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management skills. This initiative
has also been warmly welcomed by staff.
In 2005, the Human Resources Directorate
achieved positive results on its priority actions as
follows:
❚ Devise clearer HR policies and a revised HR
framework: The Provisional Council approved
the principles of the Administrative Reform,
which is a “once in a generation” review and
update of the conditions of service applicable
to all Agency staff. Policies and detailed provisions
for implementation will be fully deployed
during 2006 and 2007.
❚ Introduction of a new category of “contract
staff”: This new category of staff was proposed
as part of the Administrative Reform, providing
increased flexibility and cost-effectiveness. Its
deployment, and the related revision of the
manpower management policy, is planned for
2006.
Human resources
0
100
200
300
400
500
600
CFMU CPD CRCO DAP DAS DF DG DGS DHR EEC IANS MUAC SD
474
22%
995
45%
702
33%
Distribution
by category
Officials profile
Distribution of categories by Directorates in 2005
A
B
C
83
600
500
A
400
300
200
100
0 BEL FRA GBR NLD DEU IRL ITA ESP ROM PRT GRC SWE BGR HUN TUR LUX DNK HRV FIN MKD AUT CHE MLT CZE NOR POL SVK AUS BIH CYP SVN UKR BLR CAN LTU LVA MDA
B
C
Distribution by nationality/grade in 2005
84
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.
The Agency’s internal control system comprises
the following elements:
❚ Agency business plan
❚ Financial, contract and staff regulations
❚ Annual budget and Five-Year Programme
❚ Business plan for each Directorate
❚ Decisions of the Director General or Directors,
organising the Agency, allocating specific
responsibilities and delegating powers
❚ An accounting system
❚ Segregation of duties between the functions of
fund managers, authorising officers, accountants
and treasurers
❚ Corporate risk management
❚ An internal audit function
Corporate governance
❚ Performance measurement systems and activity
reports
❚ Annual accounts
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:
❚ Ensuring the reliability and integrity of financial
and operational information
❚ Ensuring the effectiveness and efficiency of
operations
❚ Safeguarding assets
❚ Compliance with laws, regulations and
contracts,
❚ Assessment of risk management processes.
The Head of Internal Audit, whose appointment by
the Director General is approved by the Provisional
Council and the enlarged Committee for Route
Charges, reports directly to the Director General. He
may bring matters which in his view are significant to
the attention of the Audit Board, the Provisional
Council and the Enlarged Committee.
accounts and decides on the discharge to be
given to the Director General in respect of his
financial and accounting management.
APPOINTMENT OF STAFF
AND REMUNERATION
EUROCONTROL staff are appointed by the
Director General following recommendations to
him, as a result of a rigorous recruitment and
selection procedure involving selection boards,
with representatives from management and the
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本文链接地址：
EUROCONTROL Annual Report 2005(41)
