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of applications received and of improving its
image. A training course targeted at all staff/ managers
participating in interview boards was successfully
organised. To date the Agency has
achieved a reduction in the recruitment time cycle,
reduced administration and paper distribution,
and greater transparency in the process. Together
with the new recruitment process implemented in
2005, e-recruitment will bring the duration of the
recruitment cycle to its target of 18 to 24 weeks
(depending on the level of the post). The additional
saving attributed to e-recruitment is 2 weeks.
Performance appraisals
The performance appraisal system underwent a
review in 2006 and a revised system was introduced
for the period 2006-2007. A new policy was
introduced and some key elements were strengthened,
namely the link between Agency objectives
and personal objectives (cascading principle), the
process including a mid-term review, more specific
objectives, a change to introduce finer nuances
in the overall rating, and a new design form.
In addition a competency model was introduced
as a supporting tool, and training was provided for
all reporting managers while presentations were
made in most business areas. A new website provides
a comprehensive set of guidelines.
New Human Resources Directorate
In May 2006 the Human Resources Directorate
(HRD) commenced a major project to improve itself,
and to add more quality to its services and its service
culture. All HRD staff have been and continue to
be involved on the basis of an HRD self-assessment.
Seventeen projects have been started. All are carried
out by HRD staff called “change agents”, from
all sections, ranks and functions. Initial successes
began to appear by the end of 2006, such as the
60
Human resources
0 5 10 15 20 25 30 35
CMAC
CPD
CRCO
DAP
DAS
DF
DG
DGS
DHR
EEC
IANS
MAAS
CFMU
Number of recruited staff by Directorate in 2006
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 SCG
B
C
Distribution by nationality/grade in 2006
61 EUROCONTROL Annual Report 2006
A
B
C
HR Info Centre, the new website, better work organisation,
the new organisational structure, clearer
processes, better communications schemes, and
new policies for absenteeism, appraisal and mobility.
Administrative Reform
The Administrative Reform at EUROCONTROL represents
a major overhaul of the conditions of employment,
the impact of which will last for many
years to come. It aims at modernising employment
conditions for staff taking into account best practices
in European public administration.
The statutory provisions of the Administrative Reform
were approved by the Permanent Commission in
May 2006 and the Reform will enter into force on
1 July 2008. During 2006 the Human Resources
Directorate made several presentations of the Reform
to the staff and proceeded with the preparation
of the Rules of Application.
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
■ Performance measurement systems and activity
reports
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