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ANNEXES
Ref. Ares(2018)1671218 - 27/03/2018Ref. Ares(2018)1676953 - 27/03/2018
comm_aar_2017_annexes_final Page 2 of 80
Table of Contents
ANNEXES 3
ANNEX 1: STATEMENT OF THE RESOURCES DIRECTOR ............................................................................................... 3 ANNEX 2: HUMAN RESOURCES, BETTER REGULATION, INFORMATION MANAGEMENT, EXTERNAL COMMUNICATION ............ 4 A. HUMAN RESOURCE MANAGEMENT ...................................................................................................................... 4 B. FINANCIAL MANAGEMENT: INTERNAL CONTROL AND RISK MANAGEMENT .................................................................... 6 C. INFRASTRUCTURE ............................................................................................................................................ 10 D. INFORMATION MANAGEMENT ASPECTS ................................................................................................................ 11 E. EXTERNAL COMMUNICATION ACTIVITIES ............................................................................................................... 12 F. OTHER COMMUNICATION ACTIVITIES OF DG COMM ............................................................................................. 12 ANNEX 3: DRAFT ANNUAL ACCOUNTS AND FINANCIAL REPORTS ................................................................................. 16 ANNEX 4: MATERIALITY CRITERIA ........................................................................................................................ 39 ANNEX 5: INTERNAL CONTROL TEMPLATES FOR BUDGET IMPLEMENTATION ................................................................. 46 ANNEX 6: IMPLEMENTATION OTHER BODIES .......................................................................................................... 52 ANNEX 7: EXTERNAL ASSISTANCE MANAGEMENT REPORT OF THE UNION DELEGATIONS ................................................ 53 ANNEX 8: DECENTRALISED AGENCIES ................................................................................................................... 54 ANNEX 9: EVALUATIONS AND OTHER STUDIES FINALISED OR CANCELLED DURING THE YEAR ............................................. 55 ANNEX 10: SPECIFIC ANNEXES RELATED TO ‘FINANCIAL MANAGEMENT’ ........................................................................ 56 ANNEX 11: SPECIFIC ANNEXES RELATED TO ‘ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS’ .......... 60 ANNEX 12: PERFORMANCE TABLES......................................................................................................................... 61 ANNEX 13: SPECIFIC ANNEXES RELATED TO ‘TIME–BASED EFFECTIVENESS INDICATORS FOR GRANTS .................................... 78 ANNEX 14: SPECIFIC ANNEXES RELATED TO ‘COST BENEFIT ANALYSIS’ ............................................................................ 79 ANNEX 15: SPECIFIC ANNEXES RELATED TO ‘BUDGET IMPLEMENTATION TASKS ENTRUSTED TO OTHERS DGS AND ENTITIES’ ..... 80
comm_aar_2017_annexes_final Page 3 of 80
ANNEXES
ANNEX 1: Statement of the Resources Director
‘I declare that in accordance with the Commission’s communication on clarification of the
responsibilities of the key actors in the domain of internal audit and internal control in the
Commission1, I have reported my advice and recommendations to the Director-General on the
overall state of internal control in the Directorate-General for Communication.
I hereby certify that the information provided in Section 2 of the present Annual Activity Report
and in its annexes is, to the best of my knowledge, accurate and complete.’
Brussels, 23 March 2018.
(Signed)
Fabrizia De Rosa
(Resources Director COMM.D)
1 Communication to the Commission: Clarification of the responsibilities of the key actors in the domain
of internal audit and internal control in the Commission; SEC(2003)59 of 21/01/2003.
comm_aar_2017_annexes_final Page 4 of 80
ANNEX 2: Human Resources, Better Regulation,
Information Management, External Communication
This annex is the annex of section 2.2 ‘Other organisational management dimensions’.
Human Resource Management
Objective: The DG deploys effectively its resources in support of the delivery of the
Commission's priorities and core business, has a competent and engaged workforce,
which is driven by an effective and gender-balanced management and which can
deploy its full potential within supportive and healthy working conditions.
Indicator 1: Percentage of female representation in middle management
Source of data: (Baseline) Human Resource Reporting (HR Dashboard) at 01/11/2015
Baseline 01/11/2015 Target 20172 Latest known results3
16/12/2017
33.3 %4
Original target: 40 %
Revised target: 7 female first
appointments by 11/2019
Target of 43 %
1 female first appointment:
- 6 to target
Indicator 2: Percentage of staff who feel that the Commission cares about their
well-being5
Source of data: Commission staff survey
Baseline 2014 Target 2017 Latest known results
2017
37 %6 40 % Not applicable7
Indicator 3: Staff engagement index
Source of data: Commission staff survey
Baseline 2014 Target 2017 Latest known results
2017
64 % 65 % Not applicable8
Indicator 4: Satisfaction of DG COMM management with the service and advice
/assistance of the local Human Resource Unit
Source of data: Directorate D Satisfaction survey - Ares(2015)5566120 of 04/12/2015
Baseline 2015 Target 2017 Latest known results
74.37 % Not applicable9 Not applicable
2 Targets adopted by the Commission on 15 July 2015 – SEC(2015)336 - DG COMM: Indicative Target in
middle management 2019: 40 % (12 women instead of currently 9) and for 2020: 46 % (14 women). 3 Data from DG HR report ‘Gender Targets Middle Management for COMMISSION on 16/12/2017’. 4 DG COMM value on 01/11/2015. 5 This indicator may be replaced by a fit@work index on which DG HR is currently working.
6 DG COMM result in staff survey 2014.
7 No staff survey was carried out in 2017. Latest known results: Staff survey 2016: 37 %
8 No staff survey was carried out in 2017. Latest known results: Staff survey 2016: 64 % 9 Human resource services are no longer provided by the Directorate for Resources in the Directorate-
General for Communication (HR modernisation exercise).
comm_aar_2017_annexes_final Page 5 of 80
Main outputs in 2017:
Description Indicator Target
2017
Latest known results
2017
Gender-balanced management in
DG COMM: - Gender-balanced pre-selection
panels; - Gender-balance reports in pre-
selection procedures for middle management;
- Senior management awareness
through regular updates.
Percentage of
female
representation in
middle
management
40 %10 Target of 43 %11
- 6 to target
Staff well-being measures, in
particular regarding promotion of
physical activity, health issues and working conditions including:
- Proposals for physical activities promoted by DG COMM;
- Analysis (possibly on the basis of
a survey) of recurrent / relevant
health issues in the DG.
Line of action
proposed to management and
DG HR for well-being activities
1 112
Staff engagement measures13, in
particular regarding manager's role in staff development needs
including: - Managers provided with
recommended training paths for
their staff and for themselves; - Awareness-raising actions on
learning opportunities available to staff and managers;
- KnowledgeCOMM sessions on the subject (open to all staff);
- ManageCOMM sessions co-
organised with the Internal
Staff engagement
index14 for DG
COMM15
65 % Not available16
Suggested
awareness-raising
actions on
learning
opportunities
available to staff
and managers (in
cooperation with
Internal
Communication
4
Reflection events for
Directorate B, the Paris
Representation, Unit
COMM.A.1 and a special
Directors' Meeting
consistently referred to
available learning
opportunities for staff
and managers.
Regular postings on
10 The objective is to maintain or improve the current situation in DG COMM middle management, 40 %
being the Commission target for 2019 (13 women out of 33 middle managers for DG COMM). 11
Data from DG HR report ‘Gender Targets Middle Management for COMMISSION on 16/12/2017’. 12 New yoga and tai chi courses offered in headquarters; Application submitted to DG HR to run a
'Health Day' and 'Ergonomics Day' in DG COMM HQ. 13 Staff engagement can be reinforced by better information about the Commission's political priorities
and a better understanding on how they relate to their daily work. A variety of internal communications actions will be implemented (thematic campaigns, information sessions, videos, screen presentations and features/online content on the MyCOMM site). 14 Staff engagement at the European Commission is measured as an average percentage of positive
replies to a predetermined set of seven questions throughout the Staff survey. 15 DG COMM Staff engagement index in 2016 Staff Survey was 64 % (Commission index was also
64 %). 16 No staff survey was carried out in 2017. Thirteen reflection events to foster staff engagement for DG
COMM departments, including a Representation, conceived and implemented by the HRBC Team. This included five participatory discussions held on the White Paper on the Future of Europe in all Directorates. Internal communications actions also implemented by Internal communications team.
comm_aar_2017_annexes_final Page 6 of 80
Communication team on the
subject (open to managers).
team) MyCOMM intranet pages
of learning actions from
the DG HR Learning
Bulletin.
Knowledge-sharing
actions on a wide range
of topics held in the run-
up to the 'Summer Day'
DG-wide reflection event.
'ManageCOMM' session
targeting DG COMM's
managers introducing the
revamped training
catalogue available from
the European School of
Administration.
'ManageCOMM' session
on editing offered as a
taster for managers of
new professionalisation
initiatives in the
Communication Domain.
Financial Management: Internal control and Risk management
Overarching objective: The Authorising Officer by Delegation should have
reasonable assurance that resources have been used in accordance with the principles of sound financial management, and that the control procedures put in
place give the necessary guarantees concerning the legality and regularity of the underlying transactions including prevention, detection, correction and follow-up of
fraud and irregularities.
Objective 1: Effective and reliable internal control system giving the necessary
guarantees concerning the legality and the regularity of the underlying transactions
Indicator 1: Estimated residual error rate17
Source of data: Ex ante and ex post controls performed during the reporting year
Baseline AAR 2014 Target 2017 Latest known results
2017
0.38 %
Annual target, below the 2 %
materiality threshold (Court of Auditors)
1.1 %
17
Definition, see guidance from the Directorate-General for Budget 'Key concepts and definitions
determining error rates, amounts at risk and estimated future corrections' (20/11/2017).
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Indicator 2: Estimated overall amount at risk for the year for the entire budget
under the DGs responsibility.
Source of data: Ex ante and ex post controls performed during the reporting year (detected
and estimated amounts)
Baseline AAR 2014 Target 2017 Latest known results
2017
EUR 691 999 < 2 % of payments made,
EUR 2 453 144 1 135 086
Indicator 3: Estimated future corrections
Source of data: DG BUDG estimated average correction (ABAC)
Baseline AAR 2014 Target 2017 Latest known results
2017
EUR 754 968 N/A 129 487
Main outputs in 2017:
Description Indicator Target
2017
Latest known
results
2017
Managerial assessment
of effectiveness of the
internal control system
Satisfaction rate of DG COMM
management with the
effectiveness of internal control
systems (ICAT) survey
More than
80 %
85.7 %
Professional advice on
procurement and grant
process
Satisfaction rate of Operational
Units and Representations with
the services of the DG COMM
D.3 on procurement and grant
processes (ex-ante review, ex
ante control & helpdesk)
More than
75 % 65 %18
Ex ante control of needs
analysis performed and
documented for all high
value procedures (over
the Directive threshold)19
Percentage of formalised needs
analysis presented for high
value procedures
More than
50 % 70 %
Implementation of
recommendations given
by ex post control20
Percentage of
recommendations implemented
within the set time frame by
units and representations
More than
45 % 52 %
18 Source Directorate D survey 2017. 19
Recommendation no. 1 of the Audit on Procurement Process in DG COMM specifies that 'DG COMM
should document the needs analysis for every high value procurement procedure.' 20
Recommendation no. 3 of the same audit specifies that 'DG COMM should develop and document a
systematic risk-based approach to support the planning of ex post control'.
comm_aar_2017_annexes_final Page 8 of 80
Objective 2: Effective and reliable internal control system in line with sound
financial management.
Indicator 1: Conclusion reached on cost effectiveness of controls
Source of data: (Baseline) AAR 2014
Baseline AAR 2014 Target 2016 - 2020 Latest known results
2017
Yes – cost effective Yes – cost effective Yes – cost effective
Indicator2: Overall cost of control per distinct control system
Source of data: (Baseline) AAR 2014
Baseline 2014 Target
2017
Latest known results
2017
- Average cost of control for procurement procedure:
EUR 743
- Average cost of control for grant procedure:
EUR 1 081
- Average cost of control for financial transaction:
EUR 191
- Average cost of control for supervisory measures:
EUR 2 022
N/A21
58922
185
68
705
Indicator 3: Satisfaction of DG COMM management with the effectiveness of internal
control systems (Results of ICAT –internal control assessment tool)23 Source of data: (Baseline) DG COMM ICAT survey - November 2015
Baseline 2015 Target 2017 Latest known results
2017
81.7 % More than 80 % 85.7 %
Indicator 4: Satisfaction of DG COMM management with Operational Units and Representations with the services of Unit D3 local helpdesk (support on procurement
and grant processes) Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of
04/12/2015
Baseline 2015 Target 2017
Latest known
results
2017
72.47 % More than 75 % 65 %
Main outputs in 2017:
Description Indicator Target
Latest known
results
2017
Timely budget
execution
Percentage of operational
Budget execution by Close to 100 % 99.97 %25
21
No target indicated in the context of AAR 2016. 22
The slight increase in the indicator as compared to 2016 is due to a change in the calculation method.
Specific contracts and order forms also subject to precontractual checks are no longer included in the number of procedures. 23 Since 2014, the ICAT survey in DG COMM is carried out on an annual basis.
comm_aar_2017_annexes_final Page 9 of 80
commitments with respect to
the annual forecast24
Percentage of operational
Budget execution by
payments with respect to the
annual forecast26
More than 95 % 99.96 %27
Percentage of payments executed within contractual
payment deadlines (‘Time to pay’)
More than 95 %
within contractual delay
97.34 %
Percentage of grants where
‘Time to inform’28 has not
exceeded 6 months
More than 90 % of
grant applications
done within
regulatory delay
96 %
Percentage of grants awarded
within 3 months (‘Time to grant’)29
More than 90 % of
grant applications
done within
regulatory delay
81 %
Objective 3: Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the DG, based on the DG's anti-fraud
strategy (AFS) aimed at the prevention, detection and reparation of fraud.
Indicator 1: Updated anti-fraud strategy of DG COMM, elaborated on the basis of the methodology provided by OLAF30
Source of data: DG COMM Anti-fraud strategy
Baseline 2013
Interim Milestone 2016 Target Latest known
results
2017
19/12/2013 Approval of AFS update by DG
COMM hierarchy by 30/11/2016 Update every 3 years31 Updated
Main outputs in 2017:
Description Indicator Target
Latest known
results
2017
Implementation of
the new Anti-fraud
strategy
Prorated
implementation of the
Strategy 2017-2019
33 % of the 3-years target
(approximately 130 staff
members reached by
targeted actions)
41 %
25 Source DG COMM budget reporting status 31/12/2017. 24
2016 DG COMM budget implementation for commitments: 99.98 %. 26
2016 DG COMM budget implementation for payments: 100 %. 27 Source DG COMM budget reporting status 31/12/2017. 28 As set out in Article 128.2 of the Financial Regulation. 29 As set out in Article 128.2 of the Financial Regulation. 30 The methodology can be found on the FPDNet website. In particular paragraph 3 of the methodology
is relevant. 31
DG COMM adopted its revised anti-fraud strategy in January 2017. Updates take place ‘if necessary’,
according to the strategy.
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Infrastructure
Objective 1: Ensure effective management of the DG's infrastructure for
Representations (buildings, security, health and safety) and IT for Headquarters
and Representations.
Indicator 1: Satisfaction of users (Headquarters and Representations) with IT
applications developed by the IT Unit and with IT Infrastructure & services
(Headquarters and Representations) not managed by DG DIGIT.
Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of
04/12/2015
Baseline 2015 Target 2016 Latest known results
2017
72.68 % More than 75 % 77 %32
Indicator 2: Representations' satisfaction with the logistics services (infrastructure,
security, health and safety) provided by Unit COMM.D.2
Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of
04/12/2015
Baseline 2015 Target 2016 Latest known results
2017
80 % 80 % 79.14 %33
Main outputs in 2017:
Description Indicator Target
Latest known
results
2017
Overview of health and safety
measures in the Representations
Status of Health and Safety
(H&S) as annex to the
annual Health and Safety
report sent to DG HR34
June 2017
for 2016
report
08/11/2017
Development of IT applications
Provision of IT infrastructure and helpdesk function for
Representations
Satisfaction with the quality
of services 80 % 77 %35
Satisfaction with the quality of services provided
80 % 78.91 %36
32 Results of 2017 based on the Dir D satisfaction survey. 33 Results of 2017 based on the Dir D satisfaction survey. 34 Ares(2017)5432303. 35 Results of 2017 based on the Dir D satisfaction survey. 36 Results of 2017 based on the Dir D satisfaction survey.
comm_aar_2017_annexes_final Page 11 of 80
Information management aspects
Objective 1: Information and knowledge in your DG is shared and reusable by other
DGs. Important documents are registered, filed and retrievable
Indicator 1: Percentage of registered documents that are not filed37 (ratio)
Source of data: Hermes-Ares-Nomcom (HAN)38 statistics
Baseline 2015 Target Latest known results
2017
0.05 % 0.05 %39 0.09 %
Indicator 2: Percentage of HAN files readable/accessible by all units in the DG
Source of data: HAN statistics
Baseline 2015 Target Latest known results
2017
91.5 % 95 % 98.04 %
Indicator 3: Percentage of HAN files shared with other DGs
Source of data: HAN statistics
Baseline 2015 Target Latest known results
2017
0.6 % 10 % 9.61 %
Main outputs in 2017:
Description Indicator Target40
Latest known
results
2016
Registered documents that are
not filed41
Percentage of registered
documents that are not filed 0.05 % 0.09 %
HAN files readable / accessible
by all units in the DG
Percentage of HAN files
readable/accessible by all
units in the DG
95 % 98.04 %
HAN files shared with other
DGs
Percentage of HAN files
shared with other DGs 10 % 9.61 %
37 Each registered document must be filed in at least one official file of the Chef de file, as required by
the e-Domec policy rules (and Principle 13 requirements). The indicator is to be measured via ARES reporting tools. 38
Set of tools designed to implement the e-Domec policy rules. 39
This is a realistic target. DG COMM has always kept the number of registered documents that are not
filed to a strict minimum (below 0.5 %). To achieve this, monthly reports are produced by the CAD and send to the DMO correspondents in the Units and in the Commission Representations in the Member States. Finally, Ares reports are sent quarterly to the Head of Units and the Head of Representations for appropriate follow-up. The reports present key indicators which are directly linked to the DG’s Management Plan. In this context, the reports will help to assess the degree of implementation of Document Management rules, and highlight problematic areas in need of improvement. 40
DG COMM will continue to reach the maximum filing rate and increase transparency by re-assessing
the possibility to best extend the reading rights to the rest of the Commission. 41
Each registered document must be filed in at least one official file of the Chef de file, as required by
the e-Domec policy rules (and Principle 13 requirements). The indicator is to be measured via ARES reporting tools.
comm_aar_2017_annexes_final Page 12 of 80
External communication activities
Overarching Objective: Citizens perceive that the EU is working to improve their
lives and engage with the EU. They feel that their concerns are taken into
consideration in European decision making and they know about their rights in the
EU.
Indicator 1: Percentage of EU citizens having a positive image of the EU
Every DG should aim to contribute to it and, considering its area of work, explain
how it aims at enhancing the positive image of the EU.
Definition: Eurobarometer measures the state of public opinion in the EU Member States.
This global indicator is influenced by many factors, including the work of other EU institutions
and national governments, as well as political and economic factors, not just the
communication actions of the Commission. It is relevant as a proxy for the overall perception
of the EU citizens. Positive visibility for the EU is the desirable corporate outcome of
Commission communication, even if individual DGs’ actions may only make a small
contribution.
Source of data: Standard Eurobarometer (DG COMM budget) [monitored by DG COMM here].
Baseline: November 2015 - EB 84 Target 2020
Latest known
results
2017
Status as of November 2015 Total ‘Positive’: 37 %
Neutral: 38 % Total ‘Negative’: 23 %
Positive image of the EU ≥ 50 %
40 %42
Other communication activities of DG COMM
Objective MEDIA MONITORING: Media Monitoring and media analysis products are
used by the College, Cabinets and Services as an element of informed decision-
making
Result Indicator 1: A regular media monitoring and analysis service is ensured throughout the year
Source of data: COMM.A3
Baseline 2015 Target 2016 Latest known results
2017
Service ensured during 365
days as requested
Service ensured during 365 days as
requested 365
Main outputs in 2017:
Description Indicator Target
2017
Latest known results
2017
Service ensured during 365
days as requested
Satisfaction rate
concerning media
monitoring products
70 % 80 %43
42 Standard Eurobarometer 88 - November 2017. 43 Satisfaction survey conducted by COMM.A.3 in 2017. The increase is a result of the efforts done by
the unit to advertise and provide assistance to the users of the media monitoring products and services managed by DG COMM.
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Objective ‘MAKING THE NETWORKS WORK’ (Representations and Europe Direct)
1) MANAGEMENT AND SUPERVISION OF THE REPRESENTATIONS: The
Commission’s network of Representations and regional offices is managed and
supervised in a way that enables Representations to provide political and
economic intelligence, media coverage and outreach activities focussing on the
Colleges political priorities and working in partnership with the European
Parliament Information Offices and the Member States44
2) MANAGEMENT OF THE EUROPE DIRECT SERVICES: The Commission’s Europe
Direct services (Contact Centre and Europe Direct network45) are managed and
supervised in a way that enables the Contact Centre and the Europe Direct
network to provide reliable question and answer service to citizens and the
Europe Direct Information Centres provide outreach activities focussing notably
on the College's political priorities46
Indicator 1: Representations social media presence is continuously developed
and Share Online Project47 is transformed into a more integrated approach
(appointment and training of ‘digital leaders48’)
Source of data: COMM.B.2
Baseline 2014 Target 2016
Latest known
results
2017
Number of meetings/trainings for digital leaders: 1 1 Not applicable49
Share of Representations having included social media in the country strategy: 100%
100 % 100 %
Share of staff possessing social media skills and/or
contributing to social media communication
(specific survey to be made)
Baseline to be
established in
2016
67 %
Indicator 2: Satisfaction of participants with the programmes offered in the regular meetings/trainings organised for the different Representation networks.
Source of data: COMM B.1
Baseline 2014 Target 2016
Latest known
results
2017
Number of Head of Representation, Political Reporter, Press Officer, Communication Officer
and European Semester Officer meetings
8
1250
44
Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 45 Europe Direct network is composed of Europe Direct Information Centres, European Documentation
Centres and Team Europe. 46
Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 47
Pilot project / Preparatory action developing social media capacity in Representations and EP
Information Offices. 48
Members of Representations' staff responsible for digital communication, including social media. 49
Digital Leaders seminars are integrated with other Representation networks seminars below. 50
The higher figure is due to two supplementary Heads of Representations’ meetings (Regional in Riga
and with Heads of European Parliament Liaison Offices in Strasbourg), the new network Deputy Heads of Representations’ meeting and the Digital Leaders’ seminar.
comm_aar_2017_annexes_final Page 14 of 80
Satisfaction rate 70 % at least ‘very good’
overall.
79% of participants
assessed as ‘very
good’ or as
‘excellent’.
Indicator 3: Contractor’s performance as measured by indicators defined in the
EDCC51 framework contract52
Source of data: (Baseline) Regular reporting from EDCC, 2014 evaluation report
Baseline 2014 Target 2016
Latest known
results
2017
First contact resolution rate for telephone
enquiries: 94.6 %
Months during which the maximum response time
for e-mail enquiries was respected: 11 out of 12
96 %
11 out of 12
94 %
453
Indicator 4: Development of structured user feedback mechanism for Europe
Direct
Source of data: Reports of EDCC and EDIC
Baseline 2016 Target 2016
Latest known
results
2017
Not applicable54 10 general reports
4 ad-hoc reports
10 general reports
1 ad-hoc report
‘MAKING THE NETWORKS WORK’(1)
Main outputs in 2016:
Description Indicator Target
2017
Latest known
results
2017
Meetings attended by Head of Representation, Deputy Head of Representations, Political
Reporter, Press Officer, Communication Officer, Digital leaders and European Semester Officer
Number of
meetings 8 1255
‘MAKING THE NETWORKS WORK’ (2)
Main outputs in 2016:
Description Indicator Target 2017
Latest known
results
2017
51
Europe Direct Contact Centre (EDCC): The information service for the general public, answering EU-
related questions (136.219 in 2014) by e-mail, telephone, and web chat in all EU official languages. The EDCC was launched during the UK Presidency in June 1998. 52
Service level (2011 to 2015 framework contract) and performance indicator (2015 to 2019 framework
contract) compliance. 53
The rule in the contract for EDCC is that 100% of enquires should be replied within 3 days. This strict
target was not met in 8 months of 2017 and COMM is using all appropriate tools to improve the service. However, over the whole year the actual number of enquiries that was answered later than 3 days was 3
% of the total number answered. 54 The product was developed in 2016. 55
The figure included the Digital Leaders seminars.
comm_aar_2017_annexes_final Page 15 of 80
Europe Direct
Contact Centre
(EDCC)
Percentage of EDCC
users satisfied with
EDCC service
87 %56 87
Cost per EDCC enquiry Below EUR 30 Below EUR 30
Europe Direct Network
Number of training days
x number of
participants57
5 days of training/
400 participants
4 days of
training/
400
participants58
Percentage of EDICs
managers satisfied with
DG COMM support
85 %59 95 %
56
This percentage is equivalent to 14 points in a 16 points scale. 57 The training days covered trainings for EDIC, EDC and Team Europe. 58 No EDIC annual general meeting took place in 2017 due to the launch of the EDIC Call for Proposals
to select host structures for the next generation of EDICs. 59 This percentage is equivalent to 3.75 points in a 5 points scale.
comm_aar_2017_annexes_final Page 16 of 80
ANNEX 3: Draft annual accounts and financial reports
Annex 3 Financial Reports - Directorate General for Communication - Financial Year 201760
Table 1 : Commitments
Table 2 : Payments
Table 3 : Commitments to be settled
Table 4 : Balance Sheet
Table 5 : Statement of Financial Performance
Table 5 Bis: Off Balance Sheet
Table 6 : Average Payment Times
Table 7 : Income
Table 8 : Recovery of undue Payments
Table 9 : Ageing Balance of Recovery Orders
Table 10 : Waivers of Recovery Orders
Table 11 : Negotiated Procedures (excluding Building Contracts)
Table 12 : Summary of Procedures (excluding Building Contracts)
Table 13 : Building Contracts
60 The accounting situation presented in the Balance Sheet and Statement of Financial Performance does
not include the accruals and deferrals calculated centrally by the services of the Accounting Officer.
comm_aar_2017_annexes_final Page 17 of 80
Table 14 : Contracts declared Secret
TABLE 1: OUTTURN ON COMMITMENT APPROPRIATIONS IN 2017 (in Mio €)
Commitment
appropriations authorised
Commitments made
%
1 2 3=2/1
Title 02 Internal market, industry, entrepreneurship and SMEs
02 02 01 Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0,16 0,16 100,00 %
02 02 Competitiveness of enterprises and small and medium-sized enterprises (COSME)
0,145341 0,145341 100,00 %
Total Title 02 0,305341 0,305341 100,00%
Title 04 Employment, social affairs and inclusion
04 04 02 European Social Fund 1,0065 1,0065 100,00 %
Total Title 04 1,0065 1,0065 100,00%
Title 05 Agriculture and rural development
05 05 08 Policy strategy and coordination of the 'Agriculture and rural development' policy area
8,48 8,48 100,00 %
Total Title 05 8,48 8,48 100,00%
Title 06 Mobility and transport
06 06 02 European transport policy 0,54 0,54 100,00 %
Total Title 06 0,54 0,54 100,00%
Title 07 Environment
07 07 02 Environmental policy at Union and international level
0,06 0,06 100,00 %
Total Title 07 0,06 0,06 100,00%
Title 08 Research and innovation
08 08 02 Horizon 2020 - Research 2 2 100,00 %
Total Title 08 2 2 100,00%
Title 11 Maritime affairs and fisheries
11 11 06 European Maritime and Fisheries Fund (EMFF)
0,14 0,14 100,00 %
Total Title 11 0,14 0,14 100,00%
Title 13 Regional and urban policy
13 13 03 European Regional Development Fund and other regional operations
4,67145 4,67145 100,00 %
13 04 Cohesion Fund (CF) 2,00205 2,00205 100,00 %
Total Title 13 6,6735 6,6735 100,00%
Title 15 Education and culture
15 15 02 Erasmus+ 0,36 0,36 100,00 %
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15 04 Creative Europe 0,04 0,04 100,00 %
Total Title 15 0,4 0,4 100,00%
Title 16 Communication
16 16 01 Administrative expenditure of the 'Communication' policy area
46,24175641 42,2787668 91,43 %
16 03 Communication actions 73,17478818 72,8288965 99,53 %
Total Title 16 119,4165446 115,107663 96,39%
Title 17 Health and food safety
17 17 04 Food and feed safety, animal health, animal welfare and plant health
0,06 0,06 100,00 %
Total Title 17 0,06 0,06 100,00%
Title 18 Migration and home affairs
18 18 02 Internal security 0,16 0,16 100,00 %
18 03 Asylum and migration 0,42 0,42 100,00 %
Total Title 18 0,58 0,58 100,00%
Title 19 Foreign policy instruments
19 19 01 Administrative expenditure of the 'Foreign policy instruments' policy area
0,08 0,08 100,00 %
Total Title 19 0,08 0,08 100,00%
Title 21 International cooperation and development
21 21 08 Development and cooperation worldwide 0,52 0,5 96,15 %
Total Title 21 0,52 0,5 96,15%
Title 22 Neighbourhood and enlargement negotiations
22 22 02 Enlargement process and strategy 0,38 0,37999756 100,00 %
22 04 European Neighbourhood Instrument (ENI) 0,4 0,4 100,00 %
Total Title 22 0,78 0,77999756 100,00%
Title 26 Commission's administration
26 26 01 Administrative expenditure of the 'Commission's administration' policy area
0,2908427 0,27431616 94,32 %
Total Title 26 0,2908427 0,27431616 94,32%
Title 32 Energy
32 32 01 Administrative expenditure in the 'Energy' policy area
0,14 0,14 100,00 %
32 03 Nuclear energy 0,02 0,02 100,00 %
Total Title 32 0,16 0,16 100,00%
Title 34 Climate action
34 34 02 Climate action at Union and international level
0,02 0,02 100,00 %
Total Title 34 0,02 0,02 100,00%
Total of Directorate General for Communication 141,5127283 137,167318 96,93 %
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* Commitment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous commitment appropriations for the period (e.g. internal and external assigned revenue).
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TABLE 2: OUTTURN ON PAYMENT APPROPRIATIONS IN 2017 (in Mio €)
Chapter Payment
appropriations authorised *
Payments made %
1 2 3=2/1
Title 02 Internal market, industry, entrepreneurship and SMEs
02 02 01
Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0,335 0,175 52,24 %
02 02
Competitiveness of enterprises and small and medium-sized enterprises (COSME)
0,145341 0 0,00 %
Total Title 02 0,480341 0,175 36,43%
Title 04 Employment, social affairs and inclusion
04 04 02
European Social Fund 1,33784959 1,33784959 100,00 %
Total Title 04 1,33784959 1,33784959 100,00%
Title 05 Agriculture and rural development
05 05 04
Rural development 2,6 2,6 100,00 %
05 08
Policy strategy and coordination of the 'Agriculture and rural development' policy area
11,61666444 6,18694748 53,26 %
Total Title 05 14,21666444 8,78694748 61,81%
Title 06 Mobility and transport
06 06 02
European transport policy 0,40847304 0,40847304 100,00 %
Total Title 06 0,40847304 0,40847304 100,00%
Title 08 Research and innovation
08 08 02
Horizon 2020 - Research 2,2 2,2 100,00 %
Total Title 08 2,2 2,2 100,00%
Title 11 Maritime affairs and fisheries
11 11 06
European Maritime and Fisheries Fund (EMFF) 0,003124 0,006868 219,85 %
Total Title 11 0,003124 0,006868 219,85%
Title 13 Regional and urban policy
13 13 03
European Regional Development Fund and other regional operations
0 0,67813115
13 04
Cohesion Fund (CF) 0 0,17751405
Total Title 13 0 0,8556452
Title 15 Education and culture
15 15 02
Erasmus+ 0,0055 0,0055 100,00 %
Total Title 15 0,0055 0,0055 100,00%
Title 16 Communication
16 16 01
Administrative expenditure of the 'Communication' policy area
52,01467854 38,21201105 73,46 %
16 03
Communication actions 69,71957007 69,66685015 99,92 %
Total Title 16 121,7342486 107,8788612 88,62%
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Title 17 Health and food safety
17 17 04
Food and feed safety, animal health, animal welfare and plant health
0,1 0,1 100,00 %
Total Title 17 0,1 0,1 100,00%
Title 18 Migration and home affairs
18 18 01
Administrative expenditure of the 'Migration and home affairs' policy area
0,4 0,4 100,00 %
Total Title 18 0,4 0,4 100,00%
Title 19 Foreign policy instruments
19 19 01
Administrative expenditure of the 'Foreign policy instruments' policy area
0,205 0,135091 65,90 %
Total Title 19 0,205 0,135091 65,90%
Title 21 International cooperation and development
21 21 08
Development and cooperation worldwide 0,02 0,006 30,00 %
Total Title 21 0,02 0,006 30,00%
Title 26 Commission's administration
26 26 01
Administrative expenditure of the 'Commission's administration' policy area
0,42712794 0,24198201 56,65 %
Total Title 26 0,42712794 0,24198201 56,65%
Title 32 Energy
32 32 01
Administrative expenditure in the 'Energy' policy area 0,265 0,125 47,17 %
32 03
Nuclear energy 0,02 0 0,00 %
Total Title 32 0,285 0,125 43,86%
Total of Directorate General for Communication 141,8233286 122,6632175 86,49 %
* Payment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous payment appropriations for the period (e.g. internal and external assigned revenue).
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TABLE 3 : BREAKDOWN OF COMMITMENTS TO BE SETTLED AT 31/12/2017 (in Mio €)
2017 Commitments to be settled Commitments to be
settled from
Total of commitments to be settled at end
Total of commitments to be settled at end
Chapter Commitments 2017 Payments 2017 RAL 2017 % to be settled financial years
previous to 2017 of financial year 2017 of financial year 2016
1 2 3=1-2 4=1-2/1 5 6=3+5 7
Title 02 : Internal market, industry, entrepreneurship and SMEs
02 02 01 Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0,16 0,00 0,16 100,00 % 0,00 0,16 0,18
02 02 Competitiveness of enterprises and small and medium-sized enterprises (COSME)
0,145341 0,00 0,145341 100,00 % 0,00 0,15 0,05
Total Title 02 0,305341 0,00 0,305341 100,00% 0 0,305341 0,225
Title 04 : Employment, social affairs and inclusion
04 04 02 European Social Fund 1,0065 0,00 1,0065 100,00 % 0,86 1,87 2,20
Total Title 04 1,0065 0,00 1,0065 100,00% 0,86215041 1,86865041 2,2
Title 05 : Agriculture and rural development
05 05 04 Rural development 0 0,00 0 0,00 % 0,00 0,00 2,60
05 08 Policy strategy and coordination of the 'Agriculture and rural development' policy area
8,48 3,09 5,39471883 63,62 % 0,00 5,39 3,14
Total Title 05 8,48 3,09 5,39471883 63,62% 0 5,39471883 5,73666444
Title 06 : Mobility and transport
06 06 02 European transport policy 0,54 0,00 0,54 100,00 % 0,29 0,83 0,75
Total Title 06 0,54 0,00 0,54 100,00% 0,2888622 0,8288622 0,75
Title 07 : Environment
07 07 02 Environmental policy at Union and international level
0,06 0,00 0,06 100,00 % 0,06 0,12 0,06
Total Title 07 0,06 0,00 0,06 100,00% 0,05625 0,11625 0,05625
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Title 08 : Research and innovation
08 08 02 Horizon 2020 - Research 2 0,00 2 100,00 % 0,00 2,00 2,20
Total Title 08 2 0,00 2 100,00% 0 2 2,2
Title 11 : Maritime affairs and fisheries
11 11 06 European Maritime and Fisheries Fund (EMFF)
0,14 0,00 0,14 100,00 % 0,00 0,14 0,01
Total Title 11 0,14 0,00 0,14 100,00% 0 0,14 0,006868
Title 13 : Regional and urban policy
13 13 03 European Regional Development Fund and other regional operations
4,67145 0,39 4,28002945 91,62 % 2,23 6,51 2,53
13 04 Cohesion Fund (CF) 2,00205 0,00 2,00205 100,00 % 0,09 2,09 0,27
Total Title 13 6,6735 0,39 6,28207945 94,13% 2,31503699 8,59711644 2,79669276
Title 15 : Education and culture
15 15 02 Erasmus+ 0,36 0,01 0,3545 98,47 % 0,40 0,75 0,40
15 04 Creative Europe 0,04 0,00 0,04 100,00 % 0,00 0,04 0,00
Total Title 15 0,4 0,01 0,3945 98,63% 0,4 0,7945 0,4
Title 16 : Communication
16 16 01 Administrative expenditure of the 'Communication' policy area
42,23746103 32,95 9,29029731 22,00 % 0,00 9,29 8,76
16 03 Communication actions 72,82889645 32,28 40,55053374 55,68 % 4,14 44,69 43,93
Total Title 16 115,0663575 65,23 49,84083105 43,31% 4,14151466 53,98234571 52,6885535
Title 17 : Health and food safety
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17 17 04 Food and feed safety, animal health, animal welfare and plant health
0,06 0,00 0,06 100,00 % 0,00 0,06 0,10
Total Title 17 0,06 0,00 0,06 100,00% 0 0,06 0,1
Title 18 : Migration and home affairs
18 18 01 Administrative expenditure of the 'Migration and home affairs' policy area
0 0,00 0 0,00 % 0,00 0,00 0,40
18 02 Internal security 0,16 0,00 0,16 100,00 % 0,00 0,16 0,00
18 03 Asylum and migration 0,42 0,00 0,42 100,00 % 0,00 0,42 0,00
Total Title 18 0,58 0,00 0,58 100,00% 0 0,58 0,4
Title 19 : Foreign policy instruments
19 19 01 Administrative expenditure of the 'Foreign policy instruments' policy area
0,08 0,01 0,069909 87,39 % 0,00 0,07 0,13
Total Title 19 0,08 0,01 0,069909 87,39% 0 0,069909 0,125
Title 21 : International cooperation and development
21 21 08 Development and cooperation worldwide 0,5 0,00 0,5 100,00 % 0,62 1,12 0,63
Total Title 21 0,5 0,00 0,5 100,00% 0,619 1,119 0,625
Title 22 : Neighbourhood and enlargement negotiations
22 22 02 Enlargement process and strategy 0,37999756 0,00 0,37999756 100,00 % 0,40 0,78 0,40
22 04 European Neighbourhood Instrument (ENI)
0,4 0,00 0,4 100,00 % 0,50 0,90 0,50
Total Title 22 0,77999756 0,00 0,77999756 100,00% 0,9 1,67999756 0,9
Title 26 : Commission's administration
26 26 01 Administrative expenditure of the 'Commission's administration' policy area
0,27431616 0,13 0,14075179 51,31 % 0,00 0,14 0,15
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Total Title 26 0,27431616 0,13 0,14075179 51,31% 0 0,14075179 0,14575569
Title 32 : Energy
32 32 01 Administrative expenditure in the 'Energy' policy area
0,14 0,00 0,14 100,00 % 0,00 0,14 0,13
32 03 Nuclear energy 0,02 0,00 0,02 100,00 % 0,00 0,02 0,00
Total Title 32 0,16 0,00 0,16 100,00% 0 0,16 0,125
Title 34 : Climate action
34 34 02 Climate action at Union and international level
0,02 0,00 0,02 100,00 % 0,02 0,04 0,02
Total Title 34 0,02 0,00 0,02 100,00% 0,01875 0,03875 0,01875
Total of Directorate General for
Communication 137,1260122 68,85 68,27462868 49,79 % 9,60156426 77,87619294 69,4995344
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TABLE 4 : BALANCE SHEET COMM
BALANCE SHEET 2017 2016
A.I. NON CURRENT ASSETS 30214904,82 32337957,58
A.I. NON CURRENT ASSETS A.I.1. Intangible Assets 2.222,23 5.602,32
A.I.2. Property, Plant and Equipment 30.212.682,59 32.332.355,26
A.I.6. Non-Cur Exch Receiv & Non-Ex Recoverab 0,00 0,00
A.II. CURRENT ASSETS 19063526,65 17793094,18
A.II. CURRENT ASSETS A.II.2. Current Pre-Financing 15.242.830,61 12.682.024,20
A.II.3. Curr Exch Receiv &Non-Ex Recoverables 3.777.911,88 5.044.657,99
A.II.6. Cash and Cash Equivalents 42.784,16 66.411,99
ASSETS 49278431,47 50131051,76
P.I. NON CURRENT LIABILITIES -14608288,83 -14608288,83
P.I. NON CURRENT LIABILITIES
P.I.3. Non-Current Financial Liabilities -14.608.288,83 -14.608.288,83
P.II. CURRENT LIABILITIES -1118496,61 -2895971,99
P.II. CURRENT LIABILITIES P.II.3. Current Financial Liabilities 0,00 -1.256.211,28
P.II.4. Current Payables -1.118.496,61 -1.639.760,71
P.II.5. Current Accrued Charges &Defrd Income 0,00 0,00
LIABILITIES -15726785,44 -17504260,82
NET ASSETS (ASSETS less LIABILITIES) 33551646,03 32.626.790,94
P.III.2. Accumulated Surplus/Deficit 519.310.162,67 437436359,2
Non-allocated central (surplus)/deficit* -552.861.808,70 -470063150,2
TOTAL 0,00 0,00
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
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TABLE 5 : STATEMENT OF FINANCIAL PERFORMANCE COMM
STATEMENT OF FINANCIAL PERFORMANCE 2017 2016
II.1 REVENUES -2049646,93 -1258153,37
II.1.1. NON-EXCHANGE REVENUES -2220,85 -172,75
II.1.1.5. RECOVERY OF EXPENSES -2.220,85 -172,75
II.1.2. EXCHANGE REVENUES -2047426,08 -1257980,62
II.1.2.1. FINANCIAL INCOME -5,19 -8,65
II.1.2.2. OTHER EXCHANGE REVENUE -2.047.420,89 -1.257.971,97
II.2. EXPENSES 115717596,6 83131956,83
II.2. EXPENSES 115717596,6 83131956,83
II.2.10.OTHER EXPENSES 33.101.976,11 34.947.807,57
II.2.2. EXP IMPLEM BY COMMISS&EX.AGENC. (DM) 79.654.037,51 45.653.770,71
II.2.5. EXP IMPLEM BY OTHER ENTITIES (IM) 36.782,97
II.2.6. STAFF AND PENSION COSTS 2.915.278,34 2.524.988,68
II.2.8. FINANCE COSTS 9.521,66 5.389,87
STATEMENT OF FINANCIAL PERFORMANCE 113.667.949,66 81.873.803,46
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate- General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
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TABLE 5bis : OFF BALANCE SHEET COMM
OFF BALANCE 2017 2016
OB.1. Contingent Assets 7986080,75 3662037,75
GR for pre-financing 7.986.080,75 3.662.037,75
OB.1.4. CA Other 0,00
OB.3. Other Significant Disclosures -66065235,37 -66065235,37
OB.3.2. Comm against app. not yet consumed 0,00 0,00
OB.3.5. Operating lease commitments -66.065.235,37 -66.065.235,37
OB.4. Balancing Accounts 58079154,62 62403197,62
OB.4. Balancing Accounts 58.079.154,62 62.403.197,62
OFF BALANCE 0,00 0,00
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
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TABLE 6: AVERAGE PAYMENT TIMES FOR 2017 - Directorate General for Communication
Legal Times
Maximum Payment
Time (Days)
Total Number of Payments
Nbr of Payments
within Time Limit
Percentage Average Payment Times
(Days) Nbr of Late Payments Percentage
Average Payment Times
(Days)
20 5 2 40,00 % 15 3 60,00 % 25,66666667
30 18492 17650 95,45 % 11,74628895 842 4,55 % 44,11876485
37 139 132 94,96 % 24,68181818 7 5,04 % 43,71428571
45 6 6 100,00 % 20,5
50 42 37 88,10 % 26,78378378 5 11,90 % 58,8
60 1737 1588 91,42 % 29,41246851 149 8,58 % 82,88590604
90 1 1 100,00 % 23
91 2 2 100,00 % 17
Total Number of Payments
20424 19418 95,07 % 1006 4,93 %
Average Net Payment Time
15,1127595 13,31177258 49,87574553
Average Gross Payment Time
15,92846651
14,09125554 51,39065606
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Suspensions
Average Report Approval Suspension Days
Average Payment
Suspension Days
Number of Suspende
d Payments
% of Total Number
Total Number of Payments
Amount of Suspended Payments
% of Total Amount
Total Paid Amount
0 29 567 2,78 % 20424 8.376.826,04 6,70 % 125.095.069,92
Late Interest paid in 2017
DG
GL Account
Description Amount (Eur)
COMM 65010000 Interest expense on late payment of charges 6,29
COMM 65010100 Interest on late payment of charges New FR 276,47
282,76
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TABLE 7 : SITUATION ON REVENUE AND INCOME IN 2017
Revenue and income recognized Revenue and income cashed from Outstanding
Chapter Current year RO Carried over RO Total Current Year RO Carried over RO Total balance
1 2 3=1+2 4 5 6=4+5 7=3-6
50 PROCEEDS FROM THE SALE OF MOVABLE AND IMMOVABLE PROPERTY
7510 0 7510 7510 0 7510 0
52 REVENUE FROM INVESTMENTS OR LOANS GRANTED, BANK AND OTHER INTEREST
5,19 0 5,19 5,19 0 5,19 0
57 OTHER CONTRIBUTIONS AND REFUNDS IN CONNECTION WITH THE ADMINISTRATIVE OPERATION OF THE INSTITUTION
4401856,69 85102,87 4486959,56 4357838,39 84535,99 4442374,38 44585,18
66 OTHER CONTRIBUTIONS AND REFUNDS 277252,03 272321,59 549573,62 277252,03 49719,51 326971,54 222602,08
Total of Directorate General for Communication 4686623,91 357424,46 5044048,37 4642605,61 134255,5 4776861,11 267187,26
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TABLE 8 : RECOVERY OF PAYMENTS (Number of Recovery Contexts and corresponding Transaction Amount)
INCOME BUDGET RECOVERY ORDERS
ISSUED IN 2017
Error Total undue
payments recovered
Total transactions in recovery context
(incl. non-qualified) % Qualified/Total RC
Year of Origin (commitment) Nbr RO Amount Nbr RO Amount Nbr RO Amount Nbr RO Amount
2014 1 8910
2015 17 67038,89
2016 463 630341,5
2017 1 468,67 1 468,67 521 2104160,54 0,19% 0,02%
No Link 12 1881341,04
Sub-Total 1 468,67 1 468,67 1014 4691791,97 0,10% 0,01%
EXPENSES BUDGET Error Irregularity OLAF Notified Total undue payments
recovered
Total transactions in recovery context
(incl. non-qualified)
% Qualified/Total RC
Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount
INCOME LINES IN INVOICES 6 25.595,36
NON ELIGIBLE IN COST CLAIMS 83 167.465,60
CREDIT NOTES 106 2252757,99 106 2252757,99 306 2.654.439,92 34,64% 84,87%
Sub-Total 106 2252757,99 106 2252757,99 395 2847500,88 26,84% 79,11%
GRAND TOTAL 107 2253226,66 107 2253226,66 1409 7539292,85 7,59% 29,89%
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TABLE 9: AGEING BALANCE OF RECOVERY ORDERS AT 12/31/2017 FOR COMM
Number at 1/1/2017 1
Number at 12/31/2017
Evolution Open Amount (Eur)
at 1/1/2017 1
Open Amount (Eur) at
12/31/2017 Evolution
2011 2 2 0,00 % 187.602,08 187.602,08 0,00 %
2012 1 1 0,00 % 17.500,00 17.500,00 0,00 %
2013 2 -100,00 % 23.114,39 -100,00 %
2014 1 1 0,00 % 566,88 566,88 0,00 %
2015 1 1 0,00 % 17.500,00 17.500,00 0,00 %
2016 18 -100,00 % 111.141,11 -100,00 %
2017 11 44.613,40
25 16 -36,00 % 357.424,46 267.782,36 -25,08 %
TABLE 10 : RECOVERY ORDER WAIVERS IN 2017 >= EUR 100.000
Waiver Central
Key Linked RO
Central Key
RO Accepted Amount
(Eur)
LE Account Group
Commission Decision
Comments
Total DG COMM N/A
Number of Recovery Order waivers N/A
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TABLE 11 : CENSUS OF NEGOTIATED PROCEDURES - Directorate General for Communication - 2017
Internal Procedures > € 60,000
Negotiated Procedure Legal base Number of Procedure
s Amount (€)
Art. 134.1(b) (Without prior publication) Work of art, technical reasons or protection of exclusive rights
7 664.408,10
Art. 134.1(c) (Without prior publication) Reasons of extreme urgency
1 105.108,66
Art. 134.1(e) (Without prior publication) New services or works consisting in the repetition of similar services or works
1 20.000.000,00
Total 9 20.769.516,76
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TABLE 12 : SUMMARY OF PROCEDURES OF Total of Directorate General for Communication EXCLUDING BUILDING CONTRACTS
Internal Procedures > € 60,000
Procedure Legal base Number of Procedures
Amount (€)
Exceptional Negotiated Procedure without publication of a contract notice (Art. 134 RAP)
9 20.769.516,76
Negotiated Procedure with at least five candidates below Directive thresholds (Art. 136a RAP)
38 3.857.010,3
Negotiated Procedure with at least one candidate below euro 15 000 (Art. 137.2 RAP)
1 73.353,5
Negotiated Procedure with at least three candidates below euro 60 000 (Art. 137.1 RAP)
1 12.430.921,0
Open Procedure (Art. 104(1) (a) FR) 12 105.368.877,8
Open Procedure (Art. 127.2 RAP) 6 1.102.840,31
Restricted Procedure (Art. 104(1) (b) FR) 6 2.746.946,6
Restricted Procedure (Art. 127.2 RAP) 1 1.244.037,15
Total 74 147593503,4
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TABLE 14 : CONTRACTS DECLARED SECRET
Legal base Contract Number Contractor Name Description Amount (€)
N/A N/A N/A N/A N/A
TABLE 13 : BUILDING CONTRACTS
Legal base Contract Number
Contractor Name Description Amount (€)
Art. 134.1(g) (Without prior publication) for building contracts
SI2.339227 GENERALI REAL ESTATE SPA*G.R.E.
PAR: LOYERS BUREAUX (GENERALI)
776.000,00
Art. 134.1(g) (Without prior publication) for building contracts
SI2.499139 OMNIUM INVEST SIA* RIG EU HOUSE RENT 2018 - OMNIUM INVEST SIA (EC - 66,72%; EP - 33,28%)
70.408,00
Art. 134.1(g) (Without prior publication) for building contracts
SI2.500360 GENERALI REAL ESTATE SPA*G.R.E.
PAR: LOYER BUREAUX 200.000,00
Art. 134.1(g) (Without prior publication) for building contracts
SI2.505119 OMNIUM INVEST SIA* RIG EU HOUSE UTILITIES 2018 - OMNIUM INVEST SIA (EC - 66,72%; EP - 33,28%)
6.955,04
Art. 134.1(g) (Without prior publication) for building contracts
SI2.505124 OMNIUM INVEST SIA* RIG EU HOUSE GUARDING 2018 - OMNIUM INVEST SIA (EC - 50%; EP - 50%)
15.997,60
Art. 134.1(h) (Without prior publication) for building contracts (after prospecting the local market)
SI2.337881 OMNIUM INVEST SIA* RIG OFFICE RENT 2017 (EC PART - 66,72%)
281.857,32
Art. 134.1(h) (Without prior publication) for building contracts (after prospecting the local market)
SI2.337882 OMNIUM INVEST SIA* RIG OFFICE RENT 2017 (EP PART - 33,28%)
140.590,68
7 1,491,808.64
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ANNEX 4: Materiality criteria
Materiality of the amount at risk is obtained by dividing the total of the net amounts at
risk, by the total value of payments made for a given activity-based budget (ABB)
activity and the administrative budget. The Commission threshold for materiality is below
2% for the relevant ABB-activity.
For Directorate-General for Communication, the materiality of residual weaknesses
identified (i.e. 'net' after mitigating and corrective measures have been taken) is
assessed on the basis of qualitative and / or quantitative criteria, in line with the
Standing Instructions for the preparation of the Annual Activity Report61.
The qualitative assessment includes an analysis of the causes and the types of errors
(including whether they are repetitive and/or systemic) to conclude on the nature,
context and/or scope of the weaknesses identified. This may refer to significant control
system weaknesses or critical issues reported by the Authorising Officers by Sub-
Delegation, the European Court of Auditors, the Internal Audit Service, the Directorate-
General for Budget and the European Anti-Fraud Office (OLAF).
The quantitative assessment aims at estimating any financial impact (‘amount at risk’)
resulting from the errors detected. In line with the standard materiality threshold
proposed by the Standing Instructions for the preparation of Annual Activity Reports, the
Directorate-General for Communication has set the materiality level for the
amount at risk resulting from the residual errors at 2% of payments made for
the relevant ABB activity.
This analysis is one of the building blocks of the assurance, thus supporting the five
statements included in the Declaration of Assurance in the Annual Activity Report:
True and fair view;
Resources used for the intended purpose;
Sound financial management;
Legality and regularity;
Non-omission of significant information.
Methodology used
The main objective of the controls performed by Directorate-General for Communication
each year is to ensure the legality and regularity of transactions, and the soundness of
financial management. For this purpose, Directorate-General for Communication has put
in place a control system based on ex-ante and ex-post controls. The results from the
sample-based controls are used to assess the residual risk of error linked to quantifiable
errors (financial impact) and non-quantifiable errors (administrative and procedural
errors).
The Directorate-General for Communication also takes into account the result of other
controls, if available, performed by the European Court of Auditors, the Internal Audit
Service, the Directorate-General for Budget and the European Anti-Fraud Office (OLAF).
61
Ares(2015)6007497 - 22/12/2015.
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The Directorate-General for Communication manages a register of exceptions and non-
compliance events as regards Internal Control Standard 8 where weaknesses spotted are
recorded. Mitigating actions are taken by the responsible Authorising Officers by Sub-
Delegation in order to correct the weaknesses in the control system and to avoid future
recurrence of those errors.
Control layers
Controls are performed at different stages of the financial transaction, from the
preparation of procurement and grant procedures to the final implementation of actions.
Control of procedures
All procurement and grant procedures, including those below EUR 60 000 and
EUR 135 000, respectively, are initially processed by the Operational Units and
Commission Representations concerned, which contact the COMM.D.3 for ad-hoc advice
as needed throughout the preparatory phase.
Ex-ante review is performed, prior to the launch of procedures, on all grants over
EUR 60 000 and all procurement procedures the Directive threshold, as well as reopening
of competition under framework contracts. Ex-ante review of procedures under this
threshold can also be performed if requested by the Responsible Authorising Officer. Ex-
ante review is carried out on Headquarters and Representations procedures alike.
Ex-ante control is performed before award on all grants over EUR 60 000 and all
procurement procedures the Directive threshold in Headquarters and in the
Representations.
Ex-post control of procedures is carried out on the spot in Headquarters and Commission
Representations on grants under EUR 60 000 and procurement procedures under the
Directive threshold.
Control of financial transactions
All financial transactions are checked ex-ante by a financial verifying agent before final
check and validation by the Responsible Authorising Officer. The financial verifying agent
checks are carried out by the financial unit COMM.D.3 for transactions initiated at
Headquarters level, and by financial agents in Representations for all transactions
initiated at Representation level.
Second-level verification is also carried out by COMM.D.3 on a sample of financial
transactions (commitments, payments and recovery orders) initiated by Representations,
using the MUS-DICE corporate system.62
Ex-post control is also carried out on the spot in Headquarters and Commission
Representations on a sample of financial transactions, based on a 3-year planning that
covers all 28 Representations.
62 In May 2012, revised centralised financial circuits were set up for Directorate-General for
Communication's Headquarters providing more opportunities for harmonisation and simplification while reducing the number of staff directly involved in the financial management process (Efficiency gains). Ex-post control on financial transactions of Headquarters started in 2013 in order to offset the supressed ex-ante control level 2 (MUS) on financial transactions carried out in Headquarters.
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Verification of internal control standards
Ex-post control checks compliance with Internal Control Standard 8 (processes and
procedures) in selected units and Representations each year. In addition, other
prioritised internal control standards, annually defined by senior management, are
checked and controlled in the Commission Representations and Units.
I. Qualitative criteria for defining significant weaknesses
The different parameters relevant in Directorate-General for Communication for
determining significant weaknesses are the following ones:
Significant control system weaknesses: significant control system weakness
detected during the period, in reports made by Authorising Officers by Sub-
delegation;
Significant shortcomings in internal control standards appearing in the yearly
survey on Internal control standards implementation by management;
Critical issues outlined by the European Court of Auditors, the Directorate-
General for Budget and the European Anti-Fraud Office (OLAF) and overall
opinion of the Internal Audit Service.
When assessing the significance of any weaknesses, the following factors are taken into
account:
nature and scope of the weakness;
duration of the weakness;
existence of compensatory measures (mitigating controls which reduce the impact of
the weakness);
existence of effective corrective actions to correct the weaknesses (action plans and
financial corrections) which have had a measurable impact.
Should a significant weakness be identified, the amount at risk is quantified as far as
possible.
In addition, weaknesses which have a significant reputational impact on Directorate-
General for Communication, or on the Commission, will be reported in the Internal
Control Standard 8 Register. External and internal audit reports and ex-post control
reports irrespective of the amount of damage to Directorate-General for Communication's
administrative and operational budget will also be taken into consideration when deciding
whether to issue a reservation on a reputational basis.
II. Quantitative criteria for defining reservations
To quantify the potential financial impact of errors detected, it is necessary:
STEP 1: To determine the residual error rate by
- Determining the percentage of error in the audited sample of the population;
- Determining the level of exposure across the entire population (by applying the
detected error rates to the whole value of the population deducting the amounts
corresponding to any corrective actions taken that have already effectively
reduced the exposure);
STEP 2: To determine the ‘amount at risk’ in the current financial year's
budget; taking into account the payments made;
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STEP 3: To determine the (financial) materiality, compared to the payments
made for a given ABB activity. This step is considered at ABB activity level.
1. GRANTS
For the management of grants, the assessment of the residual error rate and amount at
risk not detected by the supervision and ex-ante elements of the internal control system
is carried out through an analysis of the accumulated results of the ex-post audits.
1.1 STEP 1: Residual Error Rate
1.1.1. Adequacy of the audit scope
Auditable population (scope of the analysis) = value of all grants (i.e. final cost
claim) for which the cost claim was processed before 31 December of the reporting year
(= ‘closed’ grants).
Audited population = value of ‘closed’ grants audited and for which the audit report
was finalised before 31December of the reporting year.
The controls operated on these operations may result in the detection of compliance
errors or irregularities. These are to be classified in two categories for the purpose of
assessing their impact on the assurance:
Payment (amount) errors: i.e. cases where, eligible amount would have been
different. In this case, as long as it remains uncorrected, the difference in amount is
to be treated as an error with its consequences on the error rate;
Procedural (grant selection and award) errors are those which seriously impair
the application of the principles of ‘equal treatment and transparency’ and ‘award
proposal with the best quality in the light of the objectives and priorities set’, i.e.
cases where the grant beneficiary selected might have been different if the procedure
would have been correctly applied. In these cases, the size of the error is, by default,
set at 100 % of the transaction amount and included into the calculation of
Directorate-General for Communication's error rate. This is in line with approach of
European Court Of Auditors and is necessary to comply with the principle of
transparency and allow stakeholders to compare the Commission's error rate with the
one published by the European Court Of Auditors.
1.1.2. Raw results of the audits finalised
Detected error (amount) = For audited grants, total grant value as initially paid after
the ex-ante controls minus grant value as calculated after the ex-post control
Detected error rate (%) = Detected error divided by the grant value as initially paid
after the ex-ante controls
1.1.3. Determination of the residual error rate
Uncorrected detected errors (amount) = All detected errors pending recovery
Residual error rate in the audited population (%) = Uncorrected amount divided by
audited population
Residual error rate in the entire population = (uncorrected errors detected in the
audited population plus detected error rate multiplied by the non-audited population)
divided by entire population
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1.2. STEP 2: Financial exposure from errors in terms of ‘amount at risk’
Amount at risk =
(gross) 'amount at risk' = applying the (representative) detected error rate to the
(full) ‘value’ of the payments made (see above)
(net) 'amount at risk' = (gross) 'amount at risk' minus any errors that have been
corrected
Errors are reported:
For ex-ante control: after conclusion is reached with the service involved in the
affected operation or the exception event is registered in ARES;
For ex-post control: after the final report of control or non-compliance event are
registered in ARES;
Payment (amount) errors are considered as corrected when the corresponding
recovery order or compensation payment is introduced in the ABAC accounting
system.
2. PROCUREMENTS
2.1. STEP 1: Residual Error
Procurement-related errors can occur both in contracts awarded by the Commission and
in contracts awarded by grant beneficiaries who subsequently submit the expenditure for
reimbursement.
However, errors incurred by grant beneficiaries are covered under the sections related to
grants, whereas this section only covers the errors potentially occurring in contracts
awarded by Directorate-General for Communication.
The controls performed on these operations may result in the detection of compliance
errors or irregularities. These are to be classified in two categories for the purpose of
assessing their impact on the assurance:
Payment (amount) errors: i.e. cases where, the amount paid would have been
different. In this case, as long as it remains uncorrected, the difference in the amount
is to be treated as an error with its consequences on the error rate;
Procedural (contract selection and award) errors are those which seriously
impair the application of the principles of ‘open, fair, transparent competition’ and
‘award to the best qualified bidder’, i.e. cases where the contractor selected might
have been different if the procedure would have been correct. In these cases, the size
of the error is, by default, set at 100 % of the transaction amount and included into
the calculation of Directorate-General for Communication's error rate. This is in line
with the approach of the European Court Of Auditors and is necessary to comply with
the principle of transparency and allow stakeholders to compare the Commission's
error rate with the one published by the European Court Of Auditors.
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2.2 STEP 2: Financial exposure from errors in terms of cumulative ‘amount at
risk’
The financial exposure combines the value of the 2 types of errors:
Quantitative errors for payment (amount) errors: the amount at risk is the real
actual 'net'63 financial impact of the errors and its 'quantitative' materiality is
considered for a potential financial reservation.
Non-quantitative substantial errors for procedural matters (contract selection
and award criteria). Directorate-General for Communication applies the approach of
the European Court Of Auditors of determining 100% value of contracts with serious
infringements in the case(s) of:
- No tendering or restricted tendering for the main or supplementary contracts
(except where explicitly allowed by the legal framework);
- Inappropriate assessment of bids affecting the outcome of the tender;
- Substantial change of the contract scope;
- Splitting of contracts in order to bring projects below the thresholds although
they are related to the same economic objective(s).
Although the ‘error rate' from such procedural errors may be considered as up to
100 % (in full transparency and in line with the approach of the European Court Of
Auditors), Directorate-General for Communication applies the guidance of the
Directorate-General for Budget on the assessment of such errors when determining
the actual budgetary and/or reputational impact. Therefore, the Authorising Officer by
Delegation considers such errors being ‘systematic’ (e.g. repetitive for a given
Commission Representation; leading to a potential reputational reservation) or having
‘no actual financial impact’ on the EU-budget (e.g. maintaining the 100 % error rate).
Errors are reported:
For ex-ante control: after conclusion reached with the service involved in the
affected operation or exception event is registered in ARES;
For ex-post control: after final report of control or non-compliance event are
registered in ARES;
Payment (amount) errors are considered as corrected when the corresponding
recovery order or compensation payment is introduced in the ABAC accounting
system.
III. ABB-Materiality of the amount at risk
Materiality is assessed at the level of an Activity-based Budget (ABB) activity.
The materiality of the amount at risk is obtained by dividing the total of the ('net')
amounts at risk as defined following the methodology explained under this annex, by the
total value of payments made, for a given Activity-based Budget (ABB) Activity.
An average error rate higher than 2 % should lead to a reservation in the Annual Activity
63
Any correction actually made by the Commission should be deducted from the detected error.
comm_aar_2017_final Page 45 of 80
Report, but this would need, in any case, to be further analysed.
Therefore, in the event that the average error rate is higher than the 2% materiality
threshold at Activity-based Budget (ABB) level, the Directorate-General would assess the
details of each Activity-based Budget (ABB) activity separately in order to identify the
appropriate level within the Activity-based Budget (ABB) activity (e.g. programme etc.)
at which a reservation needs to be issued and corrective measures applied to remedy the
control weaknesses identified.
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ANNEX 5: Internal Control Templates for budget implementation
1. Procurement (direct management)
Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
Low or no competition due to inadequate definition of the tender requirements and specifications
Operational units initiate and verify all
procurement files. The centralised helpdesk function is provided to the operational units on the implementation of rules and procedures in accordance with the financial regulation and its rules of implementation. Ex ante review of public procurement files is provided by specialised central team. Review comprises the verification of files prior to the launch of procedures, applying relevant rules and regulations.
All procurement procedures and partial additional advice for some files depending on the needs of operational services. All procurement procedures over the Directive threshold.
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)
Number of questions replied Number and value of files reviewed
The most economically advantageous offer not being selected due to an inaccurate evaluation process.
Ex-ante control ensures compliance with rules and procedures throughout the tendering process, from publication until the final evaluation, before award. Missing documents and clarifications are requested. When necessary, recommendations to modify evaluation reports to ensure coherence between points and comments, as well as requests to correct calculation errors in the financial offers are transmitted to the by Authoring Officer by Sub-Delegation
All procurement procedures for new contracts over the Directive threshold.
Number and value of files checked (by ex-ante controllers)
The widest competition is not ensured due to use of wrong procurement procedure
Ex-post on-the-spot control performed by central capacity on a sample basis for low- and middle-value procurement procedures.
Control covers approximately 30% of Commission Representations and Units each year. Selection is based on risk assessment and on ad-hoc requests by senior management of Directorate-General for Communication.
Estimate of costs of staff involved in the activity and the cost of external services (if appropriate)
Number of procurement files controlled on the spot Detected error rate, financial impact, residual error rate
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1a) Financial transactions – Procurement
Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE
COSTS AND BENEFITS OF
CONTROLS
CONTROL INDICATORS PER YEAR
The products/services/works foreseen are not, totally or partially, provided and/or the amounts to be paid exceed the due amount. Financial transactions are not correctly registered in the accounting system (ABAC)
Verification of financial transactions in Headquarters and Representations. Headquarters: the central financial cell verifies financial transactions with strict segregation of duties between financial agents, using BUDG checklists and providing guidance and reports to operational units in order to streamline the processes. Financial transactions on administrative budget lines other than support of operational lines are verified by the initiating units according to the same standards. Representations:
Operational and financial verification is carried out by each Representation.
Second-level verification is carried out centrally by the financial unit in Headquarters.
All financial transactions All financial transactions A sample of financial transactions accounting for 3.5% of the total number and 21% of the value of all transactions in 2017
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)
Number and amount of operations verified, for reporting year. Number and amount of operations verified, for reporting year. Amount at risk and its materiality by budget line
1 b) Ex-post control - Procurement
Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN) THAT… MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE
COSTS AND BENEFITS OF
CONTROLS
CONTROL INDICATORS PER YEAR
The products/services/works foreseen have not, totally or partially, been provided according to the procurement requirements and/or the amounts paid exceed the due amount.
On the spot ex-post control by central unit: Final report finalised after contradictory procedure; Decentralised decision by AOSD on the financial effect of the controls.
Control performed on a risk-based sample and on ad hoc request by Representations and Units.
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)
Annual number of procurement files controlled on the spot. Detected error rate, residual error rate.
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2. Grants (direct management): programming, selecting and awarding
Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The eligibility, selection and award criteria are not adequate to ensure the successful evaluation of the proposals.
Operational units initiate and verify all files.
A centralised helpdesk function is provided to the operational units on the implementation of rules and procedures in accordance with the financial regulation and its rules of implementation. Ex ante review of call for proposals is provided by a specialised central team. The review comprises the verification of files prior to the launch of procedures, applying relevant rules and regulations.
All calls for proposals additional advice for some files depending on the needs of operational services. All low to high value grants
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)
Number of questions replied Number and value of files reviewed
The evaluation is not carried out in accordance with rules and procedures, and/or the eligibility, selection and award criteria defined in the annual work programme and subsequent call for proposals.
Ex-ante control ensures compliance with rules and procedures throughout the call process, from publication to evaluation, before award. Missing documents and clarifications are requested. Exclusion and selection criteria are documented. When necessary, recommendations to modify evaluation reports to ensure coherence between points and comments, as well as requests to correct calculation errors in financial sheets are sent to the AOSD.
All low to high value grants
Number and value of files checked (by ex-ante controllers) Time to inform and time to grant
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2a) Financial transactions – Grants
Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE,
FREQUENCY AND
DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The actions foreseen are not carried out by beneficiaries in accordance with the terms of the grant agreement and/or the amounts to be paid exceed the due amount. Financial transactions are not correctly registered in the accounting system (ABAC)
Verification of financial transactions in Headquarters and Representations. Headquarters: the central financial cell verifies financial transactions with strict segregation of duties between financial agents, using BUDG checklists and providing guidance and reports to operational units in order to streamline the processes. Financial transactions on administrative budget lines other than support of operational lines are verified by the initiating units according to the same standards. Representations:
Operational and financial verification is carried out by each Representation.
Second-level verification is carried out centrally by the financial unit in Headquarters.
All financial transactions All financial transactions A sample of financial transactions accounting for 3.5% of the total number and 21% of the value of all transactions in 2017
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)
Number and value of operations verified, for reporting year. Number and value of operations verified, for reporting year. Amount at risk and its materiality by budget line
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2 b) Ex-post control - Grants
Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The actions foreseen are not carried out by beneficiaries in accordance with the terms of the grant agreement. Non-eligible costs are paid to the beneficiary. The final amount of grant paid does not respect the principles of no-profit and no-cumulative award.
On the spot ex-post control by central unit. Final report finalised after contradictory procedure. Decentralised decision by AOSD on the financial effect of the controls (recovery orders, additional payments).
Control performed on a risk-based sample and on ad hoc request by Representations and Units.
Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate).
Annual number of grant beneficiaries controlled on the spot. Number and value of recovery orders issued in the year. Detected error rate, residual error rate.
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ANNEX 6: Implementation other bodies
Implementation through national or international public-sector bodies and bodies governed by private law with a public sector mission.
Not applicable for the Directorate-General for Communication.
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ANNEX 7: External Assistance Management Report of the Union Delegations
Not applicable for the Directorate-General for Communication.
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ANNEX 8: Decentralised agencies
Not applicable for the Directorate-General for Communication.
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ANNEX 9: Evaluations and other studies finalised or cancelled during the year No used in Annex 3 MP2017
Title Reason1 Scope 2 Type3 Associated
DGs Costs (EUR)
Comments4 Reference5
I. Evaluations finalised or cancelled in 2017
a. Evaluations finalised in 2017
b. Evaluations cancelled in 2017
II. Other studies finalised or cancelled in 2017
a. Other studies finalised in 2017
2 Monitoring and Evaluation of Citizens’ Dialogues
O
Development of a monitoring system and
of a reporting dashboard based on key indicators for Citizens' Dialogues. This project included a quantitative survey of
1000 participants and a qualitative observation of 5 Citizens' Dialogues.
C 19 862.5 ARES(2017)5216715
21 Monitoring of Europe Direct Information Centres
communication activities
O
Development of a tool based on indicators to measure the success of EDIC communication activities as a
preparation for a future evaluation.
C 20 000 ARES(2017)4173513
Monitoring system for local Share Europe Online projects
O Development of a monitoring system for local Share Europe Online projects
C 20 000 Ares(2017)3223129
b. Other studies cancelled in 2017
8 Eurobarometer assessment O Review of EU public opinion system E 250 000 Study postponed to 2018 due to human resources
constraints 1 Reason why the evaluation/other study was carried out, please align with Annex 3 of the MP 2016. The individual symbols used have the following meaning: L - legal act, LMFF - legal
base of MFF instrument,
FR - financial regulation, REFIT, REFIT/L, CWP - 'evaluate first', O - other (please specify in Comments) 2 specify what programme/regulatory measure/initiative/policy area etc. has been covered 3FC – fitness check, E – expenditure programme/measure, R – regulatory measure (not recognised as a FC), C – communication activity, I – internal Commission activity, O – other
– please specify in the Comments 4Allows to provide any comments related to the item (in particular changes compared to the planning). When relevant, the reasons for cancelling evaluations/ other studies also needs to
be explained in this column. 5 For evaluations the references should be 1) number of its Evaluation Staff Working Document and number of the SWD's executive summary; 2) link to the supportive study of the SWD in
EU bookshop.
For other studies the references should be the link to EU bookshop or other reference where the ‘other study’ is published via different point.
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ANNEX 10: Specific annexes related to ‘Financial Management’
Table 1: Ex ante second level control of financial transactions in the Representations
value of errors value of checked
transactions
total value of transactions
% of value
checked
payment (amount)
errors
procedural (exclusion, selection,
award) errors
detected error rate
corrections made
(of payment
and procedural errors)
residual error rate
16.01 Administrative expenditure of the Communication - policy area 12,732,725 48,480,154 26%
0
28,000 0.2% 28,000 0.0%
16.03 Fostering European Citizenship 11,488,172 70,137,636 16%
0 158,546 1.4% 158,546 0.0%
Others BL, RO, VAT and liaison accounts 580,112 1,797,353 32% 0 0 0.0% 0 0.0%
total 24,801,009 120,415,143 21% 0 186,546 0.8% 186,546 0.0%
frequency of errors number of checked
transactions
total number of transactions
% of number checked
payment (amount)
errors
procedural (exclusion, selection,
award) errors
frequency of error
16.01 Administrative expenditure of the Communication - policy area 204 11,448 1.8% 0 1 0.5%
16.03 Fostering European Citizenship 590 14,054 4.2% 0 2 0.3%
Others BL, RO, VAT and liaison accounts 98 122 80.3% 0 0.0%
total 892 25,624 3.5% 0 3 0.3%
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Table 2: Ex post control of financial transactions in the Representations and Headquarters
value of errors value of checked
transactions
payment (amount)
errors
procedural (exclusion, selection,
award) errors
detected error rate
corrections made (of payment
and procedural
errors)
residual error rate
16.01 Administrative expenditure of the Communication - policy area 5,885,610 0 36,708 0.6% 0 0.6%
16.03 Fostering European Citizenship 12,968,935 0 45,816 0.4% 0 0.4%
Others BL, RO, VAT and liaison accounts 22,052,394 0 32,393 0.1% 0 0.1%
total 40,906,939 0 114,917 0.3% 0 0.3%
Table 3: Best conservative error rate estimate for spending areas with no error detected
for all grants with eligible costs or based on lump sums the best estimation is detected error rate in this kind of grants found in 2014 (Mazar's audit)
1.2%
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Table 4: Calculation of amount at risk following residual error rate
Value of non-corrected errors
+ Value of non-
checked transactions
* Detected Error Rate = Amount at risk
Total value of payments made procurement grant total
16.01 Administrative expenditure of the Communication - policy area 38,212,011 0 38,212,011
16.03 Fostering European Citizenship 57,534,410 12,132,440 69,666,850
other BL 14,351,042 433,315 14,784,356
total 110,097,463 12,565,755 122,663,218
Amount at risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 294,353 n.a. 294,353
16.03 Fostering European Citizenship 838,730 133,797 972,526
other BL 21,081 4,715 25,796
total 1,154,163 138,512 1,292,675
Materiality of the amount at risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 0.8% n.a. 0.8%
16.03 Fostering European Citizenship 1.5% 1.1% 1.4%
other BL 0.1% 1.1% 0.2%
weighted average error rate 1.0% 1.1% 1.1%
Recoveries 2017 (%) Source: Directorate-General for Communication (Abac recovery context) 0.11%
Expected recoveries and corrections related to the payments made 134 930
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Table 5 - Estimated overall amount at risk at closure
DG COMM Payments made Minus new
prefinancing Plus cleared prefinancing
Relevant expenditure
Average Error Rate (weighted AER; %)
Estimated overall amount at risk at
relevant expenditure
(€)
Average Recoveries and Corrections
(adjusted ARC; %)
Estimated future corrections
(€)
Estimated overall amount at risk at
closure (€)
1 2 3 4 5 = 2-3+4 6 7 = 5*6 8 9 = 5*8 10 = 7-9
Total 122 663 218 11 958 125 9 291 ,437 119 996 529 1.1 % 1 264 572 0.1 % 129 487 1 135 086
comm_aar_2017_final Page 60 of 80
ANNEX 11: Specific annexes related to ‘Assessment of the effectiveness of the internal control systems’
Not applicable for Directorate-General for Communication. (See chapter 2.1 Financial management and internal control).
comm_aar_2017_final Page 61 of 80
ANNEX 12: Performance tables
Commission general objective for central services
To help achieve the overall political objectives, the Commission will effectively and
efficiently manage and safeguard assets and resources, and attract and develop the best talents.
Overarching objective for communication domain
Citizens perceive that the EU is working to improve their lives and engage with the EU.
They feel that their concerns are taken into consideration in European decision making process and they know about their rights in the EU.
comm_aar_2017_final Page 62 of 80
DG COMM's overarching objective (shared with all DG's Communication Units) is
‘Citizens perceive that the EU is working to improve their lives and engage with
the EU. They feel that their concerns are taken into consideration in European
decision making process and they know about their rights in the EU’.
The impact indicator DG COMM uses to measure this objective is ‘Percentage of
EU citizens having a positive image of the EU’.
Definition: Eurobarometer measures the state of public opinion in the EU Member States.
This global indicator is influenced by many factors and externalities, including the work of
other EU institutions and national governments, as well as political and economic factors,
it does not only reflect the communication actions of the Commission. However, it is
relevant as a proxy for the overall perception EU citizens have of the EU.
Baseline 2015
Interim
Milestone
2017
Target
2020
Latest
known
results
Status as of November 2015 Total ‘Positive’: 37 %
Neutral: 38 % Total ‘Negative’: 23 %
Source of the data: Eurobarometer – EB84
To
contribute to
improving and
maintaining a positive
image of the EU in
the media
and among citizens.
32 %
Positive
image of the
EU ≥ 50 %
40 %64
64
Source: Standard Eurobarometer 88 - November 2017.
Q In general, does the EU conjure up for you a very positive, fairly positive, neutral, fairly negative or very negative image?
(% - EU)
37
38
23
20%
10%
20%
30%
40%
50%
60%
70%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
TOTAL 'POSITIVE'
EURO AREA 35
NON-EURO AREA 42
NEUTRAL
EURO AREA 39
NON-EURO AREA 36
TOTAL 'NEGATIVE'
EURO AREA 24
NON-EURO AREA 20
DON'T KNOW
comm_aar_2017_final Page 63 of 80
DIRECTORATE-GENERAL FOR COMMUNICATION AS EXECUTIVE SERVICE
Specific objective 1- Executive Service: College, Cabinets and services use political
reports and analysis, Eurobarometer results, media analysis products and
stakeholders and citizens’ feedback for decision making on communication
purposes
Result indicator 1: Satisfaction rate regarding Commissioners missions in Member
States
Source of data: On-line sample survey - Survey to be conducted with 2-3 Vice-Presidents
in 2016, 2018 and 2020
Baseline
2016 Interim Milestone 2018 Target 2020 Latest known results
Not applicable 70 % at least ‘good’ 80 % at least ‘good’ 60 % (31/12/2016)
Not applicable for 201765
Result indicator 2: Users satisfaction concerning REPs political reporting and
country profiles
Source of data: On-line survey - Survey to be conducted in 2016, 2018 and 2020
Baseline
2016 Interim Milestone 2018 Target 2020 Latest known results
Not applicable 70 % at least ‘good’ 80 % at least ‘good’
70 % at least ‘good’
(31/12/2016)
Not applicable for 201766
Result indicator 3: Satisfaction rate concerning Eurobarometer products
In the Eurobarometer programming for 2015 (Ares(2014)3269492 of 3/10/14), an executive
summary for the Cabinet concerned is an obligation. The survey among Cabinets aims to
assess whether the instrument is being well used and further improve the programming for
2016 and beyond.
• Overall rate of satisfaction
Source of data: COMM.A.3 survey - Survey conducted annually in the programming
exercise each Autumn
Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results
31/12/2017
Not applicable 70 % 75 % Not applicable67
Result indicator 4: Satisfaction rate concerning media monitoring products
Source of data: Internal COMM.A.3 - Survey to be conducted in January 2016, at the end
of 2017 and in 2020
Baseline
2016 Interim Milestone 2017 Target 2020
Latest known results
31/12/2017
Not applicable 70 % 75 % overall
satisfaction 80 %68
65 Next survey in 2018. 66 In 31/12/2016, the overall satisfaction level with all the political reporting products is relatively high.
The quality improvements introduced since 2014 have brought their fruit. Next survey to be scheduled in 2018. 67 A satisfaction survey was foreseen to take place in the context of an evaluation of Eurobarometer.
This evaluation having been postponed mainly for organisational reasons, a first pilot satisfaction survey on 2017 projects will be carried out in 2018 on 2017 projects. 68 Satisfaction survey conducted by COMM.A.3 in 2017. The increase is a result of the efforts done by the
unit to advertise and provide assistance to the users of the media monitoring products and services managed by COMM.
comm_aar_2017_final Page 64 of 80
Main expenditure outputs in 2017:
Description Indicator Target
2017
Latest known
results
(31/12/2017)
Activities related to
Commissioners' visits and
roadshows in Member
States
Number of Commissioners'
activities in Members States on
Commission's priorities
(Events&Actions database)69
1 500 1 492
Representations political
reporters and ESOs70
produce a variety of
political and economic
reports and analysis
Country profiles: number of
hits/downloads71
Not yet
available 4 500
Political reports 500 35272
Weekly summaries of political
reports 48 50
Horizontal reports 35 4473
Weekly reports to the president 48 49
Management of
audiovisual technical
facilities74
Number of audio-visual products
provided to the College
(messages, interviews,
statements, clips, Google
hangouts)
650 738
Number of hours provided in
Electronic News gathering (TV Crews)
3 500 3 921
Number of hours of shooting in
COMM studios/VIP corner/press
room
4 500 4 014
Number of hours in video editing 8 000 8 863
A programme of 30 opinion poll surveys
(Eurobarometer)75
Percentage of programmed
opinion polls implemented 80 % 48 %76
Production of media
monitoring and other media analysis products
(365 days/year)
Number of days when the media
monitoring and analysis service was ensured
365 365
69 Political consultations and meetings, press conferences, interviews, articles, lectures, presentations,
participation in debates. 70
ESO – European Semester Officer. 71
2016 should serve as the reference year for determining realistic figures for the use of Country profiles
in the Commission as the whole system of Political Reporting is being upgraded. 72
Stand-alone political reports are generated when events justify and the information has not been
communicated elsewhere. Reduced production in 2017 is explained by the increased production in horizontal report and the qualitative improvement (time-investment) in the weekly reports to the President. The data does not capture all political reporting: breaking political news such as election results, or highly confidential news (rule of law) is communicated by email and thus not the subject of a stand-alone political report. 73 See previous footnote. 74
Audio-Visual studios of the Commission (2 TV studios-1 radio studio). 75
Each opinion poll should produce an output in the form of a political memo to the Cabinet(s). 76
Part of the Eurobarometer programme is implemented in the following year because individual
Eurobarometer surveys may only be finalised in the first months of the following (including delays in validating reports after fieldwork has been carried out).
comm_aar_2017_final Page 65 of 80
DIRECTORATE-GENERAL FOR COMMUNICATION AS CORPORATE SERVICE
Coherent web presence
Specific objective 2.1 - Corporate Service 1: Building a coherent web presence on
the European Commission, by implementing the Digital Transformation project by
2017
Result indicator 1: Transition rate of the thematic structure (15 themes)
Digital Transformation project builds on the political priorities of the Commission and aims at
creating a coherent, relevant and cost-effective online presence of the entire Commission. The
content on the new web presence is organised thematically (15 themes). The concept as
described in the Strategic Plan 2016 – 2020 was modified by a decision of the Corporate
Communication Steering Committee77. It changed the strategy for Europa so that each theme
would be built up to at least the first three levels of the information architecture and assign
existing websites to each one. The result below reflects this change.
Source of data: COMM.A.5
Baseline 2015 Interim Milestone 2016 Target 2017
Latest known
results
(31/12/2017)
Commission's new
thematic web presence
4 classes ready 100 %
3 classes ready 50 % 100 % 100 %
Main expenditure outputs in 2017:
Description Indicator Target 2017
Latest known
results
(31/12/2017)
15 themes
Qualitative
performance
of the EUROPA websites78
By theme79:
Law: 40 % Funding, tenders and Research and
innovation: 40 % Strategy: 55 %;
News, publications, events: 55 %
33 %
42 % 47 %80
58 %
77 Ares(2017)643800 – 06/02/2017 and see also next footnote. 78 Based on a user-centred metric, which shows the user success rate in finding information. 79
2016 Baseline by theme: Law: 32 %, Funding, tenders and Research and innovation: 28 %, Strategy:
52 %; News, publications, events: 43 %. (The baselines have been corrected from their values in the
2017 Management Plan which were incorrect due to a clerical error). 80
The Law and Strategy themes did not reach their targets. Their performance was lower than expected
for several reasons. For example, users have difficulties finding their way from the Commission
homepage to the relevant theme and so are unable to find what they are looking for. Also, the main thematic pages were only improved and published at the end of 2017 after their performance was evaluated. The performance tests help identify these kinds of issues that then feeds into subsequent website improvements.
comm_aar_2017_final Page 66 of 80
Public awareness
Specific objective 2.2 - Corporate Service 2: Citizens are aware of Commission’s 10
political priorities, in particular delivery on ‘jobs, growth and investment’ as the
overarching priority
This means measuring the performance of the communication actions funded from co-
delegated budgets against their respective Key Performance Indicators (KPIs).
Phase 1 - Stakeholders: EUR 3.2M81 - KPI = ‘reach’ Phase 2 – Broader Communication EUR 21.25M82 - KPIs = ‘reach’ and ‘recall’.
Result indicator 1: Cumulative number of people having been able to recall the
messages of corporate actions 2016 - 2020
‘Recall’ (i.e. public awareness of success stories/projects promoted through the actions) is the
additional key performance indicator for the broader communication phase under Decision
C(2015)7346 of 27/10/2015.
Source of data: This will be monitored on an ongoing basis both via internal Eurobarometer
surveys/focus groups in the Member States concerned and external independent
monitoring/evaluation.
Baseline 2016 Interim Milestone
2017 Target 2020
Latest known results
(31/12/2017)
Not applicable
30 % of those reached
by the campaign recall
its content83
Between 30 %-
40 % of those
reached by the
campaign recall its
content
31 % of those reached recall
its materials
Main expenditure outputs in 2017:
Description Indicator Target 2017
Latest known
results
(31/12/2017)
Implementation of corporate
communication action 2017/2018
Execution of budget
delegated to DG
COMM (depending on timing of the
campaign)84
EUR 21.72 mio (committed and
contracted in 2017) 100 %
81
EUR 3.2 million were co-delegated by DGs in 2015 (based on Decision SEC(2013)486). The Project
Team is responsible for pulling together the overall effort on the Investment Plan. COMM.A.1 is responsible for the EUR 2 981 167 stakeholder action. 82 EUR 21.25 million should be co-delegated in 2016, based on Decision C(2015)7346. The Project Team
is responsible for pulling together the overall effort on the Investment Plan. COMM.A.1 may be responsible for a centrally procured action. 83
These figures depend on the outcome of contract negotiations. 84
Subject to budget being made available on time by the contributing Directorates-General.
comm_aar_2017_final Page 67 of 80
a) Continuation of the Phase 2
(Citizens) of the 2016 campaign on the Investment Plan and other
Jobs and Growth initiatives: EUR 21.25M85
EU delivers
Number of contacts
made during the campaign86
10 000 000 133 000 00087
b) Campaign(s) initiated in 2017
on political priorities
Number of people able to recall the
campaign88
1 000 000
31 %89 of the
people reached
by the
campaign
InvestEU90 (These results are
only available for
the campaign
Invest EU)
Commission's communication networks
Specific objective 2.3 - Corporate Service 3: Via the Corporate Communication
Steering Committee (CCSC) and the Communication Network (CN) DGs exchange
best practices, receive assistance on technical issues of communication tools and
services and they align their sectorial communication strategies/plans to the
corporate messaging
Result indicator: Percentage of satisfaction of the Steering Committee and
Communication Network members
Source of data: COMM.A.1 Survey - Survey to be conducted annually as part of the
Communication Network overview each Spring.91
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
(31/12/2017)
Not applicable 70 % 80 % Not available92
Main expenditure outputs in 2017:
Description Indicator Target 2017 Latest known results
(31/12/2017)
Coordination of
Commission's communication
networks
Number of Corporate
Communication Steering Committee Meetings
organised.
3 3
85
a) EUR 21.25 million were co-delegated in 2016, based on Decision C(2015)7346. The Project Team
was responsible for pulling together the overall effort on the Investment Plan and other Jobs and growth initiatives. COMM.A.1 was responsible for a centrally procured action. b) EUR 21.72 million should be co-delegated in 2017, based on Decision C(2016)6838. Unit COMM.A.1 may be responsible for centrally procured actions. 86
Aggregate figure of web visits, video views, impressions etc. 87
Target was set in the early concept phase of the campaign. The scope and nature of the campaign
have evolved significantly, hence significantly higher reach has been achieved. 88
Measured by quantitative surveys. 89
Initial target figure was a percentage of reach expressed in numerical terms at the early concept
phase of the campaign. The percentage relates to campaign recall as measured through a survey. 90
People can recall the title, the message or a visual. 91
A survey has not been conducted in 2017, because the governance structure of the communication
domain has been revamped in Spring 2017. 92
Data not available for 2017. As of 2018 satisfaction levels will be evaluated through feedback
mechanisms in the context of the domain leaders evaluation exercise conducted by DGs COMM and HR.
comm_aar_2017_final Page 68 of 80
Number of Communication
Network (CN) Meetings organised
11 (one per month
except August)
11
Number of Audiovisual (AV) Correspondent Network
meetings organised
4 3
Number of Communication Network (CN) Masterclasses
organised
3 593
Number of consultations
provided to other DGs 50094 477
Number of Graphic Designers'
Network meetings organised 2 2
Streamlining of communication framework contracts
Specific objective 2.4 - Corporate Service 4: More consistency, efficiency gains and
savings across the Commission's communication activities
Result indicator: Percentage of Communication budget used for the 10 political
priorities
Source of data: COMM.A.1 based on share Point and Management Plans of line-DGs
Baseline
(2015 AARs) Interim Milestone 2017 Target 2020
Latest known
results
(31/12/2017)
Not applicable 50 % 75 % Not available95
Main expenditure outputs in 2017:
Description Indicator Target 2017
Latest known
results
(31/12/2017)
Centralisation of
communication
related Framework-
Contracts
Less duplication of
communication-related
Framework-Contracts in the
Commission's services
Three to five
dedicated
communication
framework
contracts
596
Number of Framework
contracts focusing on the
communication of the 10
Commission political
priorities centralised by DG
COMM
Diminishing the
number of
communication
framework
contracts managed
by DG to 45 or less.
35
(i.e. reduction of 10
FWC)
93 4 organised by Unit COMM.A.1, 1 by Unit COMM.D.1. 94
The target has been revised up from 110 compared to the 2016 Management Plan because each
European Investment Project is subject to an inter-service consultation. 95
Two important Commission Decisions (C(2015)7346 and C(2016)6838) set the frame for corporate
communication actions and the frame for budgetary contributions from a majority of line DGs. This is a major step towards ensuring consistency, efficiency gains and savings across the Commission's communication activities, which will be continued in the coming years. 96
Communication framework contracts managed corporately by DG COMM.
comm_aar_2017_final Page 69 of 80
Level of assistance to line
DGs and project
management for individual
actions undertaken by
Commission services in
order to increase alignment
with the 10 political
priorities
Project
management for 20
collaborative
actions97
2598
DIRECTORATE-GENERAL FOR COMMUNICATION AS COMMUNICATION SERVICE
Targeted media coverage
Specific objective 3.1.- Communication Service 1: Commission receives targeted
media coverage through relevant publications and continuous engagement with
media
Result indicator 1: Tonality of media coverage towards the European Commission in
media for main EU media sources
Source of data: COMM.A.3 data
Baseline 2016 Interim Milestone
2017 Target 2020
Latest known
results
31/12/2017
Not applicable99
6.5 % of negative
tonality in the period
January-March 2017
< 5 % of
negative tonality
4.3 % of negative
tonality in the
analysed media items
for 2017
Main expenditure outputs in 2017:
Description Indicator Target 2017
Latest known
results
31/12/2017
Increased relevance of
press material
produced by SPP
Percentage of the top
100 press releases
consulted in English
with more than 10 000
online views
65% of top 100
press releases
attain more
than 10 000
views
17 %100
97
As examples: ECHO campaign on Refugees, JUST campaign on awareness raising on violence against
women, GROW conferences, including 'Enterprise days', JUST online awareness raising campaign related to product safety and the Corporate Campaign. 98
DG COMM aims at closely coordinating 25 high collaborative budget actions (such as campaigns) and /
or actions with a very strong connection to the EU political priorities in partnership with other DGs, higher than the 20 foreseen. 99 To be defined by end 2016. 100
As communicated to the Secretariat-General in April 2017, the statistical tool used by the Commission
to track the online traffic has now changed and provides more accurate data. As the Europa unit (COMM. A.5) implemented changes in its indicators for the EUROPA websites, it makes a lot of sense to align ours
as well. This indicator is indeed no longer in line with the reality of SPP's work. SPP services have therefore propose to replace for the future the current indicator ‘Percentage of the top 100 press releases consulted in English (EN) with more than 10 000 online views’ with ‘Number of online views of all press releases’.
comm_aar_2017_final Page 70 of 80
Political presence
triggering media
interest in the
Commission ‘midday’
press conference is
ensured by SPP
Frequency of
appearance of the
President, Vice-
Presidents and
Commissioners in the
press-room
Minimum
appearance of
two members
of the College
per week
On average
appearance of three
members of the
College in the Press
room during 2017
Press activities of the
Representations
Number of press events organised by
Representations
300 press
conferences
120 journalist
visits
433 press
conferences101
177 journalist visits
Number of participants in press events
organised by Representations
(Events&Actions database)
Press
conferences:
6 000
Journalist
training and
visits:
1 500
Press conferences:
6 068
Journalist training and
visits:
2 633102
Audio-visual
productions and multimedia projects
Number of Corporate
Video productions 70 48103
Number of items
downloaded (Audio/Video/Photos)
130 000 112 326104
Europe by Satellite (EbS) News coverage
Number of EbS video
items, photo reports and audio files produced
39 200 47 154105
Number of TV Uptakes from EbS ( in minutes)
70 000 70 630
Number of hours
transmitted by EbS 5 000 2 397106
Number of unique visits
to Audiovisual Portal 850 000 683 891107
Conservation and
availability to the public of audio-visual material
(audio, video and photo) via Media
library
Number of archived
audio, video and photo 41 000 52 078108
Number of archived video versions other
DGs (Central deposit) 500 1 344109
101
The augmentation is explained by the increased interest in Commission activities. 102
The augmentation is explained by the increased interest in Commission activities. 103
Exceptionally high output on corporate video production in 2017 related to the more than 140
testimonials produced in the framework of the 60th Anniversary of the Rome Treaty. 104 The audiovisual services have refocused on the 10 priorities of President Juncker, thus the number of
audiovisual productions has gone down. The aim is to go for fewer, but of higher quality – each of them
therefore requiring more production time. 105 The increase is due to normal fluctuations in news production depending on the interest of the items
covered: e.g. the political needs to demonstrate/communicate more on various political topics, as well as the 10 priorities of President Juncker and to further use EBS, photos. 106 The audiovisual services have refocused on the 10 priorities of President Juncker, thus the number of
audiovisual transmissions has gone down. The aim is to go for fewer, but of higher quality – each of them therefore requiring more production time. 107 See previous footnote. 108 The increase is due to the changed archiving procedure. 109 The increase is due to approximately 800 files from an old APCAV contract being archived in 2017.
comm_aar_2017_final Page 71 of 80
Better informed citizens
Specific objective 3.2. - Communication Service 2: Citizens are better informed
about the EU, in particular about the Commission's political priorities and their
rights
Result indicator 1: Visitors confirm their increase of knowledge of the Commission
and its 10 political priorities
Source of data: COMM.C.4 Survey of the visitors one year after the visit
Baseline 2015 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
80 % 85 % 90 % 93 %110
Result indicator 2: Percentage of users satisfied with the answers received from the
Europe Direct Contact Centres (EDCC)
Source of data: Based on the results of an on-going satisfaction survey among EDCC users
Baseline 2014 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
87 % 90 % 95 % 87 %
Result indicator 3: Percentage of users satisfied with the Europe Direct Information
Centres (EDIC) service
Source of data: Based on the results of an on-going satisfaction survey among EDICs users
Baseline 2015 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
87 % 90 % 95 % 98 %111
Result indicator 4: Participants in Europe Direct Information Centres (EDICs)
events agree that they are better informed on the EU
Source of data: Based on the results of an on-going satisfaction survey among EDICs users
Baseline 2016 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
Not applicable 75 % 80 % 99 %112
110 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed
in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and
were subsequently overtaken by a more positive reality. 111 The data was generated from a standing online user satisfaction survey running between 1 January
2017 and 31 December 2017. The reason for the high satisfaction rate could be that, in 2017, was the last year of this 5 years-second generation of EDICs and EDIC staff had benefited for 5 years from
training, knowledge sharing and exchange of best practice coupled with intensified ground work. Throughout these years EDIC staff had acquired the skills and competences needed to refine their communication and build more lasting relationships with their target groups which in turn may account for the high satisfaction rate. Also, the work performed in the framework of the EDICs mid-term evaluation report confirms that EDIC users consider EDICs to be experts, highly responsive and able to provide reliable information in a clear and accessible manner. 112 See previous footnote.
comm_aar_2017_final Page 72 of 80
Result indicator 5: Percentage of participants at Representations events who
declare that the event improved their understanding of the EU or one of its 10
political priorities
Source of data: Participants survey - Survey to be conducted after each conference,
seminar, workshop, citizens dialogue as well as after events organised with educational
establishments. Reported in the Events and Actions database (DIR COMM.B)
Baseline 2016 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
Not applicable 70 % 75 % 75 %113
Result indicator 6: Number of unique visitors to the EUROPA websites
(interinstitutional and Commission domains including the Representations' and
RAPID websites)
Definition: This indicator shows how many uniquely identified clients view pages within the
defined time period. (The same person visiting from two different computers or browsers will
be therefore counted as two Unique Visitors). The unique visitors are a sum of all the unique
visitors per month per EC-managed website tracked by Europa Analytics.
Source of data: Europa Analytics (corporate data collection tool based on Piwik reporting for
the first time)
Baseline 2014 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
258 298 695 300 000 000+ 350 000 000+ 140 053 076114
Result indicator 7: Engagement rate on social media
In the context of this Strategic Plan engagement is the social media activity sparked by the
European Commission. It indicates how much the content and messages spread by the
Commission resonate with the audience. Engaging content reaches a wider audience beyond
the usual followers. It is promoted with a higher visibility on social media channels and
makes a longer lasting impact on the audience.
The Engagement Rate is calculated by the sum of engagements115 received from the audience
on a specific channel divided by the number of profile's posting activities within 365 days
preceding the benchmark date. 116
Source of data: Socialbakers (corporate tool managed by COMM.A.5)
113 Survey conducted after each conference, seminar, workshop, citizens' dialogue as well as after
events organised with educational establishments. Reported in the Events and Actions database (DIR COMM.B). 114 Website reported data: As of 2017, data comes from a new web analytics tool based on the open-
source platform Piwik. It provides more accurate reporting than the previous, older tool (SAS Analytics) and this is reflected in this year's reported data for all Europa websites. On average, the new corporate analytics tool records 60% less unique visitors and visits than the previous one. This is due mainly to
document downloads and internal site searches being recorded as separate indicators in the tool (e.g. as 'downloads' and 'site searches'). See IPG: http://ec.europa.eu/ipg/services/analytics/faq_en.htm#section_3_5. 115
The number of engagements means engagements on social media posts created by the European
Commission: retweets, tweets, replies to tweets, likes and comments on Facebook as well as other channels like Instagram, Google+ or YouTube. 116 Due to the change from the Engagor tool to the current social monitoring suite, DG COMM had to
adapt the definition as: ‘The Engagement Rate is calculated by the sum of engagements received on a specific channel divided by the number of followers a page had at the time of the post, and multiplied by 1000, within 365 days preceding the benchmark date’. This method is more accurate and easier to read than the figures produced by the Engagor tool.
comm_aar_2017_final Page 73 of 80
Baseline 2014 Interim Milestone 2017 Target
2020117
Latest known results
31/12/2017
Twitter: 0.16
Facebook: 1.17
Google+: N/A
LinkedIn: N/A
EUTube: 29.45
Instagram: N/A
0.31
3.27
N/A
N/A
22.31
17.64
0.38
3.9
N/A
N/A
27.9
19
0.35
2.4
N/A118
45
19.56
16.54
Result indicator 8: Average satisfaction level for the publications
Source of data: Readership surveys (online and by e-mail) conducted in 2017 by the
Publications Office on behalf of COMM.C.1
Baseline 2016 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
New survey activity 7 out of 10 8 out of 10 8 out of 10119
Main expenditure outputs in 2017
Description Indicator Target 2017
Latest known
results
31/12/2017
Visits to the
Commission
Number of visits 1 700 1 568120
Average number of
participants in each visit 30 30
Percentage of visitors to the
Commission very satisfied
with the visits (8+/10)
80 % 93 %121
Percentage of visitors
declaring to have increased
their knowledge of the
Commission and its ten
priorities (8+/10)
85 % 93 %122
117
Maintaining good engagement level (Based on expert judgement it is not realistic to go beyond these
figures). 118
Socialbakers does not track Google+, therefore this data cannot be provided. As the data between
Engagor and Socialbakers cannot be compared (both calculate it differently), it's not possible to list the
old values for the previous AARs. 119 Readership surveys (online and by e-mail) conducted in 2017 by the Publications Office on behalf of
Unit COMM.C.1. 120 In 2015, the year before the terror attacks in 2016, the Visitors’ Centre received 1 736 visiting
groups. As the terror attacks happened in the first trimester of 2016, the visits decreased. In 2017, the situation would normalise and the amount of groups would again increase up to the level of 2015. 121 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed
in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and were subsequently overtaken by a more positive reality. 122 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed
in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and were subsequently overtaken by a more positive reality.
comm_aar_2017_final Page 74 of 80
Europe Direct Contact
Centre (EDCC) Number of inquiries replied123 110 000 97 500124
Europe Direct Information Centres
(EDICs)
Number of events 9 000 8 800
Percentage of users who
would recommend the Europe Direct Information Centres
service125
90 %126 94 %
Representations
events under the Commission's ten
political priorities by
the Representations (Events&Actions
database)
Number of Representations
events on the Commission's 10 political priorities127
7 000 7 982
Number of participants in
Representations events on the Commission's 10 political
priorities
900 000 1 176 000128
European Public
Spaces129 (EPS) organise events
(Events&Actions database)
Number of events on the
Commission's 10 political priorities
750 1 150130
Number of participant in
these events on the
Commission's 10 political priorities
150 000 107 000131
Back to School
Number of Back to School
visits organised 80 550
Number of pupils addressed
in total Back to School events 30 000 60 000132
Percentage of Pupils' confirm
their knowledge on the EU
issues has increased after
Back to School event
80 % 80 %
123 Figures refer to questions received and replied to, excluding spam, etc. 124
The number of enquiries in 2017 was stable compared to 2016. 125
Based on the results of the on-going satisfaction survey among EDIC users. 126
This also contributes to satisfaction rate of indicators 3 and 4 of this specific objective as set in the
Strategic Plan. 127 Comprises political meetings, workshops and consultations; Journalist visits and training, press
conferences and other media events; Lectures, conferences, events in schools, universities, etc., and other public and outreach events. 128 The target set cannot take account of unforeseeable political events. The higher figure reflects new
communication tasks (Solidarity Corps) changes in emphasis (increased communication activity around
the investment plan and issues such as migration and the future of Europe. 129
Athens, Berlin, Bucharest, Budapest, Copenhagen, Dublin, Helsinki, Lisbon, London, Madrid, Nicosia,
Prague, Riga, Rome, Stockholm, Tallinn, The Hague and Vienna. 130 The target set cannot take account of unforeseeable political events. The higher figure reflects new
communication tasks (Solidarity Corps)changes in emphasis (increased communication activity around the investment plan and issues such as migration and the future of Europe. 131 The target set does not take account of any change in political emphasis. The lower figure for events
on the Commission's ten political priorities is explained by additional emphasis on other themes such as the launch of the solidarity corps or Europe at 60. Although these events do of course fall within the ten priorities, they were of such institutional importance that they appeared in the Events and Actions database separately. 132 As result of an increased number of visits.
comm_aar_2017_final Page 75 of 80
europa.eu website
Number of unique visitors to
all EC-managed europa.eu
and ec.europa.eu websites
127 000 000133 140 053 076
Number of unique visits to all
EC-managed europa.eu and
ec.europa.eu websites134
180 000 000 222 517 541
Number of visits to europa.eu
(top-level inter-institutional
website)
20 300 000 25 213 443
Visitor satisfaction rate for
europa.eu 85 % 95 %135
Number of visits to
Commission political and
information site
8 000 000 11 277 495136
EU Commission social
media corporate accounts including the
Representations
Number of followers/fans/ Subscribers:
Twitter 850 000 876 032
Facebook 750 000 778 696
Google+ 1 900 000 1 680 000
LinkedIn 365 000 370 000
EUTube 45 000 43 100
Twitter (Representations) 540 000 511 000
Facebook (Representations) 670 000 727 000
Engagement rate on social
media137:
Twitter 0.38 0.35
Facebook 3.9 2.4
Google+ 150 N/A
LinkedIn N/A 45
EUTube 27.9 19.6
Audiovisual (AV)
productions and
multimedia projects
linked with the 10
political priorities
Number of AV productions
linked with the 10 priorities 55 80138
Number of AV products
provided to the College
(messages, interviews,
statements, clips, Google
hangouts)
650 738
133 The target for this indicator is different here than for the same indicator (see Key Performance
Indicator 2 on page 16 of the AAR). It was revised here following the introduction of the new analytics tool but not elsewhere due to clerical error. 134 The visits are a sum of the visits per website managed by the Commission and tracked by Europa Analytics. 135 This target was introduced for the first time in the 2017 Management Plan. Based on the achieved
results, it will be adjusted in the 2019 Management Plan. 136 This target was introduced for the first time in the 2017 Management Plan. Based on the achieved
results, it will be adjusted in the 2019 Management Plan. 137 The Engagement Rate is calculated by the number of engagements (retweets, tweets, replies to
tweets, likes, shares and comments on Facebook as well as other channels like Instagram, Google+ or YouTube) received from the audience on a specific channel divided by the number of that profile's posting activities within 365 days preceding the benchmark date. 138 The increase is due to more demand to produce more videos related to the ten priorities.
comm_aar_2017_final Page 76 of 80
Eurobarometer web
pages
Total number of unique
visitors to Eurobarometer
pages
620 000 1 210 000139
Publications for citizens, including the
Commission’s General
Report (PLAN/2016/40)
Number of on-line
consultations of e-
publications and distributed
paper publications
5 000 000 4 050 000140
Number of online
consultations on Kids’ Corner
and Teachers’ Corner
1 500 000 640 000141
Specific objective 3.3 - Communication Service 3: Citizens express themselves
towards and engage with EU Commissioners through Citizens' Dialogues and other
forms of direct communication (like Social Media) which stimulate citizens'
interest in EU affairs and contribute to restoring trust in EU institutions
Result indicator 1: Leverage of Citizens' Dialogues outreach through media
coverage
Source of data: Media monitoring through DG COMM services at HQ and in the REPs
Baseline 2015 Interim Milestone
2017 Target 2020
Latest known results
31/12/2017
10 000 000 15 000 000 18 000 000 96 600 000142
Main expenditure outputs in 2017:
Description Indicator Target
2017
Latest known
results
31/12/2017
Organisation of Dialogues143 Number of events 150 events 317144
139 The latest known results are so much higher than the target because figures include the unique
visitors to the public opinion website and the visitors to the archived public opinion website (which we do not update anymore). In fact, the archived website is a section of the current website. This is why we have this increase. 140 The Unit's publishing priorities were significantly modified from March 2017 onwards, to focus on the
production of other Commission's key political publications leading to a lower than expected number of publications distributed and consulted online in 2017. 141
During 2017, much of the content of Kids' Corner was removed from the site due to it not being
responsive in design (for displaying on tablets and smartphones) and/or using outdated Flash
technology. In addition, the redesign of Kids' Corner and Teachers' Corner had to be postponed until 2018 for budgetary reasons. As a result, the visits to both websites were significantly lower than expected due to the lack of engaging content and the postponement of the publicity campaign foreseen for the revamped websites. 142 The Commission focused in particular on strengthening media interest in Citizens' Dialogues. This as
well as improved media monitoring led to the capturing of a much broader number of media items from Audiovisual, print and online media. 143
In addition to the Dialogues centrally organised in cooperation with the REPS, a multitude of events
are organised for Commissioners by REPs following the successful ‘town hall format’. 144 The number of Dialogue had increased significantly due to an increased interest of the President and
the entire College to use this format, in particular in order to bring the debate on the future of Europe into the regions of the Union. Moreover, the Commission launched a parallel series of Citizens' Dialogues with senior Commission officials in order to accommodate the growing interest of small and mid-sized cities to discuss European issues with Commission representatives.
comm_aar_2017_final Page 77 of 80
Attendance of Dialogues
Number of participants:
- Total 22 500 51 000145
- Average per event 150 160
Multiplying the effect of Dialogues via TV coverage
Number of events that are
covered by TV for a min. of 90 sec/event
30 56146
Multiplying the effect of Dialogues via print/online
media coverage
Number of articles/features 500 944147
Multiplying effect of
Dialogues via Social media
Mentions of Twitter hashtag #EUdialogues and of
Citizens' Dialogues by
citizens on Facebook
25 000 12 700148
Participants feedback149 on Citizens' Dialogues
Number of participants who declare the that they feel
that their voice is heard at EU level
40 % Not applicable
Number of participants who declare that the event has
improved their knowledge about the EU
80 % Not applicable
Other important outputs
Multiplying effect through
media reporting
Number of viewers /
listeners / readers reached through reporting on
Citizens' Dialogues in TV / radio / print and online
media
40 000 000 96 600 000150
With the three services outlined above, (i) executive communication, (ii) corporate communication and (iii) citizens communication services, DG COMM contributes to
all of the ten general objectives and therefore also the ten priorities of the Commission.
145
Cf. previous footnote: doubling the number of events led to a strong increase in attendance. 146
Cf. previous footnotes: doubling the number of events led to an increase of the events covered by TV. 147
Cf. previous footnotes: doubling the number of events led to a strong increase of the events covered
by articles / features. 148
The Social Media unit uses since mid-2017 a new analytical tool which measures social media
interventions differently and with a smaller scope of accounts. The 2017 target was based on last year's methodology that captured a broader user spectrum. Hence, the 2017 results are not comparable to the 2016 results. 149 Participants in the Dialogues were normally asked in the past the first question at the beginning of a
Dialogue and the second one at its end, this type of on the spot survey was discontinued in the 1st semester 2017 because this method did not deliver meaningful results. 150 The Commission focused in particular on strengthening media interest in Citizens' Dialogues. This as
well as improved media monitoring led to the capturing of a much broader number of media items from Audiovisual, print and online media.
comm_aar_2017_final Page 78 of 80
ANNEX 13: Specific annexes related to ‘Time–based effectiveness indicators for grants’
Representations
Average Time to inform (days)
Average Time to grant (days)
Average of Total
time
Total value of grants (€)
Number of grants
Number of grants
missing the benchmark
time to inform
Number of grants
missing the benchmark
time to grant
% of grants missing the benchmark
time to inform
% of grants missing the benchmark
time to grant
Austria 22 128 150 284,500 12 0 12 0% 100%
Belgium 67 22 89 300,000 12 0 0 0% 0%
Bulgaria 189 6 195 332,400 17 17 0 100% 0%
Croatia 106 38 144 256,000 13 0 0 0% 0%
Cyprus 11 120 131 99,500 4 0 4 0% 100%
Czech Rep 55 98 153 244,400 13 0 13 0% 100%
Denmark 118 29 147 86,500 4 0 0 0% 0%
Estonia 28 66 94 160,800 9 0 0 0% 0%
Finland 31 69 100 183,500 8 0 0 0% 0%
France 65 49 114 1,693,500 67 0 5 0% 7%
Germany 165 42 206 1,342,500 55 2 1 4% 2%
Greece 74 17 91 448,000 21 0 0 0% 0%
Hungary 64 48 112 393,200 20 0 0 0% 0%
Ireland 93 17 110 200,000 1 0 0 0% 0%
Italy 33 104 137 869,400 50 0 50 0% 100%
Latvia 56 18 74 165,600 9 0 0 0% 0%
Lithuania 29 41 71 212,000 11 0 0 0% 0%
Luxembourg 57 114 171 50,000 2 0 2 0% 100%
Malta 12 58 70 58,000 3 0 0 0% 0%
Netherlands 81 14 95 342,500 15 0 0 0% 0%
Poland 37 58 95 614,800 31 0 1 0% 3%
Portugal 31 36 67 472,500 19 0 0 0% 0%
Romania 39 74 113 606,400 31 0 0 0% 0%
Slovakia 73 13 86 229,600 12 0 0 0% 0%
Slovenia 83 9 93 224,500 9 0 0 0% 0%
Spain 41 76 117 1,204,381 52 0 10 0% 19%
Sweden 31 82 113 390,000 16 0 3 0% 19%
United Kingdom 56 53 109 331,500 16 0 1 0% 6%
Grand Total 67 56 123 11,795,981 532 19 102 4% 19%
EC benchmark 180 90 270
comm_aar_2017_final Page 79 of 80
ANNEX 14: Specific annexes related to ‘Cost benefit analysis’
Staff costs Other costs
Total costs
Payments made or value of
procurement & grants
contracted or value of
controlled transactions
% total costs /
payments made or grants
contracted or
controlled transactions
Benefit of controls
net cost or benefit
(Total costs - Benefit of controls)
% net costs or benefit / payments made or grants
contracted or controlled
transactions
procurement procurement
total costs 2,907,035 0 2,907,035 110,097,463 2.6%
411,925 2,495,110 2.3%
ex ante pre-contractual control 978,535 0 978,535 141 242 252 0.7%
0 978,535 0.7%
ex ante control of financial
transactions 1,614,235 0 1,614,235 110,097,463 1.5%
411,925 1,202,310 1.1%
ex post control of financial
transactions 314,265 0 314,265 39,859,865 0.8%
0 314,265 0.8%
grants
grant total costs 324,092 0 324,092 12,565,755 2.6%
252,436 71,656 0.6%
ex ante pre-contractual control 89,877 0 89,877 12,658,080 0.7%
0 89,877 0.7%
ex ante control of financial
transactions 203,705 0 203,705 12,565,755 1.6%
252,436 -48,731 -0.4%
ex post control of financial
transactions 30,510 0 30,510 1,047,075 2.9%
0 30,510 2.9%
all
all total costs 3,231,127 0 3,231,127 122,663,218 2.6%
664,361 2,566,766 2.1%
ex ante pre-contractual control 1,068,412 0 1,068,412 153 900 332 0.7%
0 1,068,412 0.7%
ex ante control of financial
transactions 1,817,940 0 1,817,940 122,663,218 1.5%
664,361 1,153,579 0.9%
ex post control of financial
transactions 344,775 0 344,775 40,906,940 0.8%
0 344,775 0.8%
comm_aar_2017_final Page 80 of 80
ANNEX 15: Specific annexes related to ‘Budget implementation tasks entrusted to others DGs and entities’
DG
subdelegated
Budget Line and
Activities Purpose
Commitment
Appropriations Commitments Payments RAL 2017
Conclusion for the
Declaration of assurance
DIGIT
16.010211.00.05
Other Management
expenditures
Development of the “EU
results website";
Memorandum of
Understanding COMM–
586-00
456 000.00 455 883.87 0.00 116.13
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
OIL
16.010303
Buildings and
related
expenditure:
Commission
Representations
Annual charges for the EU
HOUSE security guards'
services in Luxembourg
953 951.36 953 951.36 866 248.28 87 703.08
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
Legal Service
16.016000
Purchase of
Information
The cost of subscriptions,
access to electronic
information services and
external databases, as well
as training and support
required for accessing this
information
74 400.00 74 400.00 36 902.33 37 497.67
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
OIB
16.010303
Buildings and
related
expenditure:
Commission
Representations
Office space and services
for the Representation in
Brussels
364 300.00 364 300.00 353 100.00 11 200.00
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
DGT
16.030204
General Report and
other publications
Translation services under
Addendum No1 to the SLA
between COMM and DGT,
Annex 8B
0.00 0.00 1 259.65 0.00
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
EAC
16.016000
Support
expenditure for
Purchase of
information
Subscriptions to on-line
publications accessible to
all Commission staff
60 000.00 60 000.00 0.00 0.00
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.
COMP
16 03 02 04
General report and
other publications
Publication of reports,
brochure and folders of DG
COMP
17 700.00 8 114.13 11 400.07 9 585.87
The Authorising Officer by Delegation states that
the resources have been used to their intended
purpose and in accordance with the principles of
sound financial management.
No reservations to express.