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For the attention of the Secretary-General of the Council

I. INTRODUCTION - MISSION STATEMENT

1. This report is submitted on the basis of Article 66(9) of the Financial Regulation.

2. The Directorate-General for Administration (DGA) covers the following fields of activity within the General Secretariat of the Council (GSC): − DGA 1: human resources and personnel administration − DGA 2A: protocol and organisation of meetings/conference activities − DGA 2B: logistics and buildings management − DGA 3: translation − DGA 4: finance and budget management − DGA SSCIS: security, safety and communication and information systems.

3. The DGA mission statement reads as follows: We provide skilled staff, facilities, tools and translations to enable the European Council and the Council to deliberate, decide and legislate in a multilingual context. To this end we: − develop staff skills and motivation; − use modern tools and processes; − provide a safe and secure professional environment; and − continuously improve service quality to stakeholders.

4. In addition to the general DGA mission statement, each directorate within DGA has its own mission statement related to its specific field of activity.

MARCH 2016

2015 ANNUAL ACTIVITY REPORT OF THE AUTHORISING OFFICER BY DELEGATION

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II. PERFORMANCE OF DUTIES

A) PERFORMANCES/ACHIEVEMENTS

5. In 2015, the main achievements of DGA included: − the organisation of an unprecedented number of summits and extraordinary high-level

meetings, often called at very short notice, in a heightened security environment, and in addition to more than 5 900 other meetings, mainly of the Council and its preparatory bodies;

− preparations for the new Europa building, scheduled to open at the end of 2016; − delivery of high-quality translations in support of the Council's policy of multilingualism, with a

deadline compliance of 99.6 %; − consolidation of strengthened financial governance structures from 2014; − introduction of a new IT governance system with a restructured and more client-focused IT

department; − staying on target for the 5 % staff cuts.

Achievements and performance within specific DGA departments

6. The Directorate for Human Resources and Personnel Administration (DGA 1) is in charge of recruitment, staffing, learning and development, salaries, missions, individual entitlements, welfare and medical services and internal communication.

7. In 2015, DGA 1 continued the implementation of the new Staff Regulations, revised in 2014, and ensured that the GSC stayed on target for the 5 % staff cuts without causing major disruptions to GSC services. The project on administrative simplification continued with preparations for a shift to the SYSPER IT system and other interinstitutional systems to support GSC business processes. This was accompanied by a new service charter for DGA 1 to improve the quality of support to staff.

8. The quality of management selection procedures was reinforced through systematic recourse to external assessment centres and frequent use of external panel members. The positive trend of women's representation in management posts continued, reaching 30 % by the end of 2015.

9. DGA 1 also published new ethics guidelines in 2015, which are to be followed up by awareness-raising activities on ethics and integrity across the GSC.

10. The Director of Human Resources and Personnel Administration is also the authorising officer by delegation for the Staff Committee, which has carried out its role on the basis of Article 9(3) of the Staff Regulations. All the financial activities executed by the Staff Committee can be considered to be recurrent business. The objectives set out for its budget lines have been achieved.

11. The service of the Deputy Director-General of DGA 2 oversees the Directorate for Conferences and Protocol (DGA 2A) and the Directorate for Buildings and Logistics (DGA 2B). It is also in charge of financial verification for these departments.

12. In 2015, the service finalised the codification of all procedures related to the organisation of European Council meetings, bilateral summits and multilateral summits. A decision on the representation expenses of the President of the Eurogroup was established in 2015 and the decision on the representation expenses of the President of the European Council was updated. Also, the internal rules on catering for meetings and representation purposes were updated to better align them with GSC business needs.

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13. The Directorate for Conferences and Protocol (DGA 2A) is in charge of organising conference and meeting activities, including protocol and catering.

14. In 2015, the directorate organised 5 973 meetings, including: − 8 European summits − 3 Euro summits − 1 multilateral summit in Brussels (EU-CELAC1) − 20 Eurogroup meetings (three times the number in 2014) − 78 Council meetings or equivalent − 138 Coreper meetings − 3 471 working party meetings − and more than 1 300 other protocol events.

15. While the overall number of meetings decreased by 7 % in line with the political intention to have

less but better legislation, the number of high-level meetings was extraordinarily high. The organisation of these meetings was complicated by short notice (down to 72 hours in some cases) and the heightened threat level. The meeting numbers also include the EU-CELAC multilateral summit with 61 participating delegations and the Valletta summit on migration with 87 participating delegations at the level of Heads of State or Government.

16. The number of interpreter days was 63 686, a decrease of more than 20 % compared to 2014.

17. DGA 2A was successfully reorganised in 2015 (from five to four units) to better reflect the specialised services each unit delivers to protocol and meeting organisation.

18. The Directorate for Buildings and Logistics (DGA 2B) is in charge of all logistical services, service vehicles and buildings management, including management of technical installations.

19. In 2015 the directorate continued to follow closely the construction and finalisation of the new Europa building. The construction project itself is under the responsibility of the Belgian authorities. The directorate also provided significant logistical services for all summits and the EU-CELAC multilateral summit. It carried out important renovation and technical work in the Justus Lipsius and Lex buildings, including a complete overhaul of the main Press Centre. Preparatory work was carried out in relation to a new warehouse to replace the current warehouse in Overijse.

20. The GSC's environmental management programme was audited in 2015 and the GSC obtained EMAS2 certification as a result3, in recognition of the efficiency of its environmental management. Finally, the directorate strengthened its financial management in 2015 with financial activities, including tenders and budgetary implementation, concentrated in its Finance Unit.

21. The Directorates for Translation (DGA 3A and 3B) are in charge of delivering high-quality translations of documents for the European Council, the Council and their preparatory bodies.

22. In 2015 the Translation Service continued to deliver translations of a high quality with a deadline compliance of 99.6 % (98.2 % in 2014). It translated 477 165 net pages, which is a decrease of 6.4 % compared to 2014.

23. The service initiated a project to develop scenarios for the future translation service and continued to develop the use of machine translation. Another project in 2015 aimed at enhancing cooperation with directorates-general dealing with EU policies, with a view to improving the quality of translations.

1 COMMUNITY OF LATIN AMERICAN AND CARIBBEAN STATES2 EMAS: EU ECO-MANAGEMENT AND AUDIT SCHEME 3 CERTIFICATION OBTAINED IN 2016

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24. The Directorate for Finance (DGA 4) ensures proper management of the budget, facilitates its implementation, supports financial actors, manages public tenders above EUR 60 000 and provides assistance in all other public procurement matters. It keeps the accounts, produces financial statements and provides tools for efficient financial processes. It also continued to manage the Athena mechanism that it administers by ensuring the proper financing and support of six EU military operations and also contributed to impact assessments of the Europa building in 2015.

25. DGA 4 successfully carried out its key objectives of improving corporate financial governance, strengthening sound financial management, optimising the working methods and tools for public procurement, organising future treasury management activities and strengthening the financial management of the Athena mechanism.

26. The improvement of corporate financial governance was achieved by the following measures: − A new multiannual activity and budget planning (MABP) cycle was launched in September

2015, taking into account lessons learned during the first MABP exercise in 2014. − The new set-up of the Project Evaluation Committee (CEP) entered into force in February

2015. Twenty-six projects representing a value of EUR 102 millions were evaluated within the year. Fourteen files were improved. Only one file appeared not mature enough to start the project.

− A streamlined procurement process was introduced in April 2015, with controls through the effective involvement of the CEP where mandatory, and involvement of the Legal Service throughout the procedures.

− The Internal Rules on Finance and Procurement were revised in 2015.

27. The efficiency of public procurement processes was further improved through the management of procurement procedures in the financial management system (with links to existing contract execution functions), new contract templates and a decision to join the EU Publications Office's e-tendering tool with a view to streamlining tendering procedures. The Procurement Coordination Unit of DGA 4 managed 28 new procedures with a value above EUR 60 000 and assisted in the execution of 25 procedures between EUR 15 000 and EUR 60 000. Twenty-two procedures were completed in 2015. The average duration of procedures went down from 9.5 to 9 months.

28. The high quality of accounting was confirmed by the fact that the Court of Auditors, again, made no observations.

29. The Deputy Director-General of DGA SSCIS oversees the Health and Safety Department, the Security Office and the Directorate for Communication and Information Systems. The Deputy Director-General chairs the Council Security Committee and the Coordination Committee for CIS.

30. The Security Office (SO) and the Health and Safety Department (H&S) ensure a safe working environment, protect persons and premises and ensure workable crisis management arrangements.

31. Aside from ensuring the security of the very high number of summits and other high-level events and protecting the President of the European Council (PEC) and the Counter-Terrorism Coordinator (CTC), the main operational challenge for the Security Office in 2015 was to manage heightened alert levels with the corresponding security measures.

32. Other achievements of the SO in 2015 included: − adoption of a new business continuity policy and work on corresponding departmental

operational plans; − involvement in the Europa building project.

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33. Besides its routine work in fire prevention and risk and incident management, the achievements of the H&S department in 2015 (in close collaboration with the Directorate for Buildings and Logistics) included: − optimisation of the fire prevention installations/systems in the Justus Lipsius (JL) and Lex

buildings (in particular, completion of JL fireboard replacement; continued work with a view to reconfiguring the fireboard in the Lex and replacing the fire detection system in the JL);

− involvement in the Europa building project as regards fire detection, the sprinkler system, smoke extraction in the car park, and the outer wall cleaning system.

− good progress on the project to introduce a central building management system (BMS) for all Council buildings.

− optimisation of evacuation procedures, drawing on the experience from the three annual evacuation exercises (in the Justus Lipsius and Lex buildings and the crèche).

34. The Directorate for Communication and Information Systems (DGA CIS) provides proven and secure IT services to assist the European Council, the Council and the GSC in performing their tasks.

35. The Directorate's activities in 2015 focused on the implementation of its new client-oriented organisation (the DGA CIS 2.0 project), with improved working methods and services to clients in the context of the 'New Framework for IT Governance in the GSC'.

36. Achievements in 2015 included the roll-out of the one-PC policy (portable computers with docking stations), the mobile device policy and the remote access policy, the implementation of a project and IT portfolio management methodology, the design of a state-of-the-art CIS infrastructure for the Europa building and activation of new services to delegates.

B) RISKS ASSOCIATED TO THE OPERATIONS

37. No significant risks materialised that had a notable impact on the level of achievement. Despite specific control measures that were implemented at the selection phase, DGA 2A was confronted with the bankruptcy of one supplier during contract implementation.

38. All directorates within DGA manage risk registers. The deputy directors-general and directors inform the director-general of specific risks of which he should be aware. No critical risks were reported in DGA in 2015. A number of risks that were identified and adequately managed are listed below.

39. Risks linked to the fire detection system in the Justus Lipsius building which date from the opening of the building in 1995. It is no longer state of the art and will become obsolete in 2018. The procurement of a new fire detection system is under way. Given the range and depth of preventive measures in place (including increased periodic testing and the presence of an in-house team of firemen), the overall fire risk situation is considered to be appropriately mitigated pending the renewal of the detection installations.

40. Risks linked to the discontinuity of services such as the organisation of meetings, core business of the Council and access to data.

41. Risks linked to the change of contractors and temporary loss of familiarity with our installations when the management of the GSC's technical installations was taken over by a new contractor on 1 January 2015. Mitigating measures focused on follow-up of the new contractor's activities by staff from the Buildings Unit until a satisfactory level of performance and knowledge had been achieved.

42. Risks linked to the involvement and interests of different parties in the Europa building project. The level of coordination by the Belgian authorities resulted in events whereby the GSC could not optimise its own operational and financial management of the project. The risk linked to the execution of unjustified payments with financial, legal and reputational consequences was mitigated by the creation of a task force at the GSC to follow up on financial and legal questions,

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communication and regular consultations between GSC services and the Belgian authorities, and close follow-up on the progress of the project. Moreover, additional information, justifications and supporting documents have been requested from the Belgian authorities.

43. Risks linked to the late involvement of the Logistics Unit in cross-departmental projects, causing delays or decreasing levels of execution. These risks were mitigated by earlier involvement of the Logistics Unit in planned projects.

C) RESOURCES ALLOCATED FOR THE INTENDED PURPOSE

Human resources

44. DGA disposed of the following human resources on 31 December 2015:

Permanent Temporary Others Total

Administrators 813.8 16 829.8 Assistants 864.9 18 882.9 Secretaries 21.6 30 51.6

Subtotal 1 700.3 64 1 764.3

Contractual agents 103.5 50.9 154.4

National experts 6 6 Subtotal 103.5 50.9 6 160.4

Total 1 803.8 114.9 6 1 924.7

Table includes staff in place on 31 December 2015, expressed as full-time equivalents (FTEs) Source: Staffing Office

45. The following DGA departments were reorganised in 2015:

46. DGA 2A was reorganised from five to four units to bring about efficiency gains (supported by the event management application 'EMMA') and to reinforce the sound management of human and financial resources. A new Support Unit brings together the financial management of the directorate and other horizontal tasks.

47. DGA CIS was completely reorganised with a new structure comprising the Plan, Build and Run units and two units dedicated to IT security and financial/resource management respectively. It also has a new business liaison function to better serve its clients.

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Financial resources

See annex - Table 1: Overview of the implementation of the budget 2015

48. The overall outturn rate of the DGA budget is satisfactory at 93 %, and was obtained mainly due to a 97 % outturn rate on Title 1 (Persons working for the institution).

49. The Title 2 (Buildings and operating expenditure) outturn rate of 87 % (up from 82 % in 2014) is largely due to the structural underspending under Chapter 22 in relation to delegates' travel expenses (65 %) and interpretation costs (80 %), which are outside the direct control of the GSC, being amounts drawn up by the Member States in the light of their real needs. Other budget lines with low outturn rates reflect the difficulty of budgeting accurately for high-level events, including multilateral summits, long before operational choices have been made (catering, external staff, vehicle rentals). In Chapter 21 there was underspending linked to the delayed handover of the Europa building, which was postponed to 2016.

See annex - Table 2: Overview of the implementation during 2015 of appropriations carried over from 2014

50. The overall outturn rate of appropriations carried over from 2014 is satisfactory at 91 % (only 84 % in 2014). This substantially reduced the cancelled appropriations.

51. Under Title 1, the low and unsatisfactory outturn rate (78 %) is linked mainly to mission expenses, which, due to the nature and tasks of the GSC, are difficult to adjust to real needs. There was also a low outturn rate on outside services due to late closure of purchasing orders open at the end of the year.

52. While the overall outturn rate for Title 2 is satisfactory at 91 %, the cancelled appropriations under Chapter 22 were significant. Improved monitoring of implementation of the budget is envisaged as a control measure.

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III. INTERNAL CONTROL SYSTEMS

A) EFFICIENCY AND EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS

53. DGA has set up internal control processes aimed to ensure the adequate management of risks related to the legality and regularity of its transactions, and the nature of payments. The control objective is to ensure that the directorate-general has reasonable assurance that the total amount of financial operations authorised during the reporting year is largely in conformity with the applicable contractual and regulatory provisions as well as the principle of sound financial management.

54. Guided by the framework of internal control standards in place at GSC level, efficiency and effectiveness of the internal control system was assured by e.g. abiding to standards on ethics, setting-up appropriate organisational structures, the initiation to result-based planning of activities, planning of work, risk management, the selection of adequate financial circuits to process transactions, mobility of staff, segregation of duties of specific financial functions, training of financial actors, regular internal reporting, the analysis of reporting on exceptions, adequate delegation of powers by authorising officers with ceilings for commitments, business continuity planning, documenting procedures, procedures for bi-annual follow-up of internal audit recommendations, as well as, numerous automated controls built in the Financial Management System.

55. In particular: − DGA has put in place the organisational structure and the internal control systems suited to

the achievement of control objectives, in accordance with the standards and having due regard to the risks associated with the environment in which it operates.

− The organisational structure of the GSC supplies for a centralised procurement unit that may

or shall be consulted, depending the involved amount of the market (below or above the EUR 15 000 threshold). Furthermore, for public contracts above EUR 60 000 the centralised procurement unit is completely responsible for supervision and approval of all aspects of the procurement procedure.

− With regard to transactions, DGA has in place different (ex ante) internal control measures

such as the choice of the financial circuit. There are two major types of financial circuits: one is the centralised model where the function of verification is exercised at a separate centralised level, and the other one is the de-centralised model where the function of verification is exercised within the same unit as the functions of initiation and the authorising officer. Both these models are applied at the GSC, together with two more variants of these called the semi-centralised model and model with central AO service.

− Departments have selected the most appropriate financial circuit, based on elements such as

the size of the entity, size of the budget, numbers of transactions, size of transactions, availability of human resources, level of required skills and others. Segregation of duties was applied at different levels, such as e.g. segregation of duties between the authorising officer and accounting officer, segregation between functions of verification and initiation as well as segregation of operational and financial sub-functions under verification or initiation.

− Contributions to the efficiency and effectiveness of internal control systems were also made

by the process of bi-annual follow-up to internal audit recommendations and taking into account of opinions from the GSC' Internal Audit Committee.

56. Concerning the overall state of the internal control system, DGA complies with the three

assessment criteria for effectiveness: − Staff capacity: staff having the required knowledge and skills; − Capacity of systems and procedures: systems and procedures are designed and implemented

to manage the key risks;

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− Experience of the operation of the control system: no cases of ineffective controls that have exposed the directorate-general to its key risks (operational effectiveness).

B) ASSESSMENT OF THE ESTIMATED COSTS AND BENEFITS OF CONTROLS

57. There is no exact estimation of the total costs of controls but all DGA directorates estimate that their control measures are efficient and effective. Detected errors or irregularities are rare, as attested by the observations of the European Court of Auditors in reports on previous years, and they are systematically addressed and corrected if they occur.

58. The controls in place give reassurance regarding sound financial management and legal and regulatory compliance. DGA operates in an environment where the residual financial risks are sufficiently well-managed and generally rather low, which can be deduced from the information described above and the following factual information: − Positive assurance on administrative expenditure given by the European Court of Auditors for

several years, and again for 2014;

− A centralised and direct mode of budget implementation, the mode with the lowest intrinsic risk;

− Conclusions of ex-post controls, including corrective measures if applicable;

− Positive feedback received from the Procurement Coordination Unit;

− Validation of the Financial Management System by the Accounting Officer;

− Monitoring, registration and analysis of exception reports;

− Absence of grants and expenditure in EU policy domains, which are notoriously risky areas of financial management;

− Assurance declarations received from authorising officers by sub-delegation.

59. No critical risks had been identified in 2015 and other significant risks were brought to the attention of management. Related mitigating actions were defined in risk registers and/or taken up in work plans.

IV. CONCLUSIONS ON ASSURANCE

60. Based on the elements and facts given above, on the strength of the validation of the financial system and on the positive report on the quality of the accounting data, it is justified to have a reasonable assurance on the legality and regularity of the underlying transactions.

61. My general conclusion is that DGA fulfilled its mission in 2015 with the human and financial resources at its disposal. The most important challenges, in particular multilateral summits, high-level summits and extraordinary meetings, were handled in a professional and effective manner, once again proving the resilience and responsiveness of DGA services.

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V. DECLARATION OF ASSURANCE4

I, the undersigned,

Director-General of Directorate-General Administration (DGA)

In my capacity as authorising officer by delegation

Declare that the information contained in this report gives a true and fair view5.

State that I have reasonable assurance that the resources assigned to the activities described in this report have been used for their intended purpose and in accordance with the principles of sound financial management, and that the control procedures put in place give the necessary guarantees concerning the legality and regularity of the underlying transactions.

This reasonable assurance is based on my own judgement and on the information at my disposal, such as observations of the internal audit service and lessons learnt from the reports of the Court of Auditors for years prior to the year of this declaration.

Confirm that I am not aware of anything not reported here which could harm the interests of the institution.

Brussels, 31 March 2016

[signed]

William SHAPCOTT

4 ON THE BASIS OF THE FOREGOING AND ANALOGY OF DECLARATIONS BY AOSD, THE DIRECTOR-GENERAL ESTABLISHED

HIS/HER OWN ANNUAL STATEMENT WITHOUT RESERVATIONS.5 TRUE AND FAIR IN THIS CONTEXT MEANS A RELIABLE, COMPLETE AND CORRECT VIEW ON THE STATE OF AFFAIRS IN THE

SERVICE.

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ANNEX Table 1: Overview of the implementation of the budget 2015

1 - Initial Budget 2015

2 - Final Budget 2015

3 - Commitments 2015

4 = 3/2 - Outturn rate on final budget (%)

5 - Carry-over to 2016 Commitments-payments

6 - Carry Over to 2016 on Decision

Commitment item EUR EUR EUR % EUR EUR

1000 Basic salary 319.000,00 314.000,00 310.334,82 99 0,00

1001 Entitlements related to the post held 66.000,00 71.000,00 68.818,32 97 0,00

1002 Entitlements related to the personal circumstances

21.000,00 21.000,00 8.977,01 43 0,00

1003 Social security cover 14.000,00 14.000,00 13.113,22 94 0,00

1004 Other management expenditure 675.000,00 675.000,00 426.848,97 63 84.063,80

1006

Entitlements related to entering the service, transfer or leaving the service

77.000,00 77.000,00 1.000,00 1 264,86

ART-100 Remuneration and other entitlements 1.172.000,00 1.172.000,00 829.092,34 71 84.328,66

1010 Pensions 170.000,00 170.000,00 165.805,72 98 0,00

ART-101 Termination of service 170.000,00 170.000,00 165.805,72 98 0,00

1020

Provisional appropriation for changes in the entitlements

50.000,00 50.000,00

ART-102 Provisional appropriation 50.000,00 50.000,00

CHAP-10 Members of the Institution 1.392.000,00 1.392.000,00 994.898,06 71 84.328,66

1100 Basic salaries 222.569.000,00 216.874.000,00 214.421.734,41 99 0,00

1101 Entitlements under the Staff Regulations related to the post held

2.047.000,00 2.047.000,00 1.275.945,35 62 0,00

1102

Entitlements under the Staff Regulations related to the personal circumstances

56.860.000,00 55.960.000,00 55.075.847,37 98 0,00

1103 Social security cover 8.983.000,00 9.123.000,00 8.971.695,94 98 0,00

1104 Salary weightings 50.000,00 105.000,00 97.523,57 93 0,00

1105 Overtime 1.450.000,00 1.450.000,00 1.142.125,86 79 0,00

1106

Entitlements under the Staff Regulations on entering the service, transfer and leaving the service

2.720.000,00 2.720.000,00 2.187.076,70 80 400.791,81

ART-110 Remuneration and other entitlements 294.679.000,00 288.279.000,00 283.171.949,20 98 400.791,81

1110

Allowances in the event of retirement in the interests of the service (Art 41 and 50 of the Staff regulations)

166.000,00 166.000,00 162.607,92 98 0,00

1112 Entitlements former Secretaries-General 500.000,00 500.000,00 492.908,40 99 0,00

ART-111 Termination of service 666.000,00 666.000,00 655.516,32 98 0,00

1120 Provisional appropriation (officials and temporary staff)

2.476.000,00 2.476.000,00

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1121

Provisional appropriation (retired staff and staff retired under special arrangements)

6.000,00 6.000,00

ART-112 Provisional appropriation 2.482.000,00 2.482.000,00

CHAP-11 Officials and temporary staff 297.827.000,00 291.427.000,00 283.827.465,52 97 400.791,81

1200 Other staff 9.259.000,00 9.219.000,00 8.472.463,61 92 5.822,08

1201 National experts on secondment 953.000,00 953.000,00 850.647,46 89 0,00

1202 Traineeships 607.000,00 647.000,00 613.504,66 95 27.285,13

1203 Outside services 565.000,00 432.000,00 310.850,38 72 62.701,66

1204 Supplementary services for the translation service

250.000,00 250.000,00 178.519,25 71 18.586,00

ART-120 Other staff and outside services 11.634.000,00 11.501.000,00 10.425.985,36 91 114.394,87

CHAP-12 Other staff and outside services 11.634.000,00 11.501.000,00 10.425.985,36 91 114.394,87

1300 Miscellaneous expenditure on recruitment

167.000,00 167.000,00 162.170,73 97 82.719,04

1301 Further training 1.950.000,00 1.950.000,00 1.936.760,00 99 616.883,68

ART-130 Expenditure relating to staff management 2.117.000,00 2.117.000,00 2.098.930,73 99 699.602,72

1310 Special assistance grants 30.000,00 30.000,00 12.630,44 42 243,00

1311 Social contacts between members of staff

117.000,00 117.000,00 116.525,00 100 3.733,85

1312 Supplementary aid for the disabled 200.000,00 200.000,00 148.442,02 74 52.243,47

1313 Other welfare expenditure 66.000,00 66.000,00 65.600,00 99 17.160,40

ART-131 Measures to assist the institution's staff 413.000,00 413.000,00 343.197,46 83 73.380,72

1320 Medical service 517.000,00 517.000,00 482.160,57 93 179.685,27

1322 Crèches and other childcare facilities 2.593.000,00 2.593.000,00 2.525.017,00 97 492.990,65

ART-132 Activities relating to all persons working with the institution

3.110.000,00 3.110.000,00 3.007.177,57 97 672.675,92

1331 Mission expenses of the GSC 3.165.000,00 3.015.000,00 2.406.597,00 80 169.490,00

1332 Travel expenses of staff related to the European Council

600.000,00 750.000,00 633.184,76 84 50.000,00

ART-133 Missions 3.765.000,00 3.765.000,00 3.039.781,76 81 219.490,00

CHAP-13

Other expenditure relating to persons working with the institution

9.405.000,00 9.405.000,00 8.489.087,52 90 1.665.149,36

TITLE-1 Persons working with the institution 320.258.000,00 313.725.000,00 303.737.436,46 97 2.264.664,70

2000 Rent 2.806.000,00 21.844.000,00 21.843.002,41 100 0,00

2002 Acquisition of immovable property 1.000.000,00 9.750.000,00 9.750.000,00 100 4.000.000,00

2003 Fitting-out of premises 8.236.000,00 6.612.000,00 6.344.145,50 96 3.927.773,72

2004 Work to make premises secure 1.740.000,00 542.000,00 540.427,29 100 374.581,00

2005

Expenditure.preliminary to the acquisition, construction and fitting-out of buildings

552.000,00 386.000,00 359.365,00 93 160.539,51

ART-200 Buildings 14.334.000,00 39.134.000,00 38.836.940,20 99 8.462.894,23

2010 Cleaning and maintenance 17.647.500,00 14.747.500,00 14.693.196,69 100 3.098.383,97

2011 Water, gas, electricity and heating 5.316.000,00 3.416.000,00 3.230.517,06 95 1.029.060,37

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2012 Buildings security and surveillance 13.890.000,00 14.050.000,00 13.689.000,95 97 1.384.221,64

2013 Insurance 300.000,00 140.000,00 137.444,37 98 0,00

2014 Other expenditure relating to buildings 720.000,00 720.000,00 421.320,64 59 181.632,38

ART-201 Costs relating to buildings 37.873.500,00 33.073.500,00 32.171.479,71 97 5.693.298,36

CHAP-20 Buildings and associated costs 52.207.500,00 72.207.500,00 71.008.419,91 98 14.156.192,59

2100 Acquisition of equipment and software

9.248.000,00 9.509.682,00 9.502.752,00 100 6.104.424,73

2101

Outside assistance for operation and development of computer systems

20.010.000,00 20.591.358,00 20.521.915,62 100 9.434.201,53

2102 Servicing, maintenance of equipment/SW 6.005.000,00 5.184.699,00 5.180.847,19 100 501.507,31

2103 Telecommunications 3.225.000,00 1.802.261,00 1.781.498,88 99 715.600,87

ART-210 Computer systems and telecommunications 38.488.000,00 37.088.000,00 36.987.013,69 100 16.755.734,44

2111 Purchase and replacement of furniture

2.593.150,00 2.593.150,00 830.835,69 32 401.101,36 1.431.000,00

2112 Rental and repair of technical equipment 70.850,00 70.850,00 22.809,17 32 10.855,90

ART-211 Furniture 2.664.000,00 2.664.000,00 853.644,86 32 411.957,26 1.431.000,00

2120

Purchase and replacement of technical equipment and installations

2.150.000,00 1.920.000,00 834.252,71 43 400.910,10 390.000,00

2121 Outside assistance for the operation and 100.000,00 70.000,00 67.612,80 97 22.133,20

2122

Rental, servicing, maintenance and repair of tech. equipment and installations

651.000,00 636.000,00 508.705,59 80 166.434,54

ART-212 Technical equipment and installations 2.901.000,00 2.626.000,00 1.410.571,10 54 589.477,84 390.000,00

2131 Purchase and replacement of the vehicle fleet

50.000,00 43.840,00 88 43.840,00

2132 Rental and repair of the vehicle fleet 1.528.000,00 963.000,00 934.182,59 97 68.297,21

2133 Mobility plan 340.000,00 455.000,00 455.000,00 100 265.479,25

ART-213 Transport 1.868.000,00 1.468.000,00 1.433.022,59 98 377.616,46

CHAP-21 Computer systems, equipment and furniture

45.921.000,00 43.846.000,00 40.684.252,24 93 18.134.786,00 1.821.000,00

2200 Travel expenses of delegations 17.802.000,00 27.153.084,00 17.517.650,00 65 359.415,00

2201 Miscellaneous travel expenses 404.000,00 429.000,00 312.356,76 73 44.513,02

2202 Interpreting costs 83.900.000,00 64.523.916,00 51.914.971,40 80 6.567.274,80

2203 Entertainment and representation expenses

3.265.000,00 1.115.000,00 839.093,86 75 84.183,37

2204 Miscellaneous expenditure on internal meetings

3.458.000,00 3.808.000,00 3.019.751,34 79 519.625,45

2205 Organisation of conferences, congresses, meetings

511.000,00 511.000,00 272.344,55 53 170.336,24

ART-220 Meetings and conferences 109.340.000,00 97.540.000,00 73.876.167,91 76 7.745.347,88

2230 Office supplies 536.000,00 536.000,00 365.378,22 68 72.248,14

2231 Postal charges 0,00 X 0,00

2232 Exp.on studies,surveys and consultations 45.000,00 45.000,00

2234 Removals 20.000,00 20.000,00 11.154,00 56 0,00

2235 Financial charges 10.000,00 10.000,00 4.327,78 43 433,88

2015 AAR DGA | EN | 31 March 2016

2237 Other operating expenditure 267.000,00 267.000,00 155.352,21 58 137.389,44

ART-223 Miscellaneous expenses 878.000,00 878.000,00 536.212,21 61 210.071,46

CHAP-22 Operating expenditure 110.218.000,00 98.418.000,00 74.412.380,12 76 7.955.419,34

TITLE-2 Buildings, equipment and operating expenditure

208.346.500,00 214.471.500,00 186.105.052,27 87 40.246.397,93 1.821.000,00

X000 Provisional appropriations 0,00

ART-1000 Provisional appropriations 0,00

CHAP-100 Provisional appropriationa 0,00

X100 Contingency reserve 1.000.000,00 1.000.000,00

ART-1010 Contingency reserve 1.000.000,00 1.000.000,00

CHAP-101 Contingency reserve 1.000.000,00 1.000.000,00

TITLE-10 Other expenditure 1.000.000,00 1.000.000,00

TOTAL DGA EXPENSE 529.604.500,00 529.196.500,00 489.842.488,73 93 42.511.062,63 1.821.000,00

31 March 2016 | EN | 2015 AAR DGA

Table 2: Overview of the implementation during 2015 of appropriations carried over from 2014

1 - Carry-over from budget 2014

2 - Paym 2015 on carry-over 2014

3 = 2/1 - Outturn rate (%)

4 = 1-2 - Cancelled appropriations

Commitment item EUR EUR % EUR

1004 Other management expenditure 172.630,11 54.937,44 32 117.692,67

1006 Entitlements related to entering the service, transfer or leaving the service 190,84 190,84

ART-100 Remuneration and other entitlements 172.820,95 54.937,44 32 117.883,51

CHAP-10 Members of the Institution 172.820,95 54.937,44 32 117.883,51

1106 Entitlements under the Staff Regulations on entering the service, transfer and leaving the service

349.628,72 348.820,49 100 808,23

ART-110 Remuneration and other entitlements 349.628,72 348.820,49 100 808,23

CHAP-11 Officials and temporary staff 349.628,72 348.820,49 100 808,23

1200 Other staff 14.308,34 4.051,67 28 10.256,67

1201 National experts on secondment 3.889,60 3.889,60

1202 Traineeships 19.436,40 13.945,98 72 5.490,42

1203 Outside services 147.726,76 73.730,51 50 73.996,25

1204 Supplementary services for the translation service 33.413,00 17.864,00 53 15.549,00

ART-120 Other staff and outside services 218.774,10 109.592,16 50 109.181,94

CHAP-12 Other staff and outside services 218.774,10 109.592,16 50 109.181,94

1300 Miscellaneous expenditure on recruitment 127.143,61 67.938,35 53 59.205,26

1301 Further training 702.432,65 687.488,12 98 14.944,53

ART-130 Expenditure relating to staff management 829.576,26 755.426,47 91 74.149,79

1311 Social contacts between members of staff 54.739,21 54.359,25 99 379,96

1312 Supplementary aid for the disabled 24.250,13 21.008,80 87 3.241,33

1313 Other welfare expenditure 21.747,72 21.282,42 98 465,30

ART-131 Measures to assist institution's staff 100.737,06 96.650,47 96 4.086,59

1320 Medical service 123.791,17 82.238,69 66 41.552,48

1322 Crèches and other childcare facilities 151.467,56 151.467,56 100 0,00

ART-132 Activities relating to all persons working with the institution 275.258,73 233.706,25 85 41.552,48

1331 Mission expenses of the GSC 211.607,21 96.512,11 46 115.095,10

1332 Travel expenses of staff related to the European Council 25.000,00 10.284,06 41 14.715,94

ART-133 Missions 236.607,21 106.796,17 45 129.811,04

CHAP-13 Other expenditure relating to persons working with the institution 1.442.179,26 1.192.579,36 83 249.599,90

TITLE-1 Persons working with the institution 2.183.403,03 1.705.929,45 78 477.473,58

2000 Rent 2.317.971,97 2.227.670,97 96 90.301,00

2002 Acquisition of immovable property 10.000.000,00 10.000.000,00 100 0,00

2003 Fitting-out of premises 3.831.370,86 2.976.197,34 78 855.173,52

2004 Work to make premises secure 235.864,26 214.309,12 91 21.555,14

2005 Expenditure preliminary to the acquisition, construction and fitting-out of buildings 321.825,50 285.454,12 89 36.371,38

ART-200 Buildings 16.707.032,59 15.703.631,55 94 1.003.401,04

2010 Cleaning and maintenance 2.688.936,04 2.302.319,70 86 386.616,34

2011 Water, gas, electricity and heating 1.328.847,96 828.504,77 62 500.343,19

2012 Buildings security and surveillance 1.064.777,17 861.520,32 81 203.256,85

2014 Other expenditure relating to buildings 122.733,86 74.756,72 61 47.977,14

2015 AAR DGA | EN | 31 March 2016

ART-201 Costs relating to buildings 5.205.295,03 4.067.101,51 78 1.138.193,52

CHAP-20 Buildings and associated costs 21.912.327,62 19.770.733,06 90 2.141.594,56

2100 Acquisition of equipment and software 4.886.308,23 4.834.491,62 99 51.816,61

2101 Outside assistance for operation and development of computer systems 10.565.357,20 9.838.293,70 93 727.063,50

2102 Servicing, maintenance of equipment/SW 1.620.246,63 1.528.625,91 94 91.620,72

2103 Telecommunications 1.054.522,12 1.022.732,57 97 31.789,55

ART-210 Computer systems and telecommunications 18.126.434,18 17.224.143,80 95 902.290,38

2111 Purchase and replacement of furniture 577.706,49 577.706,44 100 0,05

2112 Rental and repair of technical equipment 10.917,19 7.852,82 72 3.064,37

ART-211 Furniture 588.623,68 585.559,26 99 3.064,42

2120 Purchase and replacement of technical equipment and installations 569.921,44 553.310,30 97 16.611,14

2121 Outside assistance for the operation and 8.050,60 4.101,00 51 3.949,60

2122 Rental, servicing, maintenance and repair of tech. equipment and installations 100.294,81 54.672,76 55 45.622,05

ART-212 Technical equipment and installations 678.266,85 612.084,06 90 66.182,79

2132 Rental and repair of the vehicle fleet 26.929,34 8.459,86 31 18.469,48

2133 Mobility plan 197.419,46 163.344,74 83 34.074,72

ART-213 Transport 224.348,80 171.804,60 77 52.544,20

CHAP-21 Computer systems, equipment and furniture 19.617.673,51 18.593.591,72 95 1.024.081,79

2201 Miscellaneous travel expenses 55.500,00 23.659,03 43 31.840,97

2202 Interpreting costs 5.564.784,00 5.200.228,00 93 364.556,00

2203 Entertainment and representation expenses 511.321,54 203.589,50 40 307.732,04

2204 Miscellaneous expenditure on internal meetings 442.622,00 236.086,91 53 206.535,09

2205 Organisation of conferences, congresses, meetings 186.635,10 51.324,25 27 135.310,85

ART-220 Meetings and conferences 6.760.862,64 5.714.887,69 85 1.045.974,95

2230 Office supplies 65.630,85 61.783,38 94 3.847,47

2232 Exp.on studies, surveys and consultations 9.650,00 9.650,00 100 0,00

2234 Removals 1.455,00 1.455,00 100 0,00

2235 Financial charges 1.464,15 310,48 21 1.153,67

2237 Other operating expenditure 22.054,45 16.570,00 75 5.484,45

ART-223 Miscellaneous expenses 100.254,45 89.768,86 90 10.485,59

CHAP-22 Operating expenditure 6.861.117,09 5.804.656,55 85 1.056.460,54

TITLE-2 Buildings,equipment and operating expenditure 48.391.118,22 44.168.981,33 91 4.222.136,89

TOTAL DGA EXPENSE 50.574.521,25 45.874.910,78 91 4.699.610,47