196

2012 5,055 5,586

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2015201420132012

EESC press release subscribers

5,000

5,200

5,400

5,600

5,800

6,000

6,200

6,400

2015201420132012

EESC INFO subscribers

121131

132

IV. APPENDIX D

Publications This indicator measures the number of leaflets, brochures and booklets published by the EESC.

Leaflets Brochures Booklets

2015 23 39 59

2014 37 38 66

2013 29 30 89

2012 30 23 53

0

20

40

60

80

100

2015201420132012

Leaflets, brochures, etc.

Leaflets Brochures Others

122132

133

IV. APPENDIX D

1.8 DIRECTORATE FOR HUMAN RESOURCES AND INTERNAL SERVICES HR workforce This indicator measures the ratio between resources of the HR department (HRD), in "full-time equivalents" (FTEs), and the total headcount (establishment plan) of the Committee. It is an indicator of the adequacy of the resources in this area.

HR Workforce EESC officials HR Workforce / EESC officials

2015 52 713 7.3%

2014 47 720 6.5%

2013 48 727 6.6%

2012 41 724 5.7%

0

10

20

30

40

50

60

2012 2013 2014 2015

HRD Workforce

0%

1%

2%

3%

4%

5%

6%

7%

8%

2012 2013 2014 2015

HRD Workforce / EESC

123133

134

IV. APPENDIX D

1.8.1 Recruitment, careers, training Unit For the indicators in this area, the following codes are used to identify the different categories of staff: FS = officials on probation FT = established officials TP = temporary agents CT = contract agents (CT-S = structural contract agent) EN = seconded national experts

124134

135

IV. APPENDIX D

Number of recruitments/renewals This indicator measures the number of recruitments and renewals by type of contract.

Recruitments Renewals

FS and FT TP CT EN Total TP CT EN Total

2015 32 15 18 0 65 33 26 2 61

2014 21 18 12 3 54 63 24 2 89

2013 34 23 14 4 75 70 47 4 121

2012 25 17 12 1 55 107 43 3 153

0

10

20

30

40

50

60

70

80

2015201420132012

Recruitments

FS and FT TP CT EN Total

0

20

40

60

80

100

120

140

160

180

2015201420132012

Renewals

TP CT EN Total

125135

136

IV. APPENDIX D

Post occupation rate This indicator measures the average occupation rate, based on "full-time equivalents" (FTEs), of the Committee's posts. It distinguishes between an occupation by officials and by temporary agents (temporary occupation due to CCP or parental leave of an official for less than 6 months is considered as permanently occupied). It is an indication, inter alia, of the efficiency of the recruitment process.

Total (plan) Permanent posts Temporary posts

All AD AST Occupied perm. Occupied temp. Vacant All Occupied Vacant

2015 713 678 342 336 587 24 62 35 34 1

2014 720 685 344 341 597 32 40 35 35 0

2013 727 692 347 345 628 26 38 35 34 1

2012 723 689 337 352 646 29 14 35 35 0

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Permanent posts

Occupied perm. Occupied temp. Vacant

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Temporary posts

Occupied Vacant

126136

137

IV. APPENDIX D

Staff pyramid and equal opportunities This indicator measures, at the end of the year, the distribution of the Committee's staff by gender (grouped by category: Director/Deputy Director/Head of unit, AD, AST/CT/SC). It indicates the level of diversity and of equal opportunities (please also refer to Annex M for data from February 2016).

Directors/Deputy Director/Heads of unit AD AST/CT/SC

Number % M % F % of total Number % M % F % of total Number % M % F % of total

2015 43 62.8% 37.2% 6.2% 323 42.7% 57.3% 46.4% 330 30.3% 69.7% 47.4%

2014 44 61.4% 38.6% 6.1% 327 41.6% 58.4% 45.5% 347 31.7% 68.3% 48.4%

2013 46 63.0% 37.0% 6.2% 344 44.2% 55.8% 46.5% 350 30.6% 69.4% 47.3%

2012 48 72.9% 27.1% 6.2% 355 45.4% 54.6% 45.9% 371 30.2% 69.8% 47.9%

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Directors / Deputy Director / HoU by gender

Male Female EESC gender distribution

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

AD by gender


0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

AST/CT/SC by gender


127137

138

IV. APPENDIX D

Staff flexibility index This indicator measures the proportion of permanent staff having worked part-time versus full-time, by gender and category (AD, AST, and CT-S). It indicates the level of flexibility of the Committee towards its staff.

By gender By category All M F AD AST CT-S

Number % Number % Number % Number % Number % Number %

2015 45 17.2% 169 38.1% 104 31.0% 108 29.8% 2 33.3% 214 30.4%

2014 44 16.1% 167 35.8% 104 29.1% 104 27.4% 20 15.0% 211 28.5%

2013 43 15.8% 158 37.7% 101 29.8% 97 29.1% 3 15.8% 201 29.1%

2012 39 14.4% 166 39.1% 95 28.5% 107 31.2% 3 15.8% 205 29.5%

0%

10%

20%

30%

40%

50%

2012 2013 2014 2015

Staff flexibility by gender

Male Female All

0%

10%

20%

30%

40%

50%

2012 2013 2014 2015

Staff flexibility by category

CT-S AST AD All

128138

139

IV. APPENDIX D

Staff turnover This indicator measures the number of permanent staff (officials and structural contract agents) who left the Committee during the last year, by reason of departure. It indicates the degree of satisfaction of staff, as well as the level of continuity of the Secretariat.

Staff leaving the EESC

Change of employer End of career Total % of total staff

2015 40 14 54 7.6%

2014 14 15 29 4.0%

2013 18 27 45 6.2%

2012 13 19 32 4.5%

0

10

20

30

40

50

60

2015201420132012

Number of staff leaving the EESC

Change of employer End of career Total

0%

1%

2%

3%

4%

5%

6%

7%

8%

2015201420132012

% of staff leaving the EESC

129139

140

IV. APPENDIX D

Staff internal mobility This indicator measures the number of moves of permanent officials (FS, FT) from one sector to another within the Committee. Mobility is an important component in the personal development of staff. It is also essential for the Committee to keep its Secretariat dynamic and to adapt to evolving needs.

Staff changing service

Number of moves % of total permanent officials

2015 88 12.3%

2014 16 2.2%

2013 50 6.9%

2012 17 2.3%

0

10

20

30

40

50

60

70

80

90

100

2015201420132012

Staff changing service - Number of moves

0%

2%

4%

6%

8%

10%

12%

14%

2015201420132012

Staff changing service - % of permanent officials

130140

141

IV. APPENDIX D

Training intensity This indicator measures the percentage of staff having followed training and the average number of days of training. It indicates the commitment of staff to its professional development, its increase of skills and its capability to adapt to evolving needs.

By gender By category

All

M F AD AST

Partici-pation

rate

Average training

days

Partici-pation

rate

Average training

days

Partici-pation

rate

Average training

days

Partici-pation

rate

Average training

days

Partici-pation

rate

Average training

days

2015 83% 5.6 92% 6.9 90% 7.7 88% 5.2 89% 4.4

2014 86% 6.9 90% 5.7 89% 7.5 88% 5.4 88% 6.5

2013 85% 6.3 89% 5.7 89% 7.4 86% 4.9 88% 6.1

2012 77% 9.6 84% 9.7 82% 11.1 80% 8.9 81% 9.7

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Training intensity by gender (participation)

Male Female All

0

2

4

6

8

10

12

2012 2013 2014 2015

Training intensity by gender (average training days)

Male Female All

60%

80%

100%

2012 2013 2014 2015

Training intensity by category (participation)

AD AST All

0

2

4

6

8

10

12

2012 2013 2014 2015

Training intensity by gender (average training days)

AD AST All

131141

142

IV. APPENDIX D

1.8.2 Staff support services, individual rights, equal opportunities Unit

Absence rate This indicator measures the absence rate according to the interinstitutional definition ( total absence in calendar days, divided by 365 and by the number of staff at the end of the year), by gender and by category (AD, AST, CT). It is an indicator of the level of motivation of staff and the effectiveness of the Committee to deal with this issue.

Male Female All

AD AST CT Total AD AST CT Total AD AST CT Total

2015 2.3% 4.5% 5.1% 3.4% 4.0% 4.6% 4.4% 4.3% 3.3% 4.6% 4.7% 4.0%

2014 2.4% 4.1% 4.4% 3.2% 4.4% 5.2% 6.8% 4.9% 3.6% 4.8% 5.2% 4.2%

2013 3.0% 4.8% 4.2% 3.8% 3.9% 4.6% 7.0% 4.3% 3.5% 4.7% 5.2% 4.1%

2012 2.6% 5.9% 3.5% 3.9% 3.5% 4.8% 11.6% 4.3% 3.1% 5.2% 6.7% 4.1%

0%

1%

2%

3%

4%

5%

6%

7%

8%

2012 2013 2014 2015

Absence rate by gender

Male total Female total All

0%

1%

2%

3%

4%

5%

6%

7%

8%

2012 2013 2014 2015

Absence rate by category

AD AST CT All

132142

143

IV. APPENDIX D

Harassment cases This indicator measures the number of reported harassment cases. It shows the number of requests for assistance received by the panel on harassment and the number of cases treated subsequently by the Directorate for Human Resources and Internal Services. It shows the level of reported cases of those who felt a victim of or witness to harassment and provides a global picture of this phenomenon as it is perceived internally.

Number of cases

By gender By type of contract

Male plaintiff Female plaintiff Officials Temporary agents Contract agents

2015 8 0 8 5 0 3

2014 5 3 2 5 0 0

2013 12 6 6 9 0 3

2012 10 2 8 5 1 4

0

2

4

6

8

10

12

14

2012 2013 2014 2015

Harassment cases - follow-up

133143

144

IV. APPENDIX D

1.8.3 Meetings organised This indicator measures the number of meetings taking place in the Committees' conference rooms (rooms equipped with interpretation facilities), divided by the number of relevant "full-time equivalent" staff (FTEs) of the meeting services.

EESC CoR JS

Total FTE Meeting Services Meetings / FTE

Number % Number % Number %

2015 1,344 52.3% 1,132 44.0% 94 3.7% 2,570 15.6 165

2014 1,466 56.3% 1,085 41.6% 55 2.1% 2,606 14.1 185

2013 1,443 55.8% 1,096 42.4% 47 1.8% 2,586 15.6 166

2012 1,373 57.0% 1,046 43.4% 30 -0.4% 2,409 14.6 165

0

50

100

150

200

250

2012 2013 2014 2015

Total number of meetings organised(monthly average)

* all occupations of rooms (meetings, visits, conferences, preparative work/interviews…)

134144

145

IV. APPENDIX D

1.9 DIRECTORATE FOR BUDGET AND FINANCE

1.9.1 Service to members unit

Members expenses – payment lead time EESC members receive a compensation for their expenses incurred in that capacity. This indicator measures the average lead times between the meeting date and the completion of the file and between the latter and the payment date. It indicates the efficiency of the actors involved in this process. All lead times are in working days.

Lead times (working days)

Meeting to file completion File completion to payment

Meeting to payment

Files created - monthly average

(workload)

Average (days)

For 80 %

1 step average

Multiple steps Average

For 80 %

Verifi- cation

Author. Officer

Account./ Bank

Average For 80 %

Average %

2015 9.6 11 7.7 23.8 12.3% 2.4 1 1.1 1.0 0.8 12.1 13 1,695

2014 7.8 9 6.1 22.7 9.8% 2.4 3 1.5 0.5 0.6 10.2 11 1,832

2013 9.3 6 5.4 23.4 9.3% 2.5 3 1.4 0.5 0.7 11.9 9 1,722

2012 7.5 9 5.7 23.6 10.0% 2.1 3 1.0 0.4 0.7 9.6 11 1,709

0

2

4

6

8

10

12

14

2015201420132012

Members expenses - payment lead time (working days)

Meeting to file completion File completion to payment

Meeting to payment

135145

146

IV. APPENDIX D

1.9.2 Finance and Financial Verification unit

Mission costs reimbursement lead time This indicator measures the percentage of mission costs reimbursement claims from staff that have been settled within 20 working days of their reception. It indicates the efficiency of the department dealing with mission expenses.

Claims paid

Quarterly average claims pending Total

Paid ≤ 20 working days

number %

2015 447 398 89.0% 24

2014 463 393 84.9% 35

2013 633 578 91.3% 45

2012 381 334 87.7% 27

020406080

100120140160180

2012 2013 2014 2015

Number of claims (quarterly average)

Claims paid Claims pending

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015

Claims paid within 20 working days (%)

136146

147

IV. APPENDIX D

1.9.3 Accounting service

Registration of invoices This indicator measures the average lead time between the reception of invoices and their registration and the number and percentage of invoices for which this registration took more than seven calendar days. It indicates the efficiency of the accounting service in this respect.

Average lead times

(calendar days) Late registration

(> reception + 7 calendar days)

Invoice date to reception Reception to registration Number late registration % of total

2015 6.8 0.6 19 0.4%

2014 11.4 0.3 16 0.5%

2013 11.4 0.5 27 1.2%

2012 13.0 1.0 79 2.7%

0

2

4

6

8

10

12

14

2012 2013 2014 2015

Lead times - Registration of invoices (calendar days)

Invoice date to reception Reception to registration

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

2012 2013 2014 2015

Late registration of invoices (%)

137147

148

IV. APPENDIX D

Liquidity accuracy The Committee's bank account should hold enough funds to make payments in time. At the same time, the amount of these funds should not be unnecessarily high. This indicator measures the percentage of calendar days when the balance of the Committees bank account was less than EUR 500,000 (risk of unavailability of funds for a payment due) or more than EUR 5,000,000 (too much cash on hand). It indicates the efficiency of the accounting service in this respect.

Bank account balance

Calendar days below

€ 500.000 Calendar days between

€ 500.000 and € 5.000.000 Calendar days above

€ 5.000.000

days % days % days %

2015 0 0% 231 61% 134 36%

2014 12 3% 285 78% 68 19%

2013 21 6% 306 84% 38 10%

2012 4 1% 331 91% 31 8%

0%10%20%30%40%50%60%70%80%90%

100%

2012 2013 2014 2015

Liquidity accuracy

Low (< 500.000) Within thresholds High (> 5.000.000)

138148

149

IV. APPENDIX D

1.10 DIRECTORATE FOR LOGISTICS This directorate serves both the EESC and the CoR. Unless mentioned explicitly, the following indicators relate to the activities of both Committees.

1.10.1 Infrastructure unit

Number of building maintenance interventions This indicator measures the number of building maintenance interventions carried out by the Infrastructure Unit. This reflects the workload of the unit. Also, an increasing number of interventions could indicate a degradation of the service delivered.

Number of interventions

2015 3,541

2014 3,075

2013 3,117

2012 3,330

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2015201420132012

Number of building maintenance interventions

139149

150

IV. APPENDIX D

Building maintenance intervention lead time This indicator measures the percentage of interventions that were successfully handled within a set time (depending on the category of the intervention: two days or five days). It indicates the efficiency of the Infrastructure Unit.

Interventions < set time (%)

2015 80.8%

2014 82.0%

2013 84.3%

2012 80.0%

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Interventions < set time (%)

140150

151

IV. APPENDIX D

1.10.2 IT and Telecommunications Unit

IT costs per user This indicator measures the ratio between the total operational IT budget (equipment, external sub-contractors, telecommunication costs; excluding the cost of statutory IT staff) and the total headcount (establishment plan). It also measures the proportion of this budget vs. the overall EESC budget. This indicator helps keeping the evolution of IT costs under control.

EESC IT budget (€) EESC officials

EESC IT budget (€) / EESC official

EESC budget (€) % IT budget / Total budget

2015 3,737,341 713 5,242 130,479,720 2.86%

2014 3,858,987 720 5,360 128,559,380 3.00%

2013 3,738,433 727 5,142 130,104,400 2.87%

2012 3,773,224 724 5,212 128,816,588 2.93%

0

1,000

2,000

3,000

4,000

5,000

6,000

2012 2013 2014 2015

IT budget (€)/ official

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2012 2013 2014 2015

EESC IT budget (€)

141151

152

IV. APPENDIX D

IT Unit workforce This indicator measures the ratio between statutory resources of the IT Unit and the total headcount (posts, according to establishment plan) of the two Committees. It is an indicator of the efficiency of this unit.

EESC + CoR IT officials

EESC + CoR officials

EESC + CoR IT officials / officials

2015 26 1,240 2.10%

2014 29 1,252 2.3%

2013 28 1,264 2.2%

2012 28 1,255 2.2%

0

5

10

15

20

25

30

35

2012 2013 2014 2015

EESC + CoR IT officials

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

2012 2013 2014 2015

EESC + CoRIT officials / officials

142152

153

IV. APPENDIX D

IT user support requests This indicator measures the number of IT user support requests, divided by the total staff resources (internal and external) of the service handling these. The number of user support requests accounts for all questions addressed to the IT helpdesk (by telephone or email) as registered in the helpdesk software tool. Requests may be handled immediately or may give rise to an "incident" (e.g. repairing a broken hard disk) or to a "change request" (e.g. moving a PC). It indicates the performance of the IT user support service as a whole.

Requests Incidents Change Orders Helpdesk staff (FTE) Requests / Helpdesk staff

2015 39,167 14,105 16,209 20.0 1,967

2014 39,498 13,652 17,800 20.0 1,975

2013 45,908 13,004 16,315 19.4 2,364

2012 42,392 13,578 14,754 20.2 2,102

0500

1,0001,5002,0002,5003,0003,5004,0004,500

2012 2013 2014 2015

Support requests (monthly average)

Requests Incidents Change Orders

0

50

100

150

200

250

2012 2013 2014 2015

Requests / Helpdesk staff

143153

154

IV. APPENDIX D

IT helpdesk reaction This indicator measures the calls received by the IT helpdesk and the proportion of calls handled within a set time. It shows the reaction time of the IT helpdesk.

Calls received

Calls handled Calls abandoned

Number % of calls received

Handled within Number

% of calls received

Abandoned within

15 sec. 30 sec. 15 sec. 30 sec.

2015 16,943 15,517 91.7% 94.6% 98.4% 1,517 8.9% 68.8% 79.3%

2014 17,828 15,805 88.6% 91.7% 99.2% 2,023 11.4% 88.8% 95.8%

2013 22,273 19,482 88.1% 93.6% 99.7% 2,791 11.9% 99.8% 99.9%

2012 20,623 18,219 88.5% 98.1% 99.8% 2,404 11.5% 96.3% 99.7%

0

5,000

10,000

15,000

20,000

25,000

2015201420132012

Calls (number)

Calls received Calls handled Calls abandoned

0%

20%

40%

60%

80%

100%

2015201420132012

Calls handeld - reaction time

Within 15 sec. Within 30 sec.

144154

155

IV. APPENDIX D

IT availability This indicator measures the availability of each of the main components of the IT infrastructure (network, telephony, data bases, office automation servers), as well as their overall average. Availability is calculated based on 24 hours per day and 365 days per year. Availability is measured taking planned downtime into consideration.

IT availability IT availability – not counting downtime

Network Telephony

Data bases

Office automation

servers Average Network Telephony

Data bases

Office automation

servers Average

2015 99.81% 99.98% 99.79% 99.69% 99.82% 99.83% 99.98% 99.90% 99.80% 99.87%

2014 99.91% 100.00% 100.00% 99.99% 99.98% 99.99% 100.00% 100.00% 99.99% 100.00%

2013 99.99% 100.00% 100.00% 99.83% 99.95% 99.99% 100.00% 100.00% 100.00% 100.00%

2012 99.99% 100.00% 100.00% 100.00% 100.00% 99.99% 100.00% 100.00% 100.00% 100.00%

0%

20%

40%

60%

80%

100%

2012 2013 2014 2015

Average IT availability

overall without planned downtime

145155

156

IV. APPENDIX D

1.10.3 Printing and distribution Unit

Copy shop productivity This indicator measures the number of copies produced by the copy shop team, divided by the number of "full-time equivalent" staff (FTEs) in that team. It indicates the productivity of the team.

EESC CoR JS

Total FTE Copies / FTE copies % copies % copies %

2015 6,317,255 50.3% 6,240,110 49.7% 0 0.0% 12,557,365 9.0 1,409,060

2014 8,034,217 58.0% 5,808,908 42.0% 0 0.0% 13,843,125 9.5 1,464,660

2013 9,752,930 55.9% 7,693,083 44.1% 0 0.0% 17,446,013 9.6 1,814,420

2012 11,281,568 52.7% 10,126,501 47.3% 0 0.0% 21,408,069 10.4 2,050,865

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2015201420132012

Copies / FTE

146156

157

IV. APPENDIX D

Offset productivity This indicator measures the number of equivalent print runs, that is print runs (sheets) and "settings" (initialisation of a print run; 1 "setting" accounts for 3,700 print runs) produced by the offset team, divided by "full-time equivalent" staff (FTEs) in that team. It indicates the productivity of the team.

EESC CoR JS Total FTE

Print runs (equiv.) / FTE Print runs

(equiv.) %

Print runs (equiv.)

% Print runs

(equiv.) %

2015 4,160,300 57.7% 3,051,125 42.3% 0 0.0% 7,211,425 3 2,403,808

2014 4,322,840 48.7% 4,551,480 51.3% 0 0.0% 8,874,320 3 3,342,107

2013 3,677,770 47.3% 4,103,785 52.7% 0 0.0% 7,781,555 3 3,018,623

2012 6,371,090 58.7% 4,481,500 41.3% 0 0.0% 10,852,590 3 3,617,530

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2012 2013 2014 2015

Number of equivalent print runs / FTE

147157

158

IV. APPENDIX D

Mailing productivity This indicator measures the number of mailings (transmissions) done by the expedition team, divided by the number of "full-time equivalent" staff (FTEs) in that team. It indicates the productivity of the team.

EESC CoR JS

Total FTE Transmissions / FTE

Transmissions % Transmissions % Transmissions %

2015 38,418 78.9% 10,296 21.1% 0 0.0% 48,714 3 14,945

2014 50,658 81.6% 11,417 18.4% 0 0.0% 62,075 5 13,647

2013 50,516 78.7% 13,687 21.3% 0 0.0% 64,203 5 12,624

2012 51,990 66.7% 25,988 33.3% 0 0.0% 77,978 6 12,996

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2012 2013 2014 2015

Number of transmissions / FTE

148158

159

IV. APPENDIX D

Internal distribution productivity This indicator measures the number of files for members that the internal distribution team made in preparation for their meetings, divided by the number of "full-time equivalent" staff (FTEs) in that team. It indicates the productivity of the team.

EESC CoR JS

Total FTE Files / FTE

Files % Files % Files %

2015 46,673 69.1% 20,830 30.9% 0 0.0% 67,503 5 13,501

2014 46,617 72.1% 18,057 27.9% 0 0.0% 64,674 5 12,794

2013 44,136 67.8% 20,975 32.2% 0 0.0% 65,111 6 10,852

2012 50,134 70.6% 20,853 29.4% 0 0.0% 70,987 6 11,831

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2012 2013 2014 2015

Number of files / FTE

149159

160

IV. APPENDIX D

1.11 DIRECTORATE FOR TRANSLATION This directorate delivers services to both EESC and CoR. Unless mentioned explicitly, the following indicators relate to the activities of both Committees.

Internal translation output This indicator measures the total number of pages translated per translator post in the establishment plan. It indicates the performance of the translation department as a whole. A page is defined as 1,500 characters without spaces.

EESC CoR JS

Total pages Translator posts Pages / translator

Pages % Pages % Pages %

2015 135,601 49.5% 126,368 46.1% 11,912 4.4% 273,881 243 1,128

2014 148,436 53.9% 119,207 43.3% 7,826 2.8% 275,469 332 829

2013 186,142 53.9% 157,294 45.5% 2,179 0.6% 345,615 338 1,022

2012 214,238 51.0% 204,087 48.6% 1,993 0.4% 420,319 353 1,191

0

10,000

20,000

30,000

40,000

2012 2013 2014 2015

Number of pages(Monthly average)

EESC CoR JS Total pages

0

20

40

60

80

100

120

2012 2013 2014 2015

Pages / translator(Monthly average)

150160

161

IV. APPENDIX D

Translation deadline compliance rate This indicator measures the percentage of translation requests that were finalised within the requested deadline. It is an indicator of the efficiency of the translation units.

Requests finalised in time

2015 96.0%

2014 93.2%

2013 87.2%

2012 93.3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015

Requests finalised in time

151161

162

IV. APPENDIX D

Translation revision rate This indicator measures the percentage of pages that have been revised. A low percentage indicates a possible risk to the quality of the translation. A high percentage can indicate that available resources are not used in an optimal manner.

Translated pages revised

2015 51.1%

2014 59.0%

2013 63.7%

2012 68.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015

Translated pages reviewed

152162

163

IV. APPENDIX D

Direct translation rate Until 2004, nearly all translations could be made directly from the source language into the target language. After enlargement, it was no longer possible to cover all source languages in every translation unit. Therefore, a system based on indirect translation (through "pivot" languages) was put into place. This indicator measures the percentage of pages translated directly from source language to target language, i.e. not translated via a pivot language. It is an indication of the degree of source language coverage in the translation units.

Pages translated directly

from source language

2015 94.4%

2014 93.9%

2013 93.7%

2012 93.4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015

Pages translated directly

153163

164

IV. APPENDIX D

Number of translation requests This indicator measures the number of translation requests over the reference period. It indicates the workload linked with the translation request management, in central planning as well as in the translation units.

EESC CoR JS

Total number of requests

Requests % Requests % Requests %

2015 7,725 62.5% 3,909 31.6% 730 5.9% 12,364

2014 7,652 64.5% 3,713 31.3% 507 4.2% 11,872

2013 7,321 62.9% 4,070 34.9% 255 2.2% 11,646

2012 7,510 61.8% 4,317 35.5% 321 2.7% 12,148

0

200

400

600

800

1,000

1,200

2012 2013 2014 2015

Number of translation requests(monthly average)

EESC CoR JS Total number of requests

154164

165

IV. APPENDIX D

External translation rate This indicator compares the number of pages outsourced for translation with the total number of pages translated. This percentage is an indication for the flexibility of the translation units to balance their workload.

Outsourced translations (pages)

2015 9.0%

2014 1.9%

2013 2.9%

2012 4.5%

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

2012 2013 2014 2015

Outsourced translation (pages)

155165

156166

167

IV. APPENDIX E

5. Appendix E: RESULTS OF EX-POST CONTROLS 2015

Financial Regulation, Preamble (recital 27) The internalisation of ex ante controls requires, in particular, a clear distinction between tasks

relating to the initiation of operations in implementation of the budget and tasks relating to the verification of such operations. Moreover, each institution should adopt a code of professional standards applicable to the staff responsible for ex ante and ex post verifications. It is also necessary to provide that the responsibilities assumed are accounted for in an annual report to the institution which is in charge of, inter alia, the ex post verifications. The supporting documents relating to the operations carried out should be kept. Finally, all the various forms of negotiated procedure for the award of public contracts should, since those contracts represent derogations from the usual award procedures, be the subject of a special report to the institution and of a communication to the European Parliament and Council.

Financial Regulation, Art. 66(9): Powers and duties of the authorising officer The authorising officer by delegation shall report to his or her institution on the performance of his or

her duties in the form of an annual activity report containing financial and management information, including the results of controls, declaring that, except as otherwise specified in any reservations related to defined areas of revenue and expenditure, he or she has reasonable assurance that:

(a) the information contained in the report presents a true and fair view; (b) the resources assigned to the activities described in the report have been used for their intended

purpose and in accordance with the principle of sound financial management; (c) the control procedures put in place give the necessary guarantees concerning the legality and

regularity of the underlying transactions. The activity report shall indicate the results of the operations by reference to the objectives set, the

risks associated with those operations, the use made of the resources provided and the efficiency and effectiveness of internal control systems, including an overall assessment of the costs and benefits of controls.

No later than 15 June each year, the Commission shall send to the European Parliament and the

Council a summary of the annual activity reports for the preceding year. The annual activity report of each authorising officer by delegation shall also be made available to the European

Parliament and the Council.

157167

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IV. APPENDIX E

Rules of Application, Article 49(4): Ex post controls The ex post controls may be carried out on the basis of documents and, where appropriate, on the

spot. The ex post controls shall verify that operations financed by the budget are correctly implemented and

in particular that the criteria referred to in paragraph 3 are complied with. The outcomes of ex post controls shall be reviewed by the authorising officer by delegation at least

annually to identify any potential systemic issues. The authorising officer by delegation shall take

measures to address those issues.

5.1 OVERALL ASSESSMENT OF THE COSTS AND BENEFITS OF CONTROLS Ex-ante and ex-post verification of financial transactions, as defined in the Financial Regulations, is carried out by seven full time equivalent (FTE) verifiers with the required knowledge and skills. For efficiency reasons, and taking into account the level of risk involved, verification may also be done by authorising officers, notably in case of low value transactions. The EESC verification service works closely with the respective service of the Committee of the Regions as the two institutions share buildings and technical facilities. In this context, control procedures are harmonized to a large extent and performed with cross-checks between the two services. In 2014, it was decided to set up a support service for procurement procedures. Two FTEs were recruited to take over responsibility for the technical side of drawing up contracts and tender documents for the EESC's own services. The service has been up and runnig since June 2015 creating significant synergies and reducing the margin of error in procurement procedures. The EESC systematically benefits from inter-institutional framework contracts, not least in the areas of IT, training and building services. This approach considerably reduces the effort related to procurement procedures in areas where bigger institutions already have a high level of expertise. As can be seen from the next paragraph, the 2015 ex-post controls confirmed that the EESC's internal control system works satisfactory. Only a few minor issues required follow-up. All outstanding questions were thoroughly examined by the services concerned and appropriate action was taken to address shortcomings.

5.2 RESULTS OF EX POST VERIFICATION Ex-post controls are done by sampling, based on an assessment of the risk. They are done by a verifying agent, other than the one who did the ex-ante verification. Please also refer to Appendix A, which describes the internal control environment of EESC.

158168

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IV. APPENDIX E

Type of expenditure Ex-post control undertaken

Verifier's observations Conclusions/main actions taken by AOS

Reimbursement to EESC Members

Re-examination of 4 files, one per quarter, containing about 300 compensation claims.

Correct application of the rules on reimbursement, except for a few remarks, mainly related to the full entry into force of the new reimbursement rules at the beginning of the new mandate (October 2015).

New reimbursement rules inevitably lead to certain difficulties when they are being put into in practice, as this is when ambiguities become apparent (e.g. in relation to the use of reimbursement claim forms or calculation of mileage). These difficulties were addressed by service instructions issued by the authorising officer. Furthermore, an update to the regulation itself will enter into force on 26/6/2016, and an update of the declaration forms (electronic and on paper) is foreseen.

Payment of salaries 2015

Re-examination of a monthly sample of at least 25 payslips of the EESC's personnel. The sample is chosen among payslips whose amounts have changed compared to the previous month, and among those of persons with reduced work pattern. The ex-post verification is carried out through analysis of supporting documents.

As already reported last year, the sample of payslips analysed showed that some errors occurred in data recorded in the staff management system (Sysper2).

Errors are mainly due to the fact that Sysper2 was introduced recently, requiring significant changes in working practices. The current control system works well which is reflected in a low error rate. Nevertheless, the error rate is expected to be further reduced in close cooperation with the verification service. Furthermore, possible residual errors are identified in monthly ex-post controls of the salary payment order and are, if required, subsequently corrected.

Infrastructures – Bail emphytéotique

Following AOS' demand, ex-post control conducted by EESC verification service on transactions which had undergone ex-ante verification by CoR.

No particular problem identified. Only minor remarks of a formal nature.

The service concerned provided the verifier with a satisfactory explanation, which gave rise to no further inquiries.

159169

170

IV. APPENDIX E



Infrastructures – Kitchen equipment maintenance – Cleaning services

Following AOS' demand, ex-post control conducted by EESC verification service on transactions which had undergone ex-ante verification by CoR.

No particular problems identified. Only minor remarks of a formal nature, in particular the need to clearly identify which actors are authorised to sign intervention requests.

The service concerned provided the verifier with a satisfactory explanation, which gave rise to no further inquiries. Actors authorised to sign intervention requests are now indicated in an internal list in the unit, which is updated regularly.

Printshop – Supply of printing paper

Following AOS' demand, ex-post control conducted by CoR verification service on transactions which had undergone ex-ante verification by EESC.

In the absence of a framework contract, due to 2 unsuccessful call for tenders and pending the finalisation of another procurement procedure, the supply of printing paper has been ensured through several recurrent negotiated procedures, in accordance with the financial procedure.

The service concerned has taken due note of the verifier's observation. After two unsuccessful calls for tender, another procurement procedure to establish a framework contract was initiated and is now ongoing.

Security – Guard services




Security – Maintenance of security equipment


Most of the security maintenance fee was covered with appropriations of n–1.

The service concerned has taken due note of the verifier's observation and shall act in accordance with the best financial practices.

IT – Sale, rental or leasing of other than complex hardware




160170

171

IV. APPENDIX E



IT – Project manager services




IT – Internet access services




161171

162172

173

IV. APPENDIX F

6. Appendix F: REPORT ON BUILDING CONTRACTS 2015 AND REPORT TO THE EUROPEAN PARLIAMENT AND THE COUNCIL ACCORDING TO ART. 203(3) OF THE FINANCIAL REGULATION

Financial Regulation, Art. 103: Publicity measures

1. For procedures with a value equal to or greater than the thresholds referred to in Article 118(1) or Article 190, the contracting authority shall publish in the Official Journal of the European Union:

(a) a contract notice to launch a procedure, except in the case of the procedure referred to in point (d) of Article 104(1);

(b) a contract award notice on the results of the procedure. 2. Procedures with a value below the thresholds referred to in Article 118(1) or Article 190 shall be

advertised by appropriate means.

Rules of Application, Art. 124(2): Advertising of procedures falling below the thresholds under Article 118(1) of the Financial Regulation or falling outside the scope of Directive 2014/24/EU

2. For contracts awarded in accordance with points (g) and (i) of Article 134 of this Regulation, the contracting authority shall send a list of contracts no later than 30 June of the following financial year, to the European Parliament and Council. In the case of the Commission, it shall be annexed to the summary of the annual activity reports referred to in Article 66(9) of the Financial Regulation.

Rules of Application, Art. 134 (1): Use of a negotiated procedure without prior publication of a contract notice

1. …

(g) for building contracts, after prospecting the local market;

6.1 BUILDING CONTRACTS 2015 No building contracts were awarded in 2015.

163173

174

IV. APPENDIX F

6.2 ARTICLE 203 FR REPORT

Financial Regulation, Art. 203(3): Working document on the building policy Each institution shall provide the European Parliament and the Council, by 1 June each year, with a

working document on its building policy, which shall incorporate the following information:

1. for each building, the expenditure and surface area covered by the appropriations of the corresponding budget lines;

2. the expected evolution of the global programming of surface area and locations for the coming

years with a description of the building projects in planning phase which are already identified;

3. the final terms and costs, as well as relevant information regarding project implementation of new building projects previously submitted to the European Parliament and the Council under the

procedure established in paragraphs (4) and (5) and not included in the preceding year's working documents.

6.2.1 Part 1: The expenditure and surface area for each building The information about the office premises of the European Economic and Social Committee and the Committee the Regions can be found in the attached table. 6.2.2 Part 2: The expected evolution of the global programming The European Economic and Social Committee and the Committee the Regions are investigating options for replacement of the building, rented from the EC, which the EC intends to redevelop after expiry of the rental contract at the end of March 2019. Through their letter 001071-01909 of 11th of December 2014, the European Economic and Social Committee and the Committee of the Regions have informed the European Parliament of their intention to lift the purchase option foreseen in the long-term leasehold contracts for five buildings occupied jointly, namely:

− JDE building, on Rue Belliard 99-101, 1040 Brussels

− BvS building, on Rue Montoyer 92-102, 1000, Brussels

− B68 building, on Rue Belliard 68, 1000, Brussels

− TRE building, on Rue de Trèves 74, 1000, Brussels

− REM building, on Rue Belliard 93, 1000, Brussels* * For the REM building, subject to the formal assurance that the land under the building is no longer polluted (delivery of

certificate by Belgian authorities).

164174

175

IV. APPENDIX F

The budgetary and financial cost of acquiring the residual property rights is a symbolic sum of EUR 1 per building, this being the price under the contracts for the exercise of the purchase options (to which the indirect costs of legal services and notarial fees have to be added). It is also important to note that exercising the purchase option will not change the financial conditions set out in the long-term leasehold contracts. The European Economic and Social Committee and the Committee of the Regions will have to continue paying the annual leasehold fees in accordance with the contracts for the remainder of the contracts term.

6.2.3 Part 3: Project implementation of new building projects previously submitted to the European Parliament and the Council

No projects were presented to the European Parliament and the Council during the year 2015.

165175

176

IV. APPENDIX F

6.2.4 Table: Expenditure and surface for each building (CoR and EESC together) BUDGET LINE BUILDING AREA

ABOVE

GROUND (m²)

TYPE OF CONTRACT

AMOUNT IN DRAFT

BUDGET 2017 (€)

A02001 Annual lease payments

OFFICE SPACE

JDE 21 987 Emphyteusis with option to buy not

yet exercised

6 532 464

BVS 18 280 Emphyteusis with option to buy not

yet exercised

5 493 731

REM 2 324 Emphyteusis with option to buy not

yet exercised

124 000

B-68 7 283 Emphyteusis with option to buy not

yet exercised

2 217 028

TRE 5 390 Emphyteusis with option to buy not

yet exercised

1 400 759

Subtotal office space 55 264 15 767 981

NON-OFFICE SPACE JDE 14 393 4 276 221

BVS 2 285 686 821

REM 0 0

B-68 22 6 636

TRE 701 182 199

Subtotal non-office space

17 401 5 151 878

TOTAL LINE 72 665 20 919 859

166176

177

IV. APPENDIX F

BUDGET LINE BUILDING AREA

ABOVE

GROUND (m²)

TYPE OF CONTRACT

AMOUNT IN DRAFT

BUDGET 2017 (€)

A02000 Rent

OFFICE SPACE VMA 8 243 Rent 2 220 817

Subtotal office space 8 243 2 220 817

NON-OFFICE SPACE VMA 3 162 851 941

Subtotal non-office space

3 162 851 941

TOTAL LINE 11 406 3 072 758

GRAND TOTALS 84 071 23 992 617

167177

168178

179

IV. APPENDIX G

7. Appendix G: INSTRUCTIONS GIVEN REGARDING DECISIONS WHICH ARE IRREGULAR OR CONTRARY TO THE PRINCIPLES OF SOUND FINANCIAL MANAGEMENT DURING 2015

Financial Regulation, Art. 73(3): Rules applicable to authorising officers An authorising officer by delegation or sub delegation who considers that a decision, which is his or

her responsibility to take, is irregular or contrary to the principle of sound financial management shall inform the delegating authority in writing.

If the delegating authority then gives a reasoned instruction in writing to the authorising officer by

delegation or sub delegation to take that decision, that authorising officer shall not be held liable.

Rules of Application, Art. 77: Confirmation of instructions

Any instructions confirmed in the circumstances described in Article 73(3) of the Financial Regulation shall be recorded by the authorising officer by delegation responsible and mentioned

in his annual activity report.

7.1 ARTICLE 73.3 INSTRUCTIONS RECEIVED IN 2015 The delegating authority has not issued any such instructions in 2015.

169179

170180

181

IV. APPENDIX H

8. Appendix H: WAIVING OF RECOVERY OF AMOUNTS RECEIVABLE INVOLVING EUR 100 000 OR MORE IN 2015

Financial Regulation, Art. 80(2): Rules on recovery

Where the authorising officer by delegation plans to waive or partially waive recovery of an established amount receivable, he or she shall ensure that the waiver is in order and is in accordance with the principles of sound financial management and proportionality. The waiver decision shall be substantiated. The authorising officer may delegate the waiver decision.

The authorising officer by delegation may cancel an established amount receivable in full or in part.

The partial cancellation of an established amount receivable does not imply a waiver of an established Union entitlement.

The Commission shall be empowered to adopt delegated acts in accordance with Article 210

concerning detailed rules on the manner of recovery, including recovery by offsetting, the recovery procedure failing voluntary payment, additional time for payment, recovery of fines and other penalties, waiver of recovery and cancellation of an established amount receivable."

Rules of Application, Art. 91(5): Waiving of recovery of an established amount receivable

Each institution shall send to the European Parliament and Council each year a report on the waivers referred to in paragraphs 1 to 4 of this Article involving EUR 100 000 or more. In the case of the Commission, that report shall be annexed to the summary of the annual activity reports referred

to in Article 66(9) of the Financial Regulation.

8.1 WAIVING OF RECOVERY OF AMOUNTS RECEIVABLE INVOLVING EUR 100 000 OR MORE IN 2015

The European Economic and Social Committee has made no waivers of recovery of amounts receivable involving EUR 100 000 or more in 2015.

171181

172182

183

IV. APPENDIX I

9. Appendix I: REPORT ON ORDERS/CONTRACTS AND NEGOTIATED PROCEDURES 2015

9.1 ORDERS/CONTRACTS AND NEGOTIATED PROCEDURES

Rules of Application, Art. 53: Report on negotiated procedures

Authorising officers by delegation shall record, for each financial year, contracts concluded by the negotiated procedures referred to in points (a) to (f) of Article 134(1) and Article 266 of this Regulation. If the proportion of negotiated procedures in relation to the number of contracts awarded by the same authorising officer by delegation increases appreciably in relation to earlier years or if that proportion is distinctly higher than the average recorded for the institution, the authorising officer responsible shall report to the institution setting out any measures taken to reverse that trend. Each institution shall send a report on negotiated procedures to the European Parliament and Council. In the case of the Commission, that report shall be annexed to the summary of the annual activity reports referred to in Article 66(9) of the Financial Regulation.

Rules of Application, Art. 124 - Advertising of procedures falling below the thresholds under Article 118(1) of the Financial Regulation or falling outside the scope of Directive 2014/24/EU

1. Procedures with an estimated contract value below the thresholds laid down in Article 118(1) of the Financial Regulation shall be advertised by appropriate means. Such advertising shall involve appropriate ex ante publicity on the internet or a contract notice or, for contracts awarded in accordance with the procedure set out in Article 136 of this Regulation, the publication of a notice for a call for expressions of interest in the Official Journal of the European Union. This obligation shall not apply to the procedure set out in Article 134 of this Regulation and the negotiated procedure for very low value contracts under Article 137(2) of this Regulation.

2. For contracts awarded in accordance with points (g) and (i) of Article 134 of this Regulation, the contracting authority shall send a list of contracts no later than 30 June of the following financial year, to the European Parliament and Council. In the case of the Commission, it shall be annexed to the summary of the annual activity reports referred to in Article 66(9) of the Financial Regulation.

3. Contract award information shall contain the name of the contractor, the amount awarded and the subject matter of the contract and, in the case of direct and specific contracts, it shall comply with Article 21(3).

The contracting authority shall publish a list of contracts on its internet site no later than 30 June of

the following financial year for:

(a) contracts below the thresholds laid down in Article 118(1) of the Financial Regulation;

173183

184

IV. APPENDIX I

(b) contracts awarded in accordance with points (h) and (j) to (m) of Article 134 of this Regulation; (c) modifications of contracts as set out in point (c) of Article 114a(3) of the Financial Regulation; (d) modifications of contracts as set out in points (a) and (b) of Article 114a(3) of the Financial

Regulation where the value of the modification is below the thresholds laid down in Article 118(1) of the Financial Regulation;

(e) specific contracts under a framework contract. For the purposes of point (e) of the second subparagraph the published information may be

aggregated per contractor for the same subject matter.

174184

185

IV. APPENDIX I

9.2 REPORT ON NEGOTIATED PROCEDURES ACCORDING TO ARTICLE 53 OF THE RULES OF APPLICATION FOR THE FINANCIAL REGULATION

Contractor Subject Start date of

contract

Last possible end date of

contract Estimated value

Type of legal procedure

Type of legal commitment

SAP - VOICE II - lot 1 SAP licenses 16/12/2015 15/12/2019 EUR 100 000,00 Negotiated

procedure with publication

Interinstitutional framework

contract

EUR 100 000,00

Of the contracts with a value greater than EUR 60 000, 1 out of 46 (2.17%) were handled as negotiated procedures in 2015 for a total amount of EUR 100 000.00 out of EUR 42 483 730,24 (0.24%).

Under the cooperation agreement between the EESC and the Committee of the Regions, the contract was awarded to the two Committees; therefore the estimated amount for the duration of the contract reflects the expenditure of the two Committees together.

175185

186

IV. APPENDIX I

9.3 REPORT ON ORDERS/CONTRACTS ACCORDING TO ARTICLE 124 OF THE RULES OF APPLICATION FOR THE FINANCIAL REGULATION

The list below of contractors gives details on contracts awarded with a value greater than EUR 15,000 in accordance with to Article 124(1) and 137(1) and (2) RAP.


contract


contract

Estimated value



Abairtin Teo T/A Europus (1)

Translation into IRISH 01/04/2015 25/06/2019 40 000,00 € Open

Procedure Interinstitutional

framework contract

ACCIS Consortium (1)Development and maintenance of production

information systems 06/03/2015 05/03/2020 8 617 343,00 €

Open Procedure

Interinstitutional framework contract

AGENCE France PRESSE

Purchase access for 5 users to a worldwide newswire service

21/12/2015 20/12/2019 15 000,00 € Negotiated Procedure

Service Contract

AHREND (1) Standard office furniture, top-of-the-line 02/06/2015 01/06/2019 583 848,59 € Open


Framework Contract

AIG Van Breda (1) Insurance cover for the buildings and its contents 17/02/2015 16/08/2016 37 692,92 € Negotiated Procedure


BCD Travel Belgium Obtaining visa 12/03/2015 31/12/2019 15 000,00 € Negotiated Procedure

Framework contract

Bertelsmann Stiftung Study "Re-shaping Europe: Civil Society's Perspective

on the Europe of Tomorrow" 27/04/2015 15/06/2015 15 000,00 €

Negotiated Procedure with

publication Service Contract

BT Belgian Branch Provision of external voice communication services 30/06/2015 29/06/2022 284 000,00 € Open


framework contract

176186

187

IV. APPENDIX I


contract





BT Limited (1) Provision of telecommunications and Internet Access

Services (INAS II) 26/03/2015 25/03/2020 1 134 704,00 €

Open Procedure

Interinstitutional Framework Contract

BT Limited Informatics / telecommunication services CLOUD I 27/11/2015 26/11/2019 23 907,00 € Open


framework contract

BVC Belgique (1) Audit, advice and assistance in the area of sustainable

institutional catering 01/12/2015 30/04/2020 218 520,00 €

Open Procedure


Consortium Groupe Bernard Julhiet-

Kienbaum Coaching for managers and teams 09/09/2015 08/09/2019 86 903,44 €

Open Procedure

Multiple cascading interinstitutional

FWC

DELOITTE Consultancy services for HR 11/02/2015 10/02/2019 26 500,00 € Open

Procedure


FWC

EBSCO INFORMATION

SERVICES Supplying of periodicals in all formats 04/06/2015 03/06/2016 24 097,84 €


publication Direct Contract

EBSCO Information Services SAS

The supply of subscriptions to specialist periodicals, in all formats, and to other electronic resources

02/12/2015 01/12/2019 840 000,00 € Open


Framework Contract

ELECTRABEL (1) Supply of natural gas to the buildings occupied and/or managed by the European institutions in Brussels and

the surrounding area 01/07/2015 30/06/2019 854 522,00 €

Open Procedure


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IV. APPENDIX I


contract





ETC Europe (1) Translation into IRISH 26/06/2015 25/06/2019 40 000,00 € Open


framework contract

EUROPARCOM (Proximus and Post

Telecom) (2) Provision of external voice communication services 19/08/2015 18/08/2022 394 974,00 €

Open Procedure


Gispen SA (1) Supply of furniture 14/09/2015 13/09/2020 186 623,32 € Open


Framework Contract

Hotel Mont Fébé Interpretation for EESC event in Yaoundé 06/07/2015 08/07/2015 18 650,00 € N.A. Purchase order ICG Integrated

Consulting Group (Innotiimi -

Greenhouse Group - AIM)

Training in managerial skills 09/09/2015 08/09/2019 141 726,02 € Open

Procedure


FWC

Interstuhl Büromöbel GmbH & Co. KG (1)

Supply of furniture 16/09/2015 15/09/2020 604 421,23 € Open


Framework Contract

JOHN MARTIN (1) Setting up and management of vending machines for drinks and food in the buildings of the Contracting

Authority in Brussels 01/12/2015 30/04/2020 98 640,00 €

Open Procedure


KRINKELS NV (1) Provide ecological and all-purpose maintenance of

green areas 05/05/2015 04/05/2019 869 168,82 €

Restricted procedure with

publication


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IV. APPENDIX I


contract





Lighthouse Europe Study "Access to finance for SMEs and Midcaps in the

period 2014-2020: Opportunities and challenges" 31/03/2015 02/05/2016 15 000,00 €

Negotiated Procedure

Service Contract

Lighthouse Europe Study "Factors for Growth" 08/05/2015 30/10/2015 15 000,00 € Negotiated

Procedure with publication

Service Contract

Lionbridge International (1)

Translation into IRISH 26/06/2015 25/06/2019 40 000,00 € Open


framework contract

Louis De Waele (1) Transformation of glazed double-skin facades of a

building 18/12/2015 17/12/2016 276 820,70 €

Restricted procedure with

publication Direct Contract

M.P.I. SA (1) Replacement and maintenance of bamboo parquet 24/11/2015 23/11/2019 657 100,00 € Restricted



MARSH (2) Health insurance policy covering the in-service trainees

participating in the traineeship program of the institutions

01/03/2015 28/02/2019 2 000 000,00 € Open


framework contract

MARSH Health insurance policy covering the in-service trainees

participating in the traineeship program of the institutions

01/03/2015 28/02/2019 40 000,00 € Open

Procedure Specific contract

Papapanagiotou SA "Dromeas" (1)

Supply of furniture 21/10/2015 20/10/2025 1 142 664,06 € Open


Framework Contract

Papapanagiotou SA "Dromeas" (1)

Supply of furniture 14/09/2015 13/09/2020 64 336,80 € Open


Framework Contract

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IV. APPENDIX I


contract





Partner Press (division of AMP)

Supply of subscriptions in hard copies to the general and international press (dailies, weeklies and

monthlies) 04/12/2015 31/12/2019 280 000,00 €

Open Procedure


Partner Press (division of AMP)

Supply of individual subscriptions with electronic access to newspaper publications

04/12/2015 31/12/2019 560 000,00 € Open


Framework Contract

Rivanco Purchase of 555 laptop bags and 150 desktop clocks 18/06/2015 31/07/2015 19 415,00 € Negotiated Procedure

Specific contract

SAP - VOICE II - lot 1 (1)

SAP licenses 16/12/2015 15/12/2019 100 000,00 € Negotiated



SDL Belgium (1) Translation into IRISH 08/07/2015 07/07/2019 40 000,00 € Open


framework contract

SECURITAS (1) Provision of guard services 15/12/2015 14/12/2020 20 000 000,00 € Restricted



SICLI (1) Supply, installation and maintenance of portable fire

extinguishers 31/03/2015 30/03/2019 54 400,00 €

Open Procedure


SIRCOME-Université de Bretagne

Study "The potential effects on consumers of the real lifetime of products display"

15/06/2015 14/12/2015 22 500,00 € Negotiated


Service Contract

SODEXO BELGIUM (1)

Management and exploitation of infrastructure and sustainable institutional catering and the provision of

associated services 01/12/2015 30/04/2020 1 871 876,50 €

Open Procedure


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IV. APPENDIX I


contract





Sole Proprietor LLC (1) Translation into IRISH 26/06/2015 25/06/2019 40 000,00 €

Open Procedure


Stakeholder Forum for a Sustainable Future

Study "Models for civil society involvement in the implementation of post-2015 agenda at EU level"

27/03/2015 02/05/2016 15 000,00 € Negotiated Procedure

Service Contract

SYNDEX Study "Combatting climate change 24/09/2015 01/12/2015 30 000,00 € Negotiated


Direct Contract

Triarii BV Study "Devising concrete actions to implement the

European Energy Dialogue" 19/05/2015 18/09/2015 28 375,00 €


publication Service Contract

(1) Under the cooperation agreement between the European Economic and Social Committee and the Committee of the Regions, these contracts were awarded to both committees; therefore the estimated amount for the duration of the contract corresponds to the expenditure of the two committees.

(2) These contracts were awarded to several institutions, bodies and agencies; therefore the estimated amount for the duration of the contract corresponds to the expenditure of all participants in the public procurement procedure.

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IV. APPENDIX J

10. Appendix J: AVERAGE PAYMENT TIMES – PAYMENT DELAY SUSPENSION

Financial Regulation, Art. 92: Time limits

1. Payments shall be made within: (a) 90 calendar days for delegation agreements, contracts, grant agreements and decisions involving technical services or actions which are particularly complex to evaluate and for which payment depends on the approval of a report or a certificate; (b) 60 calendar days for all other delegation agreements, contracts, grant agreements and decisions for which payment depends on the approval of a report or a certificate; (c) 30 calendar days for all other delegation agreements, contracts, grant agreements and decisions.

2. The authorising officer responsible may suspend the time limit for payment where:

(a) the amount of the payment request is not due; or (b) the appropriate supporting documents have not been produced. If information comes to the notice of the authorising officer responsible which puts in doubt the eligibility of expenditure in a payment request, he or she may suspend the time limit for payment for the purpose of verifying, including by means of on the spot checks, that the expenditure is indeed eligible.

3. The creditors concerned shall be informed in writing of the reasons for that suspension. 4. Where the suspension exceeds two months, the creditor may request a decision by the authorising

officer responsible on whether the suspension is to be continued. 5. Except in the case of Member States, on expiry of the time limits laid down in paragraph 1, the

creditor shall be entitled to interest. 6. The Commission shall be empowered to adopt delegated acts in accordance with Article 210

concerning detailed rules on time limits for payment and on the specification of the circumstances in which creditors in receipt of a late payment are entitled to receive default interest charged to the line from which the principal was paid.

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Rules of Application, Art. 111: Payment time limits and default interest

1. The time allowed for making payments shall be understood as including validation, authorisation and payment of expenditure. It shall begin to run from the date on which a payment request is received. A payment request shall be registered by the authorised department of the authorising officer responsible as soon as possible and is deemed to be received on the date it is registered. The date of payment is deemed to be the date on which the institution's account is debited.

2. A payment request shall include the following essential elements:

(a) creditor's identification; (b) amount; (c) currency; (d) date; Where at least one essential element is missing, the payment request shall be rejected. The creditor shall be informed in writing of the rejection and the reasons for it as soon as possible and in any case within 30 calendar days from the date on which the payment request was received.

3. In the case of suspension as referred to in Article 92(2) of the Financial Regulation, the remaining time allowed for payment shall begin to run again from the date on which the requested information or revised documents are received or the necessary further verification, including on-the-spot checks, is carried out.

4. On expiry of the time-limits laid down in Article 92(1) of the Financial Regulation, the creditor shall be entitled to interest in accordance with the following conditions: (a) the interest rates shall be those referred to in Article 83(2) of this Regulation; (b) the interest shall be payable for the period elapsing from the calendar day following expiry of the time-limit for payment laid down in Article 92(1) of the Financial Regulation up to the day of payment. However, when the interest calculated in accordance with the first subparagraph is lower than or equal to EUR 200, it shall be paid to the creditor only upon a demand submitted within two months of receiving late payment.

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IV. APPENDIX J

Each institution shall submit to the European Parliament and Council a report on the compliance with the time-limits and on the suspension of the time-limits laid down in Article 92 of the Financial Regulation. The report of the Commission shall be annexed to the summary of

the annual activity reports referred to in Article 66(9) of the Financial Regulation.

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10.1 FIGURES ON AVERAGE PAYMENT TIMES – PAYMENT DELAY SUSPENSION IN 2015

Payment times

All payments

2015 Payments within time limit

2015 Late payments

2015

Maximum payment time (days)

Number of

payments

%

Average pay

ment time

s (day

s)

Number of

payments

%

Average pay

ment time

s (day

s)

Number of

payments

%

Average pay

ment time

s (day

s)

30 30 037 100.00 7.88 29 231 97.32 6.87 806 2.68 44.34

60 19 100.00 28.42 16 84.21 20.19 3 15,79 72,33

90 1 100.00 4.00 1 100.00 4.00 0 0 -

30-60-90 38 057 100.00 7.89 29 248 97.31 6.88 809 2.69 44.45

Suspensions Average

payment suspension

(days)

Number of suspended payments

% of total number

Total number of payments

36 188 0.63 % 38 057

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IV. APPENDIX K

11. Appendix K: FOLLOW-UP TO OBSERVATIONS IN THE PARLIAMENT'S 2014 DISCHARGE RESOLUTION

Financial Regulation, Art. 166: Follow-up measures 1. In accordance with Article 319 TFEU and Article 106a of the Euratom Treaty, the Commission

and the other institutions shall take all appropriate steps to act on the observations accompanying the European Parliament's discharge decision and on the comments accompanying the recommendation for discharge adopted by the Council.

2. At the request of the European Parliament or the Council, the institutions shall report on the

measures taken in the light of those observations and comments, and, in particular, on the instructions they have given to any of their departments which are responsible for the implementation of the budget. The Member States shall cooperate with the Commission by informing it of the measures they have taken to act on those observations so that the Commission may take them into account when drawing up its own report. The reports from the institutions

shall also be transmitted to the Court of Auditors.

11.1 EUROPEAN PARLIAMENT RESOLUTION OF 28 APRIL 2016 WITH OBSERVATIONS FORMING AN INTEGRAL PART OF THE DECISION ON DISCHARGE IN RESPECT OF THE IMPLEMENTATION OF THE GENERAL BUDGET OF THE EUROPEAN UNION FOR THE FINANCIAL YEAR 2014, SECTION VI – EUROPEAN ECONOMIC AND SOCIAL COMMITTEE (2015/2159(DEC))

The European Parliament, 1. Welcomes the fact that on the basis of its audit work, the Court of Auditors concluded that

the payments as a whole for the year ending 31 December 2014 for administrative and other expenditure of the institutions and bodies were free from material error;

No follow-up required.

2. Notes with concern that in its 2014 annual report, the Court of Auditors observed weaknesses at the European Economic and Social Committee (EESC) in four cases out of the 15 procurement procedures it examined;

See observation 3 with comment.

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3. Welcomes the fact that, in response to the observations made by the Court of Auditors, the EESC has set up a specific support service for public procurement to assist directorates other than the logistics directorate, which already has such a service; expects it to be fully operational in the second half of 2016;

This discharge resolution concerns the budget year 2014. The support service for public procurement has been up and running since June 2015.

4. Takes note that in 2014 the EESC budget amounted to EUR 128 559 380 (EUR 130 104 400 in 2013), corresponding to a decrease of 1,19 % in comparison to the 2013 annual budget, with a utilisation rate of 95,6 %; notes the increase in the utilisation rate in 2014 but regrets that it still has not reached the 96,8 % of 2012;

The relatively low utilisation rate in 2014 can be explained by two factors:

− the signature of the cooperation agreement with the EP slowed down recruitment as the EESC prepared to meet its obligations in terms of staff transfers; a certain margin was needed to cater for contingencies;

− the award of a contract related to the installation of a new energy-efficient heating system in one of the buildings had to be postponed as the Directorate for Logistics initially received only one tender, with a price quote that was considered unacceptable; consequently, a new call for tender had to be launched and it was not possible to award a contract before the end of 2014.

5. Stresses that the EESC budget is purely administrative, with a large amount being used on

expenditure on persons working within the institution and the remaining amount on buildings, furniture, equipment and miscellaneous running costs;

No follow-up required. 6. Takes note of the follow-up observations attached to the EESC annual activity report (AAR)

in Parliament's discharge resolution of 29 April 2015 for the financial year 20131; No follow-up required. 7. Notes that the EESC produced fewer reports and opinions in 2014 and held fewer legislative

work meetings; is however surprised at the increased number of legal opinions issued by the legal unit in that period; asks to be informed of reasons behind this expansion;

The decrease in the number of opinions and consequently in the number of preparatory legislative meetings can largely be explained by the fact that a new Commission took office in November 2014.

1

Resolution of the European Parliament, of 29 April 2015, with observations forming an integral part of the decision on discharge in respect of the implementation of the general budget of the European Union for the financial year.

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IV. APPENDIX K

It should be noted that an EESC opinion constitutes political input into the legislative process of the EU, whilst a legal opinion is a document issued by the EESC's legal service solely for internal administrative purposes. Therefore, there is no link between the number of opinions and reports adopted by the EESC and the number of opinions issued by the legal service. The aim of the increased number of legal opinions is to further strengthen the legal conformity of relevant administrative acts and procedures from the outset.

8. Notes that a cooperation agreement between the EESC and Parliament, with two annexes on administrative cooperation and budgetary impact in common with a parallel agreement between Parliament and the Committee of the Regions, was signed on 5 February 2014 with the objective of developing political and administrative cooperation;


9. Welcomes the EESC response to Parliament's request in its above-mentioned discharge resolution for the financial year 2013 to make an individual assessment of the impact that the cooperation agreement is having in terms both of human resources and of expenditure, synergies, added value, and substantive quality;


10. Finds that there is still room for improvement within the cooperation agreement, particularly in the political sphere; believes that Parliament, the EESC and the Committee of the Regions are capable of developing further synergies that will enhance productivity at all levels in areas of cooperation and calls for specific detailed provisions to be laid down concerning the functioning of the services shared by the three institutions; asks for EESC members to be polled on their satisfaction with the services provided to them by the European Parliamentary Research Service; asks to be kept informed of the cooperation agreement follow-up;

The EESC welcomes the EP's pledge to develop further avenues for political cooperation. The cooperation agreement has certainly played an important role in further structuring the already regular contacts and exchanges taking place between the EESC and the EP. The EESC Bureau has discussed the implementation of the agreement on several occasions. As a result, a series of specific actions has been defined to ensure a more targeted approach in the context of political dialogue with the EP, with priority areas for cooperation. The EESC believes that it is appropriate at this stage to ensure a mutually satisfactory implementation of the currently applicable arrangements before opening any discussion about further synergies.

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IV. APPENDIX K

The EESC will be happy to follow up on the cooperation agreement together with the EP and will poll members on the services provided by the EPRS.

11. Asks for the mid-term review of the cooperation agreement to include a detailed breakdown per institution of the savings and increased budgetary costs resulting from it;

The cooperation agreement is open-ended. The timing of a mid-term review therefore needs to be jointly agreed on between the three signatories. Annex I of the cooperation agreement provides for an annual follow-up to its implementation (including budgetary implementation) by the presidents or their representatives, supported by the secretary-generals. The EESC will contribute fully to this exercise.

12. Takes note that the EESC has implemented the new reimbursement rules for members' travel expenses based on real costs, following Parliament’s specific requests in the 2013 discharge resolution last year; welcomes the fact that the system has become fully operational with the beginning of the current new EESC term starting in autumn of 2015;

The new rules indeed entered into force for all members in October 2015, at the beginning of the 2015-2020 term of office. In line with its policy of permanent budgetary transparency, the EESC provides, on an annual basis, the Council and the chairs of the EP's committees on budgets and budgetary control with a detailed report on its use of appropriations for members.

13. Notes with concern that total reimbursement of travelling expenses and allowances paid to the EESC beneficiaries amounted to EUR 17 375 864; urges the institution to develop a systematic strategy to reduce those expenses and allowances substantially;

In compliance with the cooperation agreement, the EESC has transferred 36 posts to the EP. The EP for its part, and with explicit reference to the fact that "The Treaty of Lisbon has reinforced the role of the civil society in the European Union and strengthened the institutional and political role of both the European Parliament and the European Economic and Social Committee", has acted upon its commitments by championing an increase of the EESC's 2015 and 2016 budgets on certain relevant budget items, including the one referred to in the observation (item 1004 – travel and subsistence allowances for members). Furthermore, it was stated in the agreement that, if unused, additional appropriations set aside for external translation (item 1420) could be utilised to further boost the EESC's political role. This translates into transfers to budget items such as 1004. Item 1004 accounts for some 15% of the EESC's total budget. These appropriations have not increased for four years, with the exception of the above.

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14. Takes note that in 2014 the EESC had a positive balance of EUR 1 560 000 under the cooperation agreement; notes with concern that 36 officials from the EESC and 24 from the Committee of the Regions, all from the translation services and for the most part very near to retirement age, were transferred under the cooperation agreement, with the result that both institutions will make significant savings in staff chapters (salaries and pensions) while Parliament’s costs will increase considerably both in the short term (salaries) and in the long term (pensions);

The 25 staff members that were transferred to the EP in the context of the cooperation agreement were well distributed across all grades, ranging from AST 1 to AD 12, and were selected by an EP panel. Moreover, 11 vacant posts were transferred to the EP (two AST 2 posts and nine AD 5 posts). As to the reference to pensions, it should be noted that pensions are paid from a separate budget under heading V for all institutions combined, and not directly from each institution's budget.

15. Regrets the increase of staff mission costs from EUR 338 366 in 2013 to EUR 387 481 in 2014 (14,5%);

Staff mission costs have been the following over recent years: 2011: EUR 423 632 2012: EUR 388 888 2013: EUR 338 000 2014: EUR 387 481 2015: EUR 301 180. As seen here, there is no upward trend. Instead, there is a natural variation reflecting members' need for support.

16. Urges the inclusion of an overview of staff holding management positions sorted by nationality, gender and position in the AAR;

The requested information was also included in the 2014 report. For updated figures, please refer to Appendix M of the Annual Activity Report at hand.

17. Welcomes the close collaboration of the EESC and the Committee of the Regions in drawing up the internal whistleblowing rules since they have some services and staff in common; considers however that the EESC has taken too much time to approve those rules; welcomes nevertheless the fact that the rules are being enforced retroactively;

The new rules on whistleblowing entered into force on 1 May 2016. These rules were drawn up in parallel with those of the CoR. The schedule for the adoption of the rules was affected to some extent by the new term of office and presidency in October 2015. This, however, will have no impact on the protection granted by the EESC to whistleblowers (see comment to observation 21).

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18. Notes the slight improvement in 2014 in the number of one of the genders holding

management posts (40 %; 39 % in 2013); regrets however the persistent gap, which has no correspondence in the other categories; stresses the importance of establishing medium-term goals by which the necessary balance may be attained, and urges the continuance of active work towards this goal;

The EESC currently has one of the highest percentages of female managers in the EU institutions. It is true that there is a gap between the share of female staff (around 63%) and the share of female managers. A consistent policy has been put in place to reduce this gap.

19. Welcomes the launch by the EESC of a specific course on ‘Ethics and Integrity’ to improve knowledge and awareness of staff members’ rights and obligations; considers, however, that this course should not be mandatory just for new staff members but for all staff;

The EESC's training course on "Ethics and Integrity" is organised several times a year and is open to all staff. For newcomers the course is mandatory. It is presently being revamped to take account of the new rules on whistleblowing, and colleagues who have not followed the course will be encouraged to do so. The possibility of offering this training course as an e-learning course is also being explored. A specific course targeted at staff in human resources has been organised, with mandatory participation.

20. Regrets that the EESC has not yet implemented all the measures requested by Parliament in paragraph 24 of its above-mentioned discharge resolution for 2013; considers that in not forwarding information on two court rulings against the EESC to Parliament’s Bureau and its own members and staff, and by choosing instead to include that information in other publications of a general nature, the EESC did not act as it should have; hopes that omissions of this kind will be resolved through development of the new rules on whistleblowers and consequently may in this specific case be rectified retroactively;

It is assumed that the reference made to "Parliament's Bureau" should in fact be "EESC's Bureau". The rulings in question have been publicised in the human resources report, which – pursuant to Rule 71 of the Implementing Provisions of the EESC's Rules of Procedure – constitutes the official instrument for the secretary-general to report to the EESC Bureau on issues linked to human resources. This report has, in turn, been publicised via various internal communication channels, such as HR TV, EESCoop (a staff newsletter) and News for Members. Information has been disseminated effectively to all concerned. The new rules on whistleblowing (see observations 17 and 21) have been broadly publicised to all EESC staff and members.

21. Hopes that with the enforcement of the new rules on whistleblowers, the EESC will immediately and efficiently take the measures necessary to ensure recognition, respect and consideration of whistleblowers in cases acknowledged as such by the General Court prior to

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IV. APPENDIX K

the adoption of those rules; calls for the necessary measures to be taken to end once and for all the attacks being made against those whistleblowers through various EESC publications;

The aim of the new rules on whistleblowing, which entered into force on 1 May 2016, is to ensure maximum protection of whistleblowers or potential whistleblowers, including in terms of confidentiality, whilst at the same time ensuring that no violation of the rights of people named by whistleblowers happens. The reinforced protection provided for by the new decision also includes communication of information related to fraud or irregularities committed during the period before its adoption. The EESC is not aware of any EESC publication in which whistleblowers would have been publicly intimidated.

22. Deplores the fact that in the aforementioned decision closing inquiry 1770/2013/JF against the EESC, the Ombudsman states that the EESC only accepted part of the proposal made to remedy maladministration; deplores the fact that the EESC has not acknowledged maladministration nor any error in its decision to reassign the complainant; deplores the fact that the EESC has not agreed to acknowledge those errors in principle although in practice it has accepted some of the Ombudsman’s recommendations to grant the complainant compensation for injustices done;

In its letter to the Ombudsman dated 4 June 2015, the EESC expressed its willingness to reinstate the complainant in a position equivalent to the one they filled before, as soon as they were declared fit to resume active employment. In the same letter, the EESC acknowledged that its communication towards the complainant was perceived as insufficient by the latter and accepted that in similar situations it should be more attentive and thorough in its communication. The EESC has also agreed to compensate the complainant.

23. Takes note of the information provided by the EESC in the follow-up to the above-mentioned discharge resolution for 2013 on the use of videoconferencing tools; requests that it be kept informed of the progress achieved on this matter; believes that the use of videoconferencing and similar technologies will allow the EESC to cut travel and meeting costs significantly;

Since 2014, the EESC has kept improving its videoconferencing tools, with a number of technical projects already finalised and others in the pipeline. In parallel, wider use of videoconferencing has been promoted internally, as an element of EMAS. The effect has been tangible: whilst these facilities were used on 24 occasions in the course of 2015, they were used in more than 30 meetings during the first four months of 2016.

24. Notes that the number of meetings using videoconferencing tools has doubled in comparison to 2013; notes that the videoconferencing tool has been used in meetings where no interpretation is needed; encourages the EESC to use the language training effectively in order to ensure that less interpretation is needed and thus its work is more effective and efficient;

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The EESC has long encouraged and provided facilities for its members to improve their language skills. Nonetheless, most members, even those with a very good knowledge of one of more foreign languages, prefer to speak their native language at meetings. As far as videoconferencing is concerned, it seems that language training for staff has already yielded benefits; it is extremely rare that interpretation is made available for meetings only involving staff, and such meetings would normally be local meetings with a high number of participants, two factors that would both exclude videoconferencing as an option.

25. Encourages the EESC to strengthen its information and communication policy as well as its presence in the social media;

The EESC keeps increasing its social media presence, which plays a pivotal role in the Committee's overall communication policy. In 2015, social media was used to promote all plenary sessions and 142 other events. This is also reflected in the number of followers on Twitter, which increased from 14 454 to 21 171 (46%) for the horizontal (corporate) accounts. All Twitter accounts taken together, including accounts for sections, observatories etc., had 32 424 followers at the end of 2015. Likewise, since December 2012 there has been a steady increase of likes on the EESC's Facebook accounts. The number of Facebook followers on the corporate account increased from 7 770 to 10 836 in 2015, with a total for all accounts of 42 835. The improved social media presence is underpinned by a comprehensive training policy, including tailored coaching sessions for members and staff.

26. Notes the EESC’s effort to raise its profile through an effective information and communication policy; agrees with it focusing on boosting inter-institutional cooperation in order to improve communication and visibility as well as on enhancing the presence of members of institutions at national level, and encourages the EESC to continue working along these lines; welcomes, in that connection, any further efforts to improve the flow of information and, hence, transparency;

The EESC participates in interinstitutional meetings concerning overall communication issues, the internet, social media and publications. It is a fact, though, that interinstitutional cooperation in the field of communication has to some extent been reduced or even put on hold (as is the case with the Interinstitutional Group on Information). As regards members' presence in the Member States, there has been an increase in Going Local activities in 2015, with a total of some 240 activities involving around 100 members. Members and staff have welcomed more than 9 000 visitors (350 groups) at information session in Brussels. Information for the general public was mainly provided by means of press activities, various publications and the internet (including social media; see comment to observation 25). In 2015 the EESC's main website on average had 195 000 views per month, which represents a 4% increase compared to 2014. The mobile version of the website, launched in 2012, saw a particularly steep

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increase. In terms of the press, a more targeted approach was taken, addressing journalists more via social media and less via press releases, doubling the number of identified press cuttings to well over 3 000 in 2015.

27. Notes with satisfaction the downward trend in the rate of requested but unused interpretation services from 5,1 % in 2013 to 4,3 % in 2014; expects that the terms negotiated under the cooperation agreement will ensure further reductions in interpretation costs;

Thanks to a shorter cancellation notice period and intense awareness-raising for organising services, spending on interpretation not used due to late cancellation was further reduced to 3.5% in 2015. Furthermore, the EESC is presently negotiating a Service Level Agreement on interpretation with the EP, and provisions concerning cancellation of interpretation are an important factor in this context.

28. Finds the 1 % reduction in outsourced translation compared with 2013 surprising; expects this trend to change after the implementation of the cooperation agreement, which foresees more outsourcing of translation after the transfer of translation staff to Parliament;

Translation demand depends on the level of legislative activity in the institutions as well as on the EESC's own activities. In 2014, EP elections took place and a new European Commission was appointed. This resulted in a cyclical drop in translation demand at the EESC. In combination with the impact of workload reduction measures and further implementation of resource-efficient multilingualism by the Directorate for Translation, the overall decrease in production compared to 2013 was 21.1% for the two committees taken together. Due to lower demand, the EESC did not increase outsourcing in 2014 (1.9% compared to 2.9% in 2013). The impact of the cooperation agreement became tangible in 2015, where 9.74% of the translation volume was outsourced. The outsourcing rates are expected to rise to 15% in 2016 and 20% in 2017.

29. Acknowledges the results reached by the inter-institutional committee for translation and interpretation settling a harmonised methodology which enables direct comparisons of the translation costs of all institutions; welcomes the fact that the EESC is providing data according to this methodology;


30. Regrets that one major event had to be postponed in 2014; reiterates its calls on the EESC to

plan the organisation of in-house events better; The EESC organised or co-organised more than 60 conferences in 2014. The event in question was the final conference of a major exercise involving civil society partners in four Member States. It was pushed back at an early stage of the preparations to ensure that all components could be fully incorporated into the closing event, which took place in April 2015.

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31. Welcomes the inclusion of the results and consequences of closed European Anti-Fraud Office cases in 2014 in the AAR;


32. Welcomes the EESC’s decision to attach its building policy to the AAR; No follow-up required.

33. Takes note of the cooperation between the EESC and Parliament’s Committee on Budgetary Control, in particular in relation to the discharge exercise.

As the voice of European civil society, the Committee takes pride in working in an open and transparent manner. This is particularly important in the context of the discharge exercise, and the Committee, for its part, very much appreciates the cooperative spirit of the EP CONT Committee, at both secretarial and political level.

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12. Appendix L: RESULTS AND CONSEQUENCES OF CLOSED EUROPEAN ANTI-FRAUD OFFICE (OLAF) CASES 2015

Financial Regulations, Art. 66(9): Powers and duties of the authorising officer The authorising officer by delegation shall report to his or her institution on the performance of his or

her duties in the form of an annual activity report containing financial and management information, including the results of controls.

Rules of Application, Art. 166: Follow-up measures

1. In accordance with Article 319 TFEU and Article 106a of the Euratom Treaty, the Commission and the other institutions shall take all appropriate steps to act on the observations accompanying the European Parliament's discharge decision and on the comments accompanying the recommendation for discharge adopted by the Council.

2. At the request of the European Parliament or the Council, the institutions shall report on the

measures taken in the light of those observations and comments, and, in particular, on the instructions they have given to any of their departments which are responsible for the implementation of the budget. The Member States shall cooperate with the Commission by informing it of the measures they have taken to act on those observations so that the Commission may take them into account when drawing up its own report. The reports from the institutions

shall also be transmitted to the Court of Auditors.

12.1 THE RESULTS AND CONSEQUENCES OF CLOSED EUROPEAN ANTI-FRAUD OFFICE (OLAF) CASES, WHERE THE EESC OR ANY OF THE INDIVIDUALS WORKING FOR THE COMMITTEE WERE THE SUBJECT OF THE INVESTIGATION

In 2015 the EESC closed a disciplinary procedure involving a former temporary staff member, after an investigation carried out by OLAF in 2014. Allegations concerned a lack of discretion in situations in which a conflict of interest could be present, notably concerning tenders of the EESC and the Committee of the Regions. The person in question was also alleged to have accepted, without informing the EESC, gifts that could cast doubt over his independence as a member of staff. The disciplinary procedure (without referral to the disciplinary board) was closed with a reprimand after the former staff member was given the opportunity to reciprocate. The financial interests of the EU were not harmed.

197207

198208

209

IV. APPENDIX M

13. Appendix M: DISTRIBUTION OF STAFF BY NATIONALITY, FUNCTION GROUP AND GENDER (INCLUDING FOR MANAGEMENT)

199209

210

IV. APPENDIX M

1200210

211

IV. APPENDIX M

Total

Adminis-trators

AssistantsAdminis-

tratorsAssistants

Adminis-trators

Assistants SNE SATOTAL by Nationality

Belgium 30 83 5 9 127Bulgaria 8 8 1 1 1 19Czech Republic 7 5 2 14Denmark 13 6 19Germany 26 8 1 1 1 37Estonia 8 5 13Ireland 2 5 1 8Greece 15 9 2 3 1 3 33Spain 19 26 2 2 1 6 56France 13 24 3 2 1 1 1 45Croatia 6 1 1 1 9Italy 25 21 4 6 1 7 2 66CyprusLatvia 5 3 1 9Lithuania 9 5 14Luxembourg 1 1Hungary 8 8 2 18Malta 5 3 1 9Netherlands 11 5 1 1 18Austria 9 1 1 1 12Poland 9 15 3 1 1 29Portugal 10 13 4 2 29Romania 14 6 1 2 23Slovenia 3 8 1 12Slovakia 7 10 17Finland 9 7 2 2 20Sweden 8 4 2 14United Kingdom 14 6 2 22Uganda 1 1

293 295 24 35 6 34 6 1 694

Offic.AD Offic./AST TA/AD TA/AST CA/IV CAI-II-III SNE SA

EUR 15 204 218 17 29 5 29 4 1 507EUR 10 61 62 5 4 1 2 135EUR 3 (RO, BG, HR) 28 15 2 1 1 4 51Outside EU 1 1

Official / ADOfficial / ASTTemporary agent orary agent / AST

Total

Adminis-trators

AssistantsAdminis-

tratorsAssistants

Adminis-trators

Assistants SNE SATOTAL by

gender

F Women 165 208 19 24 4 16 4 1 441 WomM Men 128 87 8 11 2 18 2 256 Men

293 295 27 35 6 34 6 1 697

Gender Officials Temporary agents Contract agents

Seconded national

experts andspecial

advisors

Table as of 01/02/2016

Active staff recruited by the Economic and Social Committee including temporary staff. Staff on leave for personal grounds is excluded because non-active.

Nationality Officials Temporary agents Contract agents

Seconded national

experts andspecial

advisors

204

218

17

29

61

62

5

4

28

15

2

1

0 50 100 150 200 250

Official / AD

Official / AST

Temporary agent / AD

Temporary agent / AST

Groups of nationalities by function group and type of contract

Outside EU

EUR 3 (RO, BG, HR)

EUR 10

EUR 15

184

232

136

98

0 50 100 150 200 250 300 350

AD

AST

Officials and temporary agents / gender

Women

Men

201211

212

IV. APPENDIX M

Men Women

nationalité M F4 2

2 13 11121 32

4 2

11

22

1 11

111

4

28 17

62% 38%

SwedenUnited Kingdom

PolandPortugalRomaniaSloveniaSlovakia

HungaryMalta

NetherlandsAustria

Finland

ItalyCyprusLatvia

LithuaniaLuxembourg

IrelandGreece

SpainFranceCroatia

Share

Middle and senior management functions

Nationality

BelgiumBulgaria

Czech RepublicDanmarkGermany

TOTAL

Estonia

0

1

2

3

4

5

6

7

Bel

giu

m

Bul

gar

ia

Cze

ch R

epu

blic

Dan

ma

rk

Ger

ma

ny

Est

oni

a

Irel

and

Gre

ece

Spa

in

Fra

nce

Cro

atia

Italy

Cyp

rus

Latv

ia

Lith

uan

ia

Luxe

mbo

urg

Hun

gary

Ma

lta

Net

herl

ands

Aus

tria

Pol

and

Por

tuga

l

Rom

ania

Slo

ven

ia

Slo

vaki

a

Fin

land

Sw

ede

n

Uni

ted

Kin

gdo

m

Men/Women in middle and senior management

Men Women

202212

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