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the social partners in the context of the consultation
process. Progress was also made regarding the development
of the necessary IT tools for the entry into force
of the Reform. Finally, as part of the Reform, Conditions
of Employment for contract staff were approved, leading
to the commencement of their recruitment, as noted
above.
A strengthened service culture
In 2007, the “New HR Change Project”, an extensive
self-assessment/quality management programme,
was completed. The process directly involved staff
and management, with the specific aim of improving
the Directorate’s service orientation. A dedicated
DHA Info Centre, a one-stop shop for all HR matters,
became the standard reference point for staff queries.
Communication with the Agency’s staff has been
strengthened via redesigned HR intranet pages and
regular timely communication. In addition, over the
course of the year a complete review of all HR processes
was conducted in order to maximise service
delivery efficiency. This exercise contributed to the
establishment of a performance measurement culture
in the Directorate, as reflected in new key performance
indicators for HR processes and projects in the DHA
business plan.
Strengthened leadership skills
During 2007, the Corporate Management Training
Programme (CMTP) continued to offer a framework for
strengthening leadership skills. The CMTP was modified
to include greater interaction and direct input from participants.
Particular attention was paid to ensuring that
CMTP modules reflect the Agency’s Excellence Policy.
In addition, a new programme focusing on a behavioural
approach to people management was delivered.
Finally, consideration was also given to the introduction
of multi-source feedback via a 360° exercise.
Improved performance management
The performance appraisal process was further strengthened
in 2007 by means of a competency framework.
This annual exercise was for the first time augmented,
with a mid-term performance review, aimed at more
closely aligning staff objectives and training needs to
business needs. Staff learning and development was
also supported through a wide range of in-house training
opportunities. A project to launch a Staff Development
Centre (SDC) was completed by year-end, and the SDC
is due to become operational in early 2008.
n 2,164 staff in place (headcount)
as at 31.12.07 for the entire Agency
(down from 2,168 on 31.12.06)
n 120 officials/servants recruited
(87 external, 33 internal) and
in their posts as at 31.12.07
n 21 contract staff in their posts as at
31.12.07 (40 recruited by year-end)
n 23 trainees (stagiaires) welcomed
as part of the Agency’s Vocational
Training Programme
n 83 temping assignments
(of less than one year) offered to fill
temporary staffing needs (e.g. owing
to maternity and sick leave)
Staff recruited in 2007 and in their posts
as at 31.12.07, by Directorate
External
Contract staff
Internal
Key facts and figures
58
Corporate governance
EUROCONTROL bases its decision-making and monitoring
on the principles of good corporate governance.
Transparency is of prime importance, and is recognised
in the EUROCONTROL mission statement, contract
regulations, financial regulations, and in its financial reporting
to Member States, stakeholders and the Audit
Board.
Internal control
Executive responsibility for internal control is vested in
the Director General. The system exists to ensure that
Agency objectives are achieved efficiently and economically,
and in compliance with EUROCONTROL’s regulations.
It is designed to manage rather than eliminate the
risk of failure to achieve business objectives.
Corporate risk management
EUROCONTROL has designed risk management
systems to identify, assess and, where necessary take
action to counteract or mitigate any risks associated
with its activities. Corporate-wide guidance on risk
management has been developed. Risk management is an
integral part of management activity, and is integrated
into the business planning process.
Internal Audit
EUROCONTROL’s Internal Audit Unit oversees an
effective system of internal controls, designed to help the
Agency meet its objectives. Its scope includes:
n Ensuring the reliability and integrity of financial
transaction and related information
n Ensuring the effectiveness and efficiency of
operations
n Safeguarding assets
n Compliance with laws, regulations and contracts
　
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