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2008, while 51 staff members left over the same period.
In parallel, the Agency continued to recruit more contract
staff on the basis of fixed-term renewable contracts. 66
contract staff members were recruited in 2008, bringing
the total number of contract staff in their posts up to 85
across the Agency as at 31.12.08. The scheme gives the
Agency greater flexibility in manpower planning, delivering
cost savings over the medium term and cutting back
on the number of long-term contractors.
Key developments
Successfully implementing the
Administrative Reform
The Administrative Reform, the culmination of many
years of work across the Agency, entered into force on
1 July 2008. The Reform offers a comprehensive revision
of the regulatory framework, bringing more flexible
working contracts via the introduction of contract
staff, supporting the development of a performancebased
culture, and modernising the career structure.
It also greatly enhances social policies, offering an improved
work-life balance, extending social rights, and
defining a more equitable system of allowances. In the
six months leading up to 1 July, HR services worked
extensively to ensure that the Reform would be implemented
on time. A comprehensive communication
campaign was launched to explain fully the main features
of the Reform; in parallel, work continued on the
processes of updating and rewriting various parts of
the regulatory framework (the Staff Regulations and
General Conditions of Employment), and of drawing
up detailed implementing provisions and Rules of Application,
involving extensive discussions with the social
partners within the framework of the consultation
procedure.
Human resources
MUAC (669)
EEC (249)
DHA (178)
DF (76)
CRCO (107)
CFMU (451)
DG (75)
CPD (26)
DAS (114)
DAP (176)
IANS (75)
CMAC (24)
Staff by directorate as at 31.12.2008
Total (2 220)
EUROCONTROL Annual Report 2008 69
2008 also saw considerable work on the operational
side in terms of translating the new provisions into
forms and procedures, and ensuring that the IT
tools were ready to support the new structures. The
Agency also put in place an Administrative Reform
Monitoring Committee, a body which is tasked with
regularly monitoring the smooth implementation
of the Reform in terms of its operational impact,
and which delivered its first progress report in late
2008.
Strengthening support to the Organisation,
the Agency and its people
HR services continued to concentrate on delivering
high-quality support to the Agency and its people,
particularly with regard to explaining the impact
of the Reform. Agency staff members were able
to consult the DHA Info Centre and the HR Intranet
pages, which over the course of the year were
completely revised to ensure maximum clarity and
transparency for users.
Keeping stakeholder needs for greater efficiency
firmly in mind, HR services also further strengthened
their performance measurement culture with
the definition of more robust key performance indicators
for HR processes and projects.
Supporting personal development, strengthening
performance and building leadership skills
The importance of supporting personal development
was the key theme in 2008 in the training and
development domain. The Staff Development Centre
(SDC) was launched in the first quarter. Its innovative
approach supports Agency people in planning their
personal development, and looks at ways of improving
their performance within an overall framework for
talent and people management. This new tailor-made
service has proven popular with staff and business
areas alike, and is a powerful tool for improving performance:
by the end of the year, 70 members of staff
had consulted one of the SDC team to explore their
personal development needs. The specialised advice
provided by the SDC was augmented by the standard
range of in-house training opportunities designed to
support learning and development, picking up in particular
on development needs identified during the
performance appraisal process.
In parallel, the Agency continued over the year to focus
on strengthening leadership skills and building
managerial competencies via the established Corporate
Management Training Programme (CMTP), with 60
middle and senior managers from around the Agency
attending modules totalling 920 training days.
CFMU
CMAC
CND
CRCO
DF
DG
DHA
MUAC
5
　
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