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manpower management policy being
implemented and a reliable job management
mechanism nearing completion.
In 2003 the Agency welcomed 97 new staff, while
41 officials retired.
2003 HIGHLIGHTS
2003 was an important milestone on the way to
modernise and update the Agency’s Human
Resources System.
After almost 40 years the salary system’s adjustment
mechanism expired on 30 June 2003. As in
the European Union, this method links salary
adjustments to the development of cost-of-living in
the countries of the Agency’s duty stations and to
the development of salaries in the public services in
the EU Member States. In parallel to a comprehensive
reform of human resources management in
the European Union, EUROCONTROL undertook in
2003 a thorough analysis of the potential impact of
the EU reform on EUROCONTROL.
This was supposed to serve as a basis and as an
input to a Task Force composed of Member
States, the Agency and social partners to be
convened for 2004.Initial discussions on the future
salary adjustment method were driven by legal
requirements for such a method, the wish for a
cost-efficient mechanism, continuous stability of
the system and, furthermore, to recruit and retain
excellent staff on a broad geographical basis.
A second highlight was the effort for preparing a
pension reform. A Pension Scheme Task Force
worked throughout 2003 in order to finalise the
details for a comprehensive reform to avoid a col-
HUMAN
RESOURCES
lapse of the existing system which would have
endangered, not only the human resources
system but the Agency’s system as a whole.
Towards the end of 2003, the Task Force was
completing its work of proposing the setting up of
a pension fund, adjustments to the pension
benefits, the system of reimbursement of taxation
and actuarially balanced contribution by staff and
the Agency.
A third highlight was the establishment of the first
HR Business Plan with a scope of five years
(2003-2007). It defined vision, mission, values, business
environment, strategy objectives, action
programmes and key performance indicators of
Human Resources Management in EUROCONTROL.
The main objectives for the five year period are to
complete institutional adjustments (employment
conditions, staff regulations) for a modern,
effective, cost-efficient and stable framework for
attracting and retaining competent staff.
Furthermore, as everywhere, processes need to
be revised and the “service culture” to be
strengthened.
WORKFORCE
In 2003 EUROCONTROL, had a highly skilled and
multicultural workforce of 2137 staff from
35 nationalities, complemented by 680
persons providing external support. They were
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EUROCONTROL Annual Report 2003
80
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distributed over seven duty stations: Brussels
(Headquarters), Brétigny, Budapest, Luxembourg,
Karlsruhe,Maastricht and Prague.
Despite increasing tasks and responsibilities the
workforce remained stable even though, due to
continued cost and budgetary pressure, a number
of restrictions concerning the filling of existing
posts had to be implemented throughout
the Agency.
In 2003,this has also been a year of increased effort
for more efficiency and cost-effectiveness. General
reorganisations paved the way for more focus on
core tasks and efficiencies.A lot of effort was spent
in the support of Member States and social partners
to adjust the staff complement by an ad-hoc
measure for the early departure of a certain number
of staff.This would have lead to increased costefficiency
and an adjustment of the age profile
which would have been useful for certain business
areas. As one State was opposed and unanimity is
required, the proposal was not accepted.
OTHER HUMAN RESOURCES INITIATIVES
A number of other important proposals were
agreed and implemented in accordance with the
Business Plan:
A major initiative was taken for investments in
staff and staff training. A new corporate management
training programme was agreed for
roll-out in 2004. This programme would establish
a common understanding of management
and the Agency’s business objectives; it
would improve the competencies and skills in
the areas of people and project related management;
it would also consolidate the use of
resources in this area and further improve
career management at EUROCONTROL.
A transition plan 2003-2005 and detailed
guidelines to the Manpower Management
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EUROCONTROL Annual Report 2003(37)
