Directorate General For The Presidency
Annual activity report 2018DG PRES, European ParliamentDirectorate General for the PresidencyEXECUTIVE SUMMARY1
Annual activity report 2018DG PRES, European Parliament2TABLE OF CONTENTS1. EXECUTIVE SUMMARY42. ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS72.1 The Directorate-General (mission statement, operational context)72.2 Key results and progress towards achieving objectives113. RESOURCES MANAGEMENT153.1 Human resources153.2 Financial and budgetary management154. EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OFCOST-EFFECTIVENESS AND PERFORMANCE184.1 Assessment of the effectiveness and efficiency of internal control184.2 Assessment of the costs and benefits of the controls194.3 Summary of internal and external audits195. STATEMENT OF ASSURANCE216. ANNEXES23I. Budgetary implementation overview24II. 2018 Budget implementation statement25III. List of exceptions - derogations from the rules27IV. Results of assesments29V. Assesment of the implementation of the minimum internal control standards30EXECUTIVE SUMMARY
Annual activity report 2018DG PRES, European ParliamentEXECUTIVE SUMMARY3
Annual activity report 2018DG PRES, European Parliament41. Executive summaryA key feature of our entity in 2018 wasconsolidation of the management structuresestablished in the DG, such as theManagement Team and the EnlargedManagement Team. These teams have madeit possible to influence exchanges andcooperation between the DGs’ managersregarding the EP’s main political issues and thechallenges facing the Administration inadapting to new forms of management and amore matrix-based organisational structurethan existed previously.With this in mind, the DG has continued tohighlight the elements of organisational culturedescribed in its Strategic Execution Framework(SEF), which will be reviewed in 2019. In thiscontext, the values of trust and responsibilityhave enabled it to develop an approach to theorganisation of its entities’ work whichencourages fairly large-scale use of thepossibilities afforded, for example, byoccasional teleworking, with very satisfactoryresults for both staff and managers.In addition, the DG has also relied heavily on abetter internal knowledge of the entities andactivities in order to enhance cohesion andhelp facilitate cooperation. Reception andinduction programmes for new colleagues andtrainees, as well as a ‘shadowing’ programme,were progressively developed and improved inthe course of 2018.Intra-DG cooperation, helping to ensureexcellence as an objective of the DG, was animportant aspect of the DG’s work in 2018.In addition, during the year the DG continued toimplement and monitor the ParliamentaryProject Portfolio projects. The DG alsocontinued its quarterly analyses of dataobtained from the ‘lead indicator’ exercise.The DG participates actively and regularly inthe various intergroups, working groups andhorizontal inter-DG steering groups in areassuch as finance, IT, HR, documentmanagement, security, training and logisticalmanagement, as well as policy areas, etc., inorder to pass this information on within the DG.The DG continued to monitor risks and finalisedits Business Continuity Plan.For 2019, the DG decided to roll over theprevious year’s objectives and to revise themin the middle of the year to reflect any changesresulting from the elections to the EuropeanParliament and also to align its objectives withthe DG’s strategy as set out in the newStrategic Execution Framework (SEF), which isbeing revised. The decision to roll over theobjectives was communicated to all staff at aGeneral Assembly which took place on 3December 2018 and by a note to the SecretaryGeneral. The objectives are also available onthe DG’s intranet site, PRESnet, the DG’s maininternal communication tool.In the area of staff management, a topic thattook up a substantial part of the year was theEXECUTIVE SUMMARY
Annual activity report 2018DG PRES, European Parliamentimplementation, for the first time, of the mobilitypolicy for AST officials. Within DG PRES manyof the transfers necessitated by the mobilitypolicy have been made within the DG itself,although most of the colleagues concernedresponded to the call for expressions of interestissued by DG Personnel.For the budget part, it should be noted that thefinal appropriations allocated to DG PRESamount to EUR 3.4 million. The implementationrate for these appropriations exceeded 96%.The average time taken by DG PRES to settleEXECUTIVE SUMMARY5invoices was nine days. All invoices weresettled within the 30-day time limit set by theFinancial Regulation.Lastly, DG PRES finalised the process ofacquiring a system for the management of EPdocuments (Electronic Records ManagementSystem, ERMS), and the framework contractwas signed with the firm awarded the tender on7 June 2018. This is a ‘corporate’ project whichaffects the whole of the EP.
Annual activity report 2018DG PRES, European ParliamentEXECUTIVE SUMMARY6
Annual activity report 2018DG PRES, European Parliament72. Environment of the DirectorateGeneral, objectives and results2.1 The Directorate-General(mission statement,operational context)Environment of the DGStructure and management. As far as DGPresidency’s management team is concerned,2018 ended with the appointment of Ms MariaGandolfo as Director of the Plenary SittingsDirectorate. She had held this post in an actingcapacity for the previous two years, while at thesame time heading the Planning Unit. Herappointment gave the DG a completemanagement team and one that was morestable. In March 2018, Ms Katrin Ruhrmanntook charge of the Directorate for Relationswith National Parliaments. That Directoratewas also joined by a new Head of theLegislative Dialogue Unit, Mr Jesús Gómez,who took the post vacated by Ms PatriziaProde, who had moved to DG COMM under themobility rules governing Heads of Unit. Anothermanager who arrived in 2018 under themobility rules was Ms Anne McLauchlan fromDG EXPO, who became the new head of theMembers’ Administration Unit. Two heads ofunit with long experience at Parliament, MsEllen Heinemann and Mr José GonzálezHolguera, retired in 2018. As an internalreorganisation of the Directorate for LegislativeActs is pending, Ms Heinemann’s post has notyet been filled, while that of Mr GonzálezHolguera has been filled by Ms Aurora Párragafrom DG EPRS.The structure of the Directorate-General and itscore tasks have not been modified in thecourse of 2018. In the field of logistics,however, it is worth mentioning two large-scalemoves undertaken by the DG’s staff, one inLuxembourg in the KAD building in the springand the other, involving all staff in theDirectorate for Legislative Acts in Brussels,from the WIE building to the MOY building atthe end of 2018.Objectives for 2018DG PRES will continue to develop and furtherdefine its core values such as trust,accountability, commitment, a service- andsolutions-basedmentality,competence,innovation and equality. DG PRES aims to bea modern, innovative and sustainableadministration with a participatory and inclusiveapproach, acting as a driver for change in themodernisation of the EP’s administrativeenvironment.(i) DG PRES supports and assists the DeputySecretary-General in his specific role andtasks, in particular in relation to the Brexitnegotiations, as well as in the areas oflegislative coordination and interinstitutionalrelations. Continue to provide technical andadministrative support and assistance toParliament’s chief negotiator and relevantpolitical bodies as regards the Brexitnegotiation process.ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Annual activity report 2018DG PRES, European Parliament Continue to develop legislative coordinationand cooperation between relevant EP servicesand other institutions, in order to ensureeffective and accurate legislative planning andplanning of plenary proceedings in the short,medium and long term, including at the end ofthe parliamentary term. Focus in particular on the implementation ofthe legislative priorities in the 2018 JointDeclaration, in close cooperation with the EPsteering groups, the offices of the SecretaryGeneral and the President and the otherinstitutions. Develop well-coordinated and coherentadvice and support for the relevantparliamentary committees, political groups andEP bodies throughout the various stages of theplanning of the plenary agenda. Continue to develop legislative planning andmonitoring tools in relation to Annual WorkProgrammes, the Council’s priorities andannual and multiannual interinstitutionallegislative programmes, inter alia by ensuringsmooth cooperation between relevant servicesin DG PRES, other DGs and the otherinstitutions. Continue to strengthen interinstitutionalrelations in close cooperation with otherrelevant DGs, in particular in the areas oflegislative planning and monitoring andimplementationoftheInterinstitutionalAgreement on Better Law-Making. In thisregard, further develop cooperation with theother institutions, in particular through theinterinstitutional coordination group. Provide assistance and technical support inthe negotiations on a new InterinstitutionalAgreement on the Transparency Register,8while continuing to cooperate with the Counciland the Commission. Coordinate,monitorandfacilitateimplementation of electronic transmission ofclassified information to Parliament. Contribute, if necessary, to the actions carriedout by the EP in the framework of theinformation campaign on the 2019 Europeanelections, and in particular with regard to theEP’s legislative priorities for the last period ofthe 2014-2019 parliamentary term.(ii) Support and assist Members, politicalgroups and Parliament’s governing bodies inachieving results throughout the last phase ofthe parliamentary term. Play an active part in all the initiatives takentostrengthenEuropeanparliamentarydemocracy, in particular by making plenary afocal point for European debates and a forumfor high-level debates on the future of Europe. Continue to enhance performance in relationto plenary-related services in order to providehigh-quality procedural and content-basedadvice to the President, the Vice-Presidentsand Members. Continuetoensurethesmoothimplementation of Parliament’s Rules ofProcedure in all DG PRES’s areas of activityand support the efforts of the committeeresponsible for subsequent adaptation to therules. Provide full advice and support to thePresident and Members in the implementationof the Code of Conduct for Members. Continue developing the DG’s expertise in thelegislative process so that DG PRES servicesENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Annual activity report 2018DG PRES, European Parliamentcan further consolidate their roles as membersof legislative support and project teams. Continue to improve legislative services forpolitical groups, Members and committeesecretariats by providing more targetedprocedural and editorial support throughout theparliamentary cycle. Expand the service-oriented approach byenhancing on-demand and helpdesk services,in particular at key times in the parliamentaryterm and the legislative cycle. Continue to promote cooperation within theDG in order to provide coherent high-qualityadvice on all aspects of legislative andparliamentary procedures, including the prelegislative phase and programming. Ensure close monitoring of debates inMember States and parliaments on the role ofnational parliaments in the EU decision-makingprocess and promote the EP’s role in interparliamentary cooperation. Step up cooperation with national parliamentson the monitoring and implementation of EUlaw. Offer sound and consistent advice toMembers and colleagues with regard to allprotocol-related questions in line with existingrules.9a leading role in the implementation ofParliament’s new document managementpolicy. Continue to provide appropriate and legallysound responses to applications for publicaccess to documents. Further step up cooperation with DGs INLO,INTE, ITEC and SAFE with a view to ensuringthe smooth functioning of the plenary, officialvisits and reception and distribution of mail. Continue to develop cooperation with otherDGs as regards the handling of classifiedinformation and, in particular, explore ways toensure efficient reception of such documents. Step up participation in the establishment ofthe working group to welcome new Membersafter the 2019 elections.(iii) DG PRES as a modern, innovative andsustainable administration Update and redefine the SEF of the DSG/DGPRES and the Parliamentary Project Portfolio,contributing to the progress of projects of whichit is the principal sponsor. Help by means of specific actions andappropriate measures to consolidate a secureworking environment where respect and trustare our fundamental values. Exploit synergies between DG PRES serviceswith regard to parliamentary activities(including inter-parliamentary activities andthose linked to the European elections) in orderto ensure the most efficient handling within theDG of cross-cutting parliamentary procedures. With reference to the DG’s transformationplan, progressively implement its main aspectsand also the new human resources policiesagreed at EP level, pursuing the pathestablished by the successful implementationof the pilot project for occasional teleworking inour DG. Complete the tender procedure for theprocurement of an Electronic RecordsManagement System (ERMS); continue to play Apply DG PRES’s main indicator on the basisof the first results obtained in 2017 to refine itENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Annual activity report 2018DG PRES, European Parliamentand draw conclusions as to how our activitiescan be further improved. Consolidate and update the BusinessContinuity Plan of DG PRES and the riskregister, and establish an updated riskmanagement plan. Contribute to the development of the eParliament project for the EP. Continue to ensure sustainable use of allresources within the DG, including the bestpossible rationalisation of processes and use ofnew technologies based upon EMAS goals;adapt the DG’s systems to new functionalitiesin various areas.Feasibility and risk assessmentPotential risks were pinpointed in respect of theactivities relating to achievement of the threeobjectives set for 2018. They were:10political willingness and objectives. Unlikelychoices in relation to the tabling of suchquestions could impinge on the DG PRESobjective in this regard. - risk LOWUnlikely technical problems couldtemporarily disrupt assistance to Membersusing the newly created tools – risk LOW.The drafting service is dependent onMembers’ requests, and not receiving suchrequests could have an impact on the service –risk VERY LOW.Highly unlikely technical problems withIT applications could, to some degree, delaythe achievement of this objective. However, allrequisite measures have been taken to ensurethat Members receive efficient and timelyassistance in this regard – risk VERY LOW.Use of video-conferencing for interparliamentary meetings may still be subject totechnical constraints – risk LOW.Delayinthenewdocumentmanagement policy – risk MEDIUM.Objective 1:A possible decision by the competentpolitical authorities resulting in a revision of thestructure of Parliament’s Secretariat – riskLOW.Political and/or administrative decisionscould have an impact on the current SEF andon the strategy of the DG – risk LOW.The setting of other political priorities forimplementation during the period could delaythe achievement of this objective – risk LOW.Objective 3:Difficulties with cooperation and delayswith anticipated results owing to problems inpolitical agendas – risk LOW.Difficulties in scheduling plannedactivities to improve internal knowledge of theDG owing to excessive workload ofparticipating services – risk LOW.Delays in availability of new tools toimprove internal processes – risk MEDIUM.Objective 2:Thedeclarationstabling of questions andis dependent on Members’ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Annual activity report 2018DG PRES, European Parliament2.2 Key results and progresstowards achieving objectivesResultsProtocol:2018 can be described as a year ofconsolidation and testing of new IT tools withthe aim of facilitating the operational work ofthe staff of the Protocol Service. The servicecontinued to develop its tasks with a high levelof professionalism both in the field of officialceremonies and in the hosting of visiting VIPsand supporting parliamentary delegations. Inparticular, in 2018, the Protocol Service wasintensively involved in the visits of EU MemberStates’ Heads of State or Government toparticipate in plenary debates on the future ofthe EU and especially – in view of the level ofmedia coverage – the visits by France’sPresident Emmanuel Macron in April 2018 andGermany’s Chancellor Angela Merkel inNovember 2018. The service has constantlysupported the President of Parliament and hisoffice with regard to protocol matters.Mention should also be made of the work donein the area of visas for Members, delegationstravelling on mission and the management ofprotocol gifts, which has been modernised.Plenary Sittings Directorate:The Plenary Sittings Directorate continued toenhance Parliament’s image through itsprofessionalism in organising and providingassistance with debates on major politicalissues, which were heavily covered by themedia. Here we should once again drawattention to the importance of the debates onthe future of Europe at each plenary session in2018.11In addition, the modernisation of IT applicationsfor the Plenary continued very successfully,and there will be much further work on it in2019. The PV/CRE voice recognition systemhas been expanded and currently operates in15 languages. Turning to another aspect, thePV/CRE teams continued to produce verbatimrecords of the meetings of temporarycommittees.Since the end of 2017, the interinstitutionalregister of delegated acts has been online,making it easier to search for draft delegatedacts and adopted delegated acts. This was aninterinstitutional effort in which the EP hadbecome involved via the Unit for Reception andReferral of Official Documents. That unit alsomade a very worthwhile working visit to theDutch Parliament during which staff were ableto compare working methods in the unit’s areasof responsibility, noting differences andsimilarities.The Official Mail Unit also continued tomodernise its procedures for registering andmanaging mail and continued to make a keycontribution to the GIDOC project. A newsystem for managing small packages andregistered mail has been operational sinceMarch 2018, further contributing to paperreduction and efficiency gains. Implementationof the document management reform hasprogressed, and training courses on the newsystem have started to be organised with thesupport of DG PERS. The process of acquiringa system for the management of EPdocuments (Electronic Records ManagementSystem, ERMS) has been completed, and theframework contract was signed with the firmawarded the tender on 7 June 2018.ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Annual activity report 2018DG PRES, European ParliamentFinally, the excellent cooperation betweenParliament and the Commission in themanagement of parliamentary questions hasled to an increase in the quality of both thequestions and the answers. The number ofparliamentary questions has continued todecline.With regard to the Members’ Administrationand the management of the Code of Conductfor Members, the unit’s activities havecontinued smoothly, and the human resourcessituation has been improved in order to receivenew Members after the elections and carry outother activities linked to the end and beginningof Members’ term of office.Directorate for Legislative Acts:In parallel with its regular daily act
Annual activity report 2018 DG PRES, European Parliament 1 EXECUTIVE SUMMARY Directorate General for the Presidency . Annual activity report 2018 DG PRES, European Parliament 2 EXECUTIVE SUMMARY TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 4 2. ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS 7 2.1 The Directorate-General (m ission statement, operational context) 7 2.2 Key results and .
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