R&D Vision for the future of the Ispra site: from "JRC Ispra" to "EC Ispra"

1. 1. Host local antennas of policy DGs at the Ispra site, to build closer connections between policy and science, fostering a more efficient and effective collaboration;
2.  
3. 2. Free the JRC to focus on its scientific role to underpin policy-making, by entrusting routine tasks not compatible with the JRC strategy under the direct control of policy DGs. While in the JRC implementation review 2017^[1] some of these activities are flagged for possible outsourcing, we consider more reasonable and effective to attach them and their related staff directly to the relevant policy DG. In some cases, legal constraints make externalisation even impossible;
4.  
5. 3. Consider Ispra as the hosting site of future new structures, for instance, a new DG or entity for Security and Defense, enabling synergies with existing and future JRC activities in related areas;
6.  
7. 4. The Ispra site already hosts a very advanced crisis management infrastructure, and can provide increased resilience through decentralisation and geo-distribution of vital Commission services, thus guaranteeing business continuity in case of extreme events impeding their normal functioning at other major locations;
8.  
9. 5. Renaissance of the idea of applied science diplomacy, as formulated in the treaties, making the Ispra site the hub to promote an active partnership between Europe, Africa and the Middle East.

• A comprehensive and consistent use of "Offices" promises an increased efficiency and the reduction of the cost of support functions
• It  will encourage breaking down of silos, and facilitate staff mobility
• Investments aimed towards growing the Ispra site may help to reduce the strain caused by infrastructure shortages and high costs of rented buildings elsewhere
• Increased overall staffing levels at Ispra could have a positive budgetary impact, in consideration of the lower cost of living as compared to Brussels and Luxembourg
• Contractual Agents working for "Offices" may be offered contracts not limited to 6 years duration

Code of Conduct for Commissioners and the rules and procedures for activity at the end of the term and management of conflicts of interest

 












Subject:    Your reply to our note of 12 October regarding the decision to strengthen the Code of Conduct for Commissioners and the rules and procedures for activity at the end of the term and management of conflicts of interest


We would like to thank you all most sincerely for your letter of 4 December in reply to our note of 12 October 2017.
We particularly appreciated the fact that you recognize our commitment to defend the reputation of our institution and we wish to confirm that all our efforts on this issue have been driven by our desire to contribute to ensuring that ─ as you mention in your answer ─ our institution adopts rules that meet the highest ethical standards.

In this context, we would also like to thank you for accepting our request to associate the staff representation with the ongoing discussions on the reform of this Code of Conduct by inviting the Central Staff Committee to contact the Secretariat General services responsible for this file.
It is with satisfaction that we note the importance you give to social dialogue , while too often the approach of our administration does not seem to be driven by the same desire for dialogue and the same respect for the staff.

In-depth reform of the Code of Conduct was, since the beginning of the Barroso and Kroes cases, the only option to put an end to all the malicious speculations from the opponents of the European Union. This is also what your staff has been asking you through the petition “Pas en notre nom” and what European citizens deserve and are entitled to expect from our institution.

Indeed, beyond the politically irresponsible and morally unacceptable decision of our former President Barroso and the ludicrous, if not pathetic, amnesia of former Commissioner Kroes, the need for irreproachable management of the appearance of a conflict of interest on the part of former members of the College is of utmost urgency.

These requirements must cover both the period of fulfilment of their duties and that coming after the end of their term.

To be able to appreciate this imperative to reform the existing rules whose inadequacy and endogamous nature are no longer to be demonstrated, it is sufficient to note, as Transparency International indicates in its report entitled “When the EU politicians  become lobbyists ” (link), that more than 50% of commissioners join structures mentioned in the EU Lobbyist Registry after the exercise of their mandate.

Needless to point out the disastrous consequences of this “careerist migration” for the reputation and credibility of our institution while it must be and must also be perceived as the guarantor of the general interest of European citizens without ever giving in to the interests and pressures of lobbies of all kinds.

Taking also the opportunity to thank you for your recognition of the dedication and professionalism of our staff, and also on behalf of countless colleagues who have supported all our efforts on this issue, we wish to confirm our commitment to continue to work tirelessly to defend the credibility and reputation of our institution that we have chosen to serve with enthusiasm and pride.

Cristiano Sebastiani
         President


Copies: Members of the College
Mrs E. O’REILLY, European Ombudsman
Commission staff


For references documents read more...
 

5 December 2017: Is the JRC still able to maintain its scientific excellence?

Electric car charging for staff at JRC Ispra

If it can be done in Brussels  (Alfen supplies the European Commission with Charging Infrastructure for Electric Vehicles) and Geel, surely it can be done also at Ispra, the largest site of the Commission's science service? R&D has again asked for this to be discussed at the next Ispra COCOLO meeting on 1st December 2017.
Please read more on the Connected page. 

Spoiled meat at JRC Ispra canteen?

You may have read in the local news about spoiled meat possibly provided to the JRC Ispra canteen  (e.g. "Carne avariata al JRC di Ispra"). Following the publication of this worrying news we have been in contact with OIB for clarification and reassurances. OIB confirmed that, thanks to their internal controls, any such risks have been avoided, and any non-conforming delivery has been contested and sent back before hitting our plates.



At the same time we cannot ignore that the risks associated to similar events are a direct consequence of the deplorable decision to award tenders on the basis of the best price only, removing quality criteria.
Due to this policy, it was only a matter of time before such an event would occur. We therefore ask the Commission to be coherent with its declarations about the importance attached to staff's health, and take prompt actions to immediately terminate the contract with this provider, as well as to critically review its short-sighted policy to use the lowest price as the main or only awarding criteria.
Furthermore, we are going to address a message to VP Oettinger asking him to put in place all necessary measures to improve the quality of goods and services at the Commission.

JRC Implementation Review 2017 – Request for a detailed discussion after the COCO-JRC meeting

Yours Faithfully,
Gianfranco Selvagio
President R&D Ispra

Contractual Agents – duration of initial contract

JRC Implementation Review 2017

A strong and effective European civil service

Subject: Your position for a strong and effective European civil service, counteracting the perverse effects of staff reduction and the deterioration of working conditions following the statutory reforms
 
On behalf of all the colleagues who have spoken to us in this regard, we would like to thank you for the clarity of the position you adopted in your “Reflection paper on the future of EU finances” (read):

« Finally, the sound implementation of EU policies relies on a strong and efficient European civil service. Since 2013, the EU institutions have been fulfilling their commitment to reduce their staffing level. This happened despite the addition of new responsibilities, for example in handling the refugee crisis or dealing with security threats, or in the EU delegations abroad. The future EU budget should therefore make provision for a strong European civil service, attractive to talented young people from across the Union, and capable of delivering on the priorities that result from this reflection process. Decisions on future policies and instruments should take account of the impact on human resources. 

A further reduction in staff levels could jeopardise the good functioning of the EU institutions. Similarly, previous reforms have reduced salaries and increased working time and pension age. There is clearly a declining interest among young people from Member States with relatively high per capita incomes in joining the EU institutions. While working conditions may only be one factor in such decisions, the trend is clear. (p 24 « Reflection paper on the future of EU finances» ) 

Finally, a clear position in favour of staff! For the first time, the institution, at its highest level, recognizes the disastrous effects of statutory reforms and staff reduction.

Since 2013, the services are faced with staff reduction while assuming additional tasks and responsibilities. These irresponsible and drastic decisions to abolish and freeze posts have led to an overload of work for colleagues, and consequently to a lack of motivation among staff.

For several years, within several Directorates-General, the watchword and the real priority have been to “pay” to DG HR to whatever condition, the various taxations imposed.

In particular, the services were also subjected to the “excesses of zeal” of DG HR which operated almost exclusively with the calculator, by applying a blind method with an iron fist and by blocking not only the publication of posts and a genuine mobility of colleagues, but also their career development.

On the one hand, it is pretty clear that, in this context, all the propaganda efforts deployed by DG HR with regard to career management policy, talent management, the commitment to always put the right person in the right place, the well-being of staff, fit@work , etc., not to mention the increasingly pathetic articles of self-congratulation in “Commission en Direct”, were perceived by colleagues as real provocations. It is not surprising that in the last “Staff Survey”, only 35% of colleagues confirmed that they believed the institution was concerned with their well-being.

On the other hand, as you rightly acknowledge, it is only thanks to the dedication of staff that, despite this very difficult context, EU policies have continued to be implemented for the benefit of European citizens.

Moreover, the staff deeply appreciated your recalling that it has also been the victim of successive statutory reforms which have led to an undoubted deterioration of working conditions with regard to wages, pensions, the extension of working hours, the increase of retirement age and the wage freeze for two consecutive years…

The consequences of this thoughtless degradation, particularly for new colleagues, have led to a loss of attractiveness of the European civil service to such an extent that, as you rightly recall, it has now become very difficult to attract the interest of the best candidates, particularly in several Member States.

In view of the above, and thanking you again for the clarity of your position, we would kindly ask you:
- to oppose, with the utmost determination, any further attempt to reduce and degrade the working conditions which the Council will not fail to implement in the framework of the MFF (multiannual financial framework), in order to further penalize our staff;
- to request DG HR to abandon, once and for all, empty slogans, which have no useful effect, in order to put in place genuine policies for staff and improve working conditions and career opportunities.
 We do not want words, we want facts.

Facta non verba: let us make our institution a model and innovative employer by urgently reforming the personnel policy, including a genuine policy for risk prevention .

Cristiano Sebastiani
President


Copy:
Mr J-C JUNCKER,  President of the European Commission
Members of the College
M. A. ITALIANER, Secretary-General
Ms I. SOUKA, Director general DGHR
Commission staff

"School Enrolment and new Italian Mandatory Vaccinations"

http://www.salute.gov.it/portale/vaccinazioni/homeVaccinazioni.jsp