2016 annual activity report - european commission

2016

Annual Activity Report

Directorate-General for Translation

Ref. Ares(2017)1826615 - 05/04/2017

DGT_aar_2016_final of 44

Table of Contents

THE DG IN BRIEF 3

EXECUTIVE SUMMARY 4

A) KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG (EXECUTIVE SUMMARY

OF SECTION 1) .............................................................................................................................................................. 4 B) KEY PERFORMANCE INDICATORS (KPIS) ......................................................................................................................... 6 C) KEY CONCLUSIONS ON FINANCIAL MANAGEMENT AND INTERNAL CONTROL (EXECUTIVE SUMMARY OF SECTION 2.1) ..................... 7 D) INFORMATION TO THE COMMISSIONER(S) ...................................................................................................................... 7

1. KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG 8

2. ORGANISATIONAL MANAGEMENT AND INTERNAL CONTROL 14

2.1 FINANCIAL MANAGEMENT AND INTERNAL CONTROL ................................................................................................ 14 2.1.1 CONTROL RESULTS ........................................................................................................................................... 14 2.1.2 AUDIT OBSERVATIONS AND RECOMMENDATIONS ................................................................................................... 18 2.1.3 ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS .................................................................. 18 2.1.4 CONCLUSIONS AS REGARDS ASSURANCE ................................................................................................................ 19 2.1.5 DECLARATION OF ASSURANCE ............................................................................................................................ 20 2.2 OTHER ORGANISATIONAL MANAGEMENT DIMENSIONS ............................................................................................ 21 2.2.1 HUMAN RESOURCE MANAGEMENT ...................................................................................................................... 21 2.2.2 FINANCIAL MANAGEMENT: INTERNAL CONTROL AND RISK MANAGEMENT ................................................................... 23 2.2.3 INFORMATION MANAGEMENT ASPECTS ................................................................................................................ 24 2.2.4 EXTERNAL COMMUNICATION ACTIVITIES ............................................................................................................... 24

ANNEXES 26

ANNEX 1: STATEMENT OF THE RESOURCES DIRECTOR .............................................................................................. 26 ANNEX 2: REPORTING – HUMAN RESOURCES, BETTER REGULATION, INFORMATION MANAGEMENT AND EXTERNAL

COMMUNICATION ....................................................................................................................................................... 27 ANNEX 3: DRAFT ANNUAL ACCOUNTS AND FINANCIAL REPORTS ................................................................................ 32 ANNEX 4: MATERIALITY CRITERIA ......................................................................................................................... 32 ANNEX 6: IMPLEMENTATION THROUGH NATIONAL OR INTERNATIONAL PUBLIC-SECTOR BODIES AND BODIES GOVERNED BY

PRIVATE LAW WITH A PUBLIC SECTOR MISSION (IF APPLICABLE) ........................................................................................... 39 ANNEX 7: EAMR OF THE UNION DELEGATIONS (IF APPLICABLE) ............................................................................... 39 ANNEX 8: DECENTRALISED AGENCIES (IF APPLICABLE) .............................................................................................. 39 ANNEX 9: EVALUATIONS AND OTHER STUDIES FINALISED OR CANCELLED DURING THE YEAR .............................................. 39 ANNEX 10: SPECIFIC ANNEXES RELATED TO "FINANCIAL MANAGEMENT" ....................................................................... 39 ANNEX 11: SPECIFIC ANNEXES RELATED TO "ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS" ........ 39 ANNEX 12: PERFORMANCE TABLES ........................................................................................................................ 40


THE DG IN BRIEF

DGT’s overarching goal is to provide the European Commission with high-quality translation and other language services. Besides ‘standard’ translation work, by far

the biggest part of its core business, DGT is also active in the areas of editing, web

editing, web translation, localisation, machine translation and terminology. These activities are supported by demand management, outsourcing and administrative support

functions.

DGT’s job is to provide the services necessary to respect the European Union’s

multilingual character by making sure the Commission produces clearly written documents in all the official languages and in others besides. By making information

available to people in a language they understand, DGT enables the Commission to communicate better with EU citizens and make the EU more open, accountable and

democratic. Its efforts underpin the EU’s legitimacy and help ensure that its citizens

can enjoy their rights to the full.

By implementing its mission, DGT aims to be a full partner in the legislative and

communication processes, the hub for all translation-related activities in the Commission and a reference in the world of translation, while also contributing to the development of

each official language and the translation profession at large.

DGT is a ‘trans-Ardennes’ Directorate-General, with staff distributed evenly between

Brussels and Luxembourg. It has also field officers in all the Member States except Belgium and Luxembourg.

Part I (Policy achievements) sets out in detail how DGT carried out its mission in 2016,

while Part II deals with organisational management, including financial management and internal control.


EXECUTIVE SUMMARY

The Annual Activity Report is a management report of the Director-General of DG Translation to the College of Commissioners. Annual Activity Reports are the main

instrument of management accountability within the Commission and constitute the basis

on which the College takes political responsibility for the decisions it takes as well as for the coordinating, executive and management functions it exercises, as laid down in the

Treaties1.

a) Key results and progress towards the achievement of general and specific objectives of the DG (executive

summary of section 1)

In April 2016 the Commission adopted the Communication on translation as part of

the Commission’s decision-making process. It aims to promote stronger corporate discipline and ensure that customer DGs better factor translation into the Commission’s

overall decision-making process. To do this it sets out eight measures, including shorter deadlines for urgent files, more editing, improving forecasts and planning to enable DGT

to respond faster to the most pressing needs. Presentations on the Communication were

given to cabinets, Directors-General and their assistants, resources directors, legislative correspondents and at 18 local meetings in the DGs. DGT has aligned its service-level

agreements with the DGs to the new Communication, such as the new deadlines and the charge-back procedure.

Production amounted to 2.2 million pages in 2016, the second highest output since

2000. In spite of the increase, DGT achieved high deadline compliance and higher customer satisfaction. The five largest requesters were: DGs TRADE, AGRI, GROW, COMP

and JUST. DGT also contributed to raising the quality of originals by targeting editing

to major initiatives, editing 40 % of these initiatives, up from 12 % in 2015. It delivered three times more clear writing training courses than in 2015 and ran a pilot project to

cooperate more closely with one DG: DG JUST. The 'JUST write clearly!' project featured a series of clear writing training sessions, awareness-raising activities and targeted

editing.

DGT prepared to increase translation into Irish in 2017 when the first increment phasing out the derogation on translation into Irish applies. To deliver on the Council

Regulation, DGT set up a joint EU-Ireland Monitoring group composed of representatives

of the Irish authorities and the translation services of the other EU institutions. The group held its constituent meeting at steering level (heads of services) and met several times

at operational level to focus on aspects of capacity building. Together with the relevant Irish bodies, DGT organised a stakeholder conference in Dublin ‘Irish as a full official and

working language of the EU’.

In order to manage its resources and meet unflagging demand while maintaining a high-quality service, DGT increased the share of outsourced translations to nearly 30% in line

with the Strategic Plan for 2016-2020. It adopted the outsourcing framework setting

out a holistic approach to outsourcing, encouraging use of external contractors as an increasingly integrated resource. It brings together all aspects of DGT’s translation

outsourcing activity, and sets out rules, guidelines and practices to guide staff.

In June 2016, DGT finalised the results of its new call for tender for general translations, which yielded 198 framework contracts covering 89 language combinations.

One fifth of the contractors were new. DGT experienced a series of quality problems in the first months, with the proportion of freelance translations marked as ‘good’ or ‘very

1 Article 17(1) of the Treaty on European Union.


good’ falling from around 94 % in 2015 to 87 %. Remedial measures included terminating some contracts and issuing penalties. To improve cooperation and

communication with the freelance partners, DGT held information sessions in the Member

States to raise awareness of its quality requirements and to engage with contractors. DGT systematically pre-processed documents before outsourcing them, generating

savings of approximately €1.7 million.

DGT is heavily dependent on a suite of IT tools, from workflow management applications to language applications and machine translation. In 2016 it rolled out a new

version of DGT’s computer-assisted translation tool. It also launched a new workflow management tool, which unexpectedly affected the performance of another tool. In

cooperation with DIGIT, DGT’s IT unit restored stability to the systems and continues to work to improve speed and performance. In preparation for the next generation of

translation tools planned for 2020, DGT set up a CATE Lab, both a physical and an online

space where translators, IT staff and other colleagues can test products and discuss ideas for future improvements.

Translation technology and tools were the focus of the third Translating Europe Forum

held on 27-28 October 2016. The aim of the Forum is to engage with all sides of the translation profession in focused discussions on the impact of technologies on the

profession. At interinstitutional level, with DGT chairing the ECT, work focused on planning a computer-assisted translation tool and environment (CATE) for all institutions,

aiming towards a joint procurement procedure. A task force was set up to plan this work,

and it agreed on a roadmap for joint procurement to be launched in 2019.

In Communication COM(2016) 171 on resource allocation, DGT was invited to work together with the Secretariat General, DG HR and DG BUDG to propose ways of reducing

the cost of translation in the Commission in the medium and long term. Following thorough discussions internally and with the above DGs, DGT submitted a report

describing options for the way forward up to 2020; this is pending approval.

Initial considerations on the impact of the UK Referendum for the translation services

were launched. Negotiations to find a settlement in Cyprus were closely followed as the successful settlement would have an impact on DGT's operations as well.


b) Key Performance Indicators (KPIs)

Result indicators:

1. Customer satisfaction rate

Percentage of clients who express satisfaction with DGT's services

Baseline Target/Milestone Latest known result as per Annual Activity Report

2013: 82.5 %

2015: x 83 % 2018: 84 % - Milestone SP 2020: 85 % - Target SP

2014: 83.0 % 2015: 80.2 % 2016: 86.0 %

2. Deadline compliance rate Proportion of pages produced (all versions) within the deadline as a percentage of the total number of pages produced (all versions)


2009: 95 %

2011: 95.0 %

2012: 95.0 %

2013: 96.0 %

2014: 95.0 %

2015: 95.0 % 2018: 97 % - Milestone SP 2020: 99 % - Target SP

2011: 97.9 %

2012: 98 0 %

2013: 97.3 %

2014: 98.1 %

2015: 98.5 %

2016: 94.6 %2

3. Outsourcing rate

Proportion of pages translated externally as a percentage of the total number of translated pages delivered by DGT


2015: 27 %

2016: : 29.0 % 2018:33 % - Milestone SP 2020: 37 % - Target SP

2016: 29.5 %

4. Percentage of women in middle management


2015: 44 % 2018: 47 % - Milestone SP 2019: 50 % - Target SP

2016: 50 %

2 Due to the launch of a new workflow system in DGT the deadline compliance may somewhat deviate from

the normal value. This is a temporary phenomenon and not a downward trend.


c) Key conclusions on Financial management and Internal control (executive summary of section 2.1)

In accordance with the governance statement of the European Commission, DGT

conducts its operations in compliance with the applicable laws and regulations, working in an open and transparent manner and meeting the expected high level of professional and

ethical standards.

The Commission has adopted a set of internal control standards, based on international

good practice, aimed to ensure the achievement of policy and operational objectives. The financial regulation requires that the organisational structure and the internal control

systems used for the implementation of the budget are set up in accordance with these standards. DGT has assessed the internal control systems during the reporting year and

has concluded that the internal control standards are implemented and function as

intended. Please refer to AAR section 2.1.3 for further details.

In addition, DGT has systematically examined the available control results and indicators,

as well as the observations and recommendations issued by internal auditors. These elements have been assessed to determine their impact on the management's assurance

as regards the achievement of control objectives. Please refer to Section 2.1.1 and 2.1.2 for further details.

In conclusion, management has reasonable assurance that, overall, suitable controls are in place and working as intended; risks are being appropriately monitored and mitigated;

and necessary improvements and reinforcements are being implemented. The Director

General, in his capacity as Authorising Officer by Delegation has signed the Declaration of Assurance.

d) Information to the Commissioner(s)

In the context of the regular meetings during the year between the DG and the

Commissioner on management matters, also the main elements of this report and assurance declaration, have been brought to the attention of Vice-President Georgieva,

responsible for Budget and Human Resources until 31 December 2016, and Commissioner Oettinger, responsible for Budget and Human Resources as of 1 January

2017.


1. KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG

General objective: To help achieve the overall political objectives, the Commission will

effectively and efficiently manage and safeguard assets and resources, and attract and

develop the best talents

Impact indicator: Trust in the European Commission

Source of the data: Standard Eurobarometer on Public Opinion in the European Union

Baseline

(EB 83 – Spring 2015)

Latest known value

(EB 85 – Spring 2016)

Target

(2020)

40% tend to trust 37% tend to trust

Increase

Impact indicator: Staff engagement index in the Commission

Source of the data: European Commission

Baseline

(2014)

Latest known value

(2016)

Target

(2020)

65.3% 64.3% Increase

Specific objective 1: DGT meets the Commission's needs by delivering high quality translation and editing services

DGT's total translation output for 2016 amounted to 2 207 295 pages, which is around

11 % higher than for 2015. DGT's largest customers were DGs AGRI, COMP, JUST, GROW

and TRADE, each requesting more than 125 000 pages. 29.5 % of the total production

was outsourced, compared to 27 % in 2015. The deadline compliance rate reached

94.6 %3, which is slightly below the baseline of 2009 (95 %). Overall customer

satisfaction reached 86 %. The value of the correction rate, a new indicator for

translation quality based on the number of corrigenda and correcting acts adopted by the

Commission to correct translation mistakes, was 0.42 %, which is below the tolerance

level of 0.5 % defined in DGT's Strategic Plan.

During the reference period, DGT edited 40 % of the Commission's major initiatives,

compared to 12 % in 2015. In absolute terms DGT was involved in editing 100 of these

initiatives. Total editing output rose by 20 %.

The review of the clear writing campaign was suspended in mid-2016 as priorities were

reassessed. It was replaced by a more operational approach that led to a significant increase in activity: DGT gave 59 clear writing training courses in other Commission

departments, though only 26 were initially planned in the Management Plan 2016, and the number of Commission officials to whom DGT gave clear writing training (1.280)

more than tripled compared to 2015. Actions at an operational level included the JUST

write clearly! Project, where DGT worked closely with DG Justice to promote clear writing in the whole DG through a series of training and awareness raising activities.

In 2016, DGT started to apply the newly adopted guidelines for translation quality. They

comprise a differentiated approach to translation quality based on text purpose and risk

3 As previously mentioned, due to the launch of a new workflow system in DGT the deadline compliance may

somewhat deviate from the normal value. This is a temporary phenomenon and not a downward trend.


assessment. An awareness-raising campaign regarding the application of the guidelines was launched in 2016 and 26 info-sessions for DGT’s language departments were held.

In 2016, 2.7 million pages were produced by machine translation (MT@EC) following

direct requests from users inside and outside the Commission. (See Annex 12 for the corresponding performance table)

Specific objective 2: DGT makes efficient use of its human and financial

resources and manages fluctuating demand by increasing the level of

outsourcing

In the Commission’s 2016 staff allocation decision4, DGT was asked to work with SG, DG

HR and DG BUDG to propose ways of reducing the cost of translation services in the medium and long term. A DGT internal working group analysed the scope for savings and

identified four areas of potential savings (increased outsourcing, staffing structure, curbing demand, and increased use of language technology and tools). The report is

pending feedback by the central services and cabinet approval.

In June 2016 DGT adopted its new outsourcing framework. It provides a

comprehensive approach to outsourcing, bringing together all aspects of DGT's

translation outsourcing activity, and encouraging an effective use of external contractors as an increasingly integrated resource. In December DGT approved a List of Priority

Actions for 2017 to implement the Outsourcing Framework.

As a result of the OMNIBUS-15 call for tenders for general translation services, 198 framework contracts for external translation were awarded for 89 language

combinations. 22 % of the successful bidders were new. The thematic MERCA-15 call for tenders for financial translations was cancelled as it yielded only partial results.

The outsourcing rate was 29.5 %, compared to 26.7 % in 2015. In absolute terms, 648.240 pages were outsourced in 2016, against 532.156 pages in 2015. The 'Freelance

quality rate' (Proportion of freelance translations marked as 'good' or 'very good') was 86.9%, against 93.7 % in 2015. Quality problems – including non-compliance with

deadlines - were observed in the first months of OMNIBUS contracts, mainly concentrated on a few contractors. Following careful analysis of the situation, remedial

measures were taken, including termination of 10 contracts. 15 information sessions with contractors and language departments were held in the Member States.

The Guidelines for evaluation of outsourced translations were updated as planned, thus contributing to the implementation of the new outsourcing framework.

The systematic use of pre-processing has become an integral part of DGT's outsourcing

workflow, contributing to the resource efficiency of the outsourcing process and the quality of the translations. In budgetary terms, the results were savings in 2016 of about

€1.7 million. (See Annex 12 for the corresponding performance table)

Specific objective 3: DGT has the capacity to provide high-quality

translation into Irish

Following the adoption of Council Regulation 2015/2264, which requires the EU institutions to apply a gradually increasing language regime for Irish, a Monitoring

Group on the Irish Language derogation was set up in May 2016. The Group, consisting of representatives of the Irish authorities, the Commission and the other EU institutions,

4 SEC(2016) 171 final


is monitoring progress in the areas specified in the Regulation, namely recruitment to the EU institutions, the capacity of external service providers, the increased collaboration on

language resources, and issues related to the availability of the acquis in Irish. The

steering level of the monitoring group adopted an action plan, and the operational level met twice ('plenary' meetings) to discuss the implementation of the measures and

priorities for 2016 set by the steering level. In addition, the operational level held two targeted meetings to start preparations for translation as set out in the Regulation, and

to tackle issues related to the availability of the acquis in Irish.

End 2016 DGT had 12 ADs working in the Irish department. Competitions for linguistic

assistants and translators into Irish were launched in April and June respectively. Since the numbers of candidates who passed the various stages of the translator competition

were not as high as expected, a contingency plan has to be put in place to meet the target of 25 translators in the Irish Unit by the end of 2017. Considering that the

temporary agent (TA) reserve list is exhausted, DGT agreed with the Council to recruit

from their TA reserve list resulting from their most recent TA competition. The capacity of the freelance translation market for Irish has so far been insufficient to meet needs.

Key issues and challenges related to the gradual phasing-in of Irish as a full official and working language of the EU, over the period to 1 January 2022 were addressed at the

"Irish as a full official and working language of the EU" stakeholders conference in October in Dublin, organised by DGT and relevant Irish bodies.

Three new framework contracts were signed for translation services into Irish.

(See Annex 12 for the corresponding performance table)

Specific objective 4: DGT has a modular state-of-the-art computer

assisted translation environment to support quality and efficiency in the

translation process

In 2016 the activities related to the computer-assisted translation (CAT) tool focused on the migration to the new version of the CAT tool SDL Trados Studio 2015, which

was completed by the end of October 2016.

Preparations for the new CAT environment (CATE) continued. DGT set up a physical

space where translators, IT staff and other colleagues can come together to test and discuss ideas or improvements. This CATE Lab has been open for all DGT users since

February 2016. DGT users introduced numerous testing proposals, gave and/or attended presentations and participated in the testing of various tools and applications as

volunteers.

A DGT-led interinstitutional task force on the future CAT environment concluded that a

"hybrid approach", aiming to seamlessly integrate market or open source products, interinstitutional legacy systems and the tools specific to each participating service, is

best suited to cover the needs of the partner services and maximise the benefit from existing IT tools. The report of the task force includes a roadmap for the joint

procurement and implementation of CATE 2020.

The ManDesk5 Translation module - the core module of the application for the management of the translation workflow - was launched in July, and the migration from

the old system to the new one was completed in early August 2016. Following the launch of ManDesk, DGT was seriously affected by poor performance of the TraDesk6

5 DGT's electronic translation workflow management system

6 The interface used by DGT's translators to access their translation tasks, the related linguistic resources and

https://myintracomm-collab.ec.europa.eu/networks/DGTICFT/ongoingprojects/Documents/ECT%2016-073%20Final%20-%20Task%20Force%20CATE%20beyond%202016%20-%20Final%20report.pdf


application. Systems were brought back to a stable functioning with interventions at the level of IT infrastructure, and work on further improvements continues.

In 2016, DGT implemented the Euramis re-usability indicator, prepared and agreed in

the framework of the interinstitutional KIAPI (Key Interinstitutional and Activity Performance Indicators) working group. It measures to what extent the output of

previous translations stored in Euramis translation memories can be used for current translation requests. The indicator value for 2016 was 28.1 %.

For MT@EC specific measurements were put in place for in-house use that will help allow systematic monitoring of the usage of MT@EC by DGT's translators.

The first module of eTrèfle, the new system for the management of the outsourcing of

translation work to external service providers, was deployed in June 2016. DGTSTAT, the successor of the legacy system StatSuivi, that permits to produce a variety of

statistics on DGT's production and performance for management and monitoring

purposes, was deployed in December 2016. (See Annex 12 for the performance table)

Specific objective 5: DGT creates synergies in interinstitutional

translation by cooperating with its partners and by jointly developing IT

tools

During the reference period, DGT chaired the bodies in charge of interinstitutional

cooperation in the area of translation, namely the Executive Committee for Translation (ECT, composed of the Heads of Service of the translation departments of the EU

institutions and bodies) and the Coordination Committee for Translation (CCT), the

operational body of the ECT.

DGT cooperated closely with the translation services of the other institutions and bodies

to identify and achieve synergies for the optimal use of human, financial and technical resources. For 2016 the following activities should be highlighted:

• Three meetings of the Executive Committee for Translation (ECT), took place. Topics discussed included EPSO competitions, the different developments and

practices in outsourcing in the respective institutions and the growing importance of outsourcing, quality issues (including follow-up in the area of outsourcing) and

cooperation on the new CAT environment.

• For the interinstitutional communication solution project, DGT is developing the central module to be used by the Parliament, the Council and DGT. Technical

problems with the development of the local module for the communication solution led to an overall delay of three months. It has been agreed that the

Commission's Secretariat-General would provide a 'common identifier' (interinstitutional procedure number) at the start of the legislative procedure.

• The work on the ordinary legislative procedure project with mixed teams from Commission, Council and European Parliament is still ongoing, due to

procedural delays, and will continue in 2017.

A middle management event on cooperation in the area of quality assurance and outsourcing was organised.

• The interinstitutional Language Technology Network organised a workshop

all other information that support the translation process


on the use of XML-based document format in the multilingual document production process in April 2016. The group also focused on the definition of a

common position on the future CAT environment (see Specific Objective 4).


Specific objective 6: DGT promotes the role of translation and professional cooperation through outreach work

The Translating Europe Forum 2016 took place in October in Brussels. It was devoted

to translation tools and technologies – including Machine Translation (former MT@Work conference). The event attracted more participants than in 2015: around 600 participants

in Brussels, more than 4 400 connections through web streaming over two days and around 3 000 posts published on Twitter.

Furthermore, 46 Translating Europe workshops were held in 22 Member States. The

ambition was to organise workshops in all Member States; however, this was not possible for several reasons, e.g. the specificities of national landscapes where DGT field officers

operate, priority given to other DGT projects, or staff turnover in certain Field Offices. A new call for projects to be financed in 2017 was launched in November. The workshops

are an integral part of the Translating Europe concept: they reach DGT's existing and potential interlocutors throughout Europe and address topics relevant to the local

population of linguists and translators, usually in the national language. They have become one of the main tools for DGT Field Officers to expand and consolidate

cooperation with national stakeholders, while ensuring coherence with DGT objectives,

facilitating synergies with national language and terminology networks and fostering cooperation with EMT7 Universities.

Two meetings of the European Masters in Translation network (EMT) were organised: a meeting in March in Brussels, focusing on work placements, professionalization and

graduate employment, organised back-to back with a Translating Europe workshop on work placements; and a meeting in October in Nitra, Slovakia, followed by a local

language event on terminology, in cooperation with the Slovak Terminology Network. Topics discussed in meetings of the EMT Board included cooperation and new measures

to increase the visibility of EMT, and to prepare the discussions on the future of the EMT

network as a self-governing structure.

DGT language departments organised events in 17 member states, including meetings of

their language or terminology networks, such as the interinstitutional terminology network conference for Polish, and the Annual conference of the Lithuanian Terminology

Forum in Vilnius, the Conference to celebrate the 30th anniversary of Portugal's accession to the EU, held in Lisbon on 26 September (European Day of Languages), a meeting of

the network of the German Language Department and the Language Services of German Speaking Ministries and authorities in Frankfurt, Seminar for Czech public administration

– Language and EU law, Prague, Bulgarian Language Network Conference, 18 November

2016, Sofia.

29 translators participated in the Visiting Translator Scheme to share expertise and

develop new skills and networking possibilities, including with universities (e.g. Dublin City University, Zentrum für Translationswissenchaft at Vienna University), ministries in

different member states (e.g. German Federal Foreign Office, Ministry of Infrastructure and Spatial Planning of Slovenia), international organisations (e.g. Bank for International

Settlement in Basel, International Committee of the Red Cross, and International

7 European Master's in Translation. The EMT is a partnership project between the European Commission and

higher-education institutions offering master's level translation programmes.


Organization of Labour in Geneva).

The DGT LIND – language industry - initiative carried out the 1st European Language

Industry Survey in cooperation with the main language industry associations, EUATC

(European Union of Associations of Translation Companies), ELIA (European Language Industry Association), GALA (Globalization & Localization Association), as well as EMT

and COTSOES (Conference of Translation Services of European States). It was the first main effort to gather Europe-wide data on translation markets and trends from all sides

of the industry, be they private and public.

Social media was a very important tool in DGT's external communication, especially in

relation to major DGT events such as the European Day of Languages, Translating Europe and Juvenes Translatores. Compared to the 2015 baseline, the engagement rates

on Twitter (#xl8)and Facebook (Translating for Europe) increased.


Examples of EU added value:

Juvenes Translatores

Since 2007, the European Commission's translators have been sharing their passion for

languages with youngsters through a dedicated event, called Juvenes Translatores. This annual translation contest is open to students all across the European Union who can try

their hand at translating a one-page text, using any of the 552 possible combinations of the EU's 24 official languages.

Each year the contest grows in popularity and in 2016, around 1 947 schools registered

through DGT website. In April, the winners – one student from each Member State – are then invited to an awards ceremony in Brussels. And they are those who can tell the

best what this experience means to them: "I would like to thank the European Commission from the bottom of my heart, as I am sincerely grateful for getting to

experience these wonderful days in Brussels. Hartelijk bedankt, merci beaucoup, millónes gracias, thank you, stort tack." (Sweden) – "Participating in Juvenes Translatores was

definitely one of the best choices I've made, as I discovered something new for myself and met wonderful people from all over Europe." (Estonia).

MT@EC

DGT's machine translation service (MT@EC) is available to all staff of the European

Institutions and Bodies as well as to public administrations in the Member States. It is the basic building block for the eTranslation service to be offered by the Connecting

Europe Facility.

https://twitter.com/translatores

https://www.facebook.com/translatingforeurope

https://ec.europa.eu/info/juvenes-translatores_en


2. ORGANISATIONAL MANAGEMENT AND INTERNAL CONTROL

2.1 Financial management and internal control

Assurance is an objective examination of evidence for the purpose of providing an assessment of the effectiveness of risk management, control and governance processes.

This examination is carried out by DGT management, who monitors the functioning of the internal control systems on a continuous basis, and by the Internal Audit Service (IAS).

Its results are explicitly documented and reported to the Director-General. The reports produced are:

the weekly reports on demand management and outsourcing;

the monthly reports on budget execution (BER) and the management information

scoreboard (MIS) highlighting key data and areas in which action may be needed;

the twice-yearly reports by AOSDs (BiAR reports), including the results of internal control monitoring at DG level;

the opinion of the Internal Control Coordinator on the state of control, and the observations and recommendations reported by the Internal Audit Service (IAS)

on audits carried out by them or taken over from the former Internal Audit Capability (IAC);

the observations and the recommendations reported by the European Court of Auditors (ECA) (no report received for 2016).

These reports result from a systematic analysis of the evidence available. This approach

provides sufficient guarantees as to the completeness and reliability of the information reported and gives complete coverage of the budget delegated to the Director-General of

DGT.

2.1.1 Control results

This section reports and assesses the elements identified by management that support the assurance on the achievement of the internal control objectives8. The DG's assurance

building and materiality criteria are outlined in Annex 4 to this AAR. Annex 5 outlines the main risks together with the control processes aimed to mitigate them and the indicators

used to measure the performance of the control systems.

DGT manages administrative expenditure only, under the direct centralised management mode. In 2016, DGT managed expenditure totalling € 26.87 million (including funds co-

delegated or cross-sub delegated by other DGs), of which it was directly responsible for € 19.57 million (excluding cross-sub delegated funds and appropriations for external

personnel). Adequate internal control principles are applied taking into account the low-risk environment of the DG .

DGT has a partially decentralised financial circuit in place for commitments, in which levels of controls depend upon the estimated risk of the transaction, resulting from the

procurement type.

8 Effectiveness, efficiency and economy of operations; reliability of reporting; safeguarding of assets and

information; prevention, detection, correction and follow-up of fraud and irregularities; and adequate

management of the risks relating to the legality and regularity of the underlying transactions, taking into

account the multiannual character of programmes as well as the nature of the payments (FR Art 32).


Expenditure by procurement types Tot. K € % budg Tot trans. % budg

Type 1: DGT FWC & NP** - external translation 13 854 70 % 17 119 87 %

Type 2: DIGIT FWC (IT) + other IT expenditure 2 907 14 % 33 0.2 %

Type 3: Low value NP, AMI, FWC (HR, EAC) 2 136 11 % 814 4 %

Type 4: Partially managed by PMO (missions) 798 4 % 3 264 17 %

Total DGT budget** (excl. external personnel) 19 695 21 230 Source: DGT BER and internal statistics ** Figures including co-delegated and cross-sub delegated budget

DGT has a fully centralised financial circuit for payments, in which 100% of payments is

controlled for legality and regularity, for all budget lines.

As DGT does not manage programmes and grants there are no controls ex-post. Errors

identified are corrected before signature of the contract or authorisation of payment. The residual error rate is therefore assumed to be 0%.

Indicator 2014 2015 2016

Budget execution rate (after mid-term adjustments)

99.34 % 99.7 % 99.7 %

Payments made within the contractual period (%)

98.2 % 97.1 % 96.8 %

Absorption of budgetary backlog (RAL) (%) 95 % 96.2 % 92 %

Average delivery timing for monthly execution report9

8 days 8 days 8 days

Number of financial exceptions handled 10 5 8

Total value of exceptions (€) 44 953 € 3 502 € 9 723 €

Audit recommendations implemented within deadlines

83% N/A10 100%

Audit observations that might give rise to reservations

0 0 0

Cases referred to OLAF over the past three years

0 0 0

Sources: DGT- Budget execution report and DGT internal statistics

Coverage of the internal control objectives and their related main indicators

Control effectiveness as regards legality and regularity

DGT has set up internal control processes aimed to ensure the adequate management of the risks relating to the legality and regularity of the underlying transactions,

taking into account the nature of the payments concerned.

The control objective is to ensure that DGT has reasonable assurance that the total amount of any financial operation authorised during the reporting year not in conformity

9 On the second Thursday of the month, for discussion at the Directors’ meeting on the third Monday of the

month.

10 With the reorganisation of the audit function in the Commission, the follow-up of open recommendations

has been transferred to the IAS. Three recommendations were implemented by management but not yet

followed-up by the IAS, therefore the indicator cannot be given.


with the applicable contractual or regulatory provisions does not exceed 2 % of total expenditure, excluding external personnel (see Annex 4: Materiality criteria).

DGT's control strategy is based on 100% ex-ante controls, i.e. before contracts are signed or payments made. This enables potential irregularities to be identified

beforehand, which also explains the low number of exceptions reported.

Comprehensive controls and verifications are in place to guarantee the legality/regularity of the transactions and these are documented in the financial circuits:

For external translation contracts, the financial and legal units' ex-ante control

consists of reviewing the tender documents before the launch of the tender, and the future framework contracts before the award decisions. All deliveries of translations

are quality controlled by internal staff before launching the invoices in the payment

circuit. The financial unit reviews all individual contracts, translation evaluations and invoices before authorising payment. The quality control of outsourced work led to

penalties issued to supplies for an amount of €217k (1.91% of the invoice amount), which is much higher than in 2015 (0.28%). This is due to a lower level of the quality

of translation combined to stricter penalties clauses in the new OMNIBUS contracts, implemented as from 1st July 2016.

For IT contracts, DGT uses the framework contracts provided by DIGIT. The individual

draft contracts are reviewed by the financial unit and by DIGIT through the "paraph"

procedure. The final contracts, timesheets and invoices are checked before the financial unit authorises payment.

All other procurements (low-value negotiated procedures, calls for expression of

interest, individual contracts on framework contracts of other DGs) are reviewed by DGT's financial unit before signature of contract. The final contracts, delivery reports

and invoices are checked by the financial unit before authorising payment.

All mission orders and costs declarations are verified by DGT's financial unit before

approval by the authorising officer.

The total number of exceptions in 2016 was 8 out of a total of 21 230 transactions. It represents €9 723 out of a total of €19 695 000 (0.05%). All identified cases related to

timing errors, none resulted in undue payments or cost to the budget.

In the context of the protection of the EU budget, at corporate level, the DGs' estimated

overall amounts at risk and their estimated future corrections are consolidated. For DGT, the estimated overall amount at risk for the 2016 payments is €0. Indeed, in DGT all

transactions are controlled and errors corrected before payment made. This expenditure will not be subsequently subject to ex-post controls as DGT does not

award grants.

In conclusion, analyses of the available control results and an assessment of the weaknesses identified and their relative impact on legality and regularity have revealed

no significant weakness that could have a material impact on the legality and regularity

of financial operations. It can be concluded that the control objective has been achieved.

Cost effectiveness and efficiency

DGT being a non–spending DG, it reports on a single overall cost of control indicator (%). The time-to-pay indicator is given in Annex 3 ("Draft annual accounts and financial

reports"). The cost of controls was calculated on the basis of an estimation of direct costs of control of the two main procurement types used in DGT, covering 84% of its total

budget (see point 2.1.1), over the value of the related funds under management.


Cost of control – External translations and IT lines

2014 2015 2016

Amount spent on

controls €2 070 000 €1 915 000 €1 867 800

Budget managed €18 614 000 €15 512 000 €16 760 000

% control/budget

managed 11.1% 12.3% 11.5%

Cost per transaction 136€ 168€ 112€

Sources: DGT internal statistics

To assess the relative efficiency of the controls, these indicators must be tracked over

several years, as the budget managed varies according to the translation demand, but the costs of control can only be adjusted slowly.

The cost of control is decreasing. It is expected to decrease further in 2017 taking

advantage of new automatic processes implemented in 2016 in the management of financial transactions relating to external translation. Moreover, DGT plans to review its

internal financial circuits with a view (a) to simplify the circuits and (b) to review the

different risk-profiles in order to better adapt the control operations.

Based on an assessment of the most relevant key indicators and control results, DGT has assessed the cost-effectiveness and the efficiency of the control system and reached a

positive conclusion.

Fraud prevention and detection

In line with the Communication of the Commission "Towards an effective and coherent risk management in the Commission services" and following recommendation 2 of the

Internal Audit of risk management process, DGT undertook a comprehensive risk assessment exercise in the second quarter of 2016. Based on the report issued following

the risk assessment, DGT's Anti-Fraud Strategy was updated in September 2016.

DGT's Anti-Fraud Strategy outlines two main risks:

The first concerns the handling of sensitive, marked or classified information, where no

further action is recommended, provided security measures in place are maintained at their current level. The workflow on how to handle sensitive documents is regularly

updated and is available to all staff. RESTREINT UE/RESTRICTED EU documents are handled exclusively within the RUE environment, in line with the rules of HR.DS

(translation of such documents is done in secure rooms, one in Brussels and one in Luxembourg).

The second concerns financial transactions, where three actions are recommended: Continuous training of all staff dealing regularly with finances in the DG

Organisation of specific "expenditure lifecycle courses" for staff dealing occasionally in finances

Update of the documentation on procedures and processes on the intranet.

The controls in place aimed at preventing and detecting fraud are essentially similar to those designed to ensure legality and regularity of the transactions and the real quality of

the service. DGT controls 100% of financial transactions in order to ensure their legality

and regularity.


In the last ten years, DGT has not reported any cases of fraud to OLAF nor did OLAF

investigate any misuse of DGT money.

Other control objectives: safeguarding of assets and information, reliability

of reporting (if applicable)

The assets managed by DGT (other than IT intangible assets) are dictionaries or encyclopaedias when their cost exceeds the respective thresholds. This is only a very

small part of our library acquisitions. Orders are made based on the end-users' requests and delivered to the library. The invoices are processed by the acquisition sector in DGT's

financial unit.

Access to sensitive information is strictly controlled in DGT. Specific workflows are in

place for sensitive and marked documents while RESTREINT UE/RESTRICTED EU information is dealt with exclusively within the RUE environment, i.e. limited to the PCs

located in the secure rooms.

2.1.2 Audit observations and recommendations

In 2016, the IAS conducted an audit on the procurement process in DGT. The objective of the audit was to assess the adequacy of the design and the effective implementation

of DGT's internal control system for the management of the procurement process. Based

on the results of the audit, IAS believed that the internal control system in place in DGT for the procurement process provides reasonable assurance regarding its compliance with

the Financial Regulation and its Rules of Application as well as its efficient and effective management.

The IAS however issued two recommendations (rated important, with medium risk)

concerning specific weaknesses in public procurement procedures and in the internal control system. They mainly concern the need to better document procedures, to update

the description of the financial circuits, and to make available clear guidelines to users.

DGT accepted both recommendations and proposed an action plan to remedy these weaknesses. The action plan, approved by the IAS, should be implemented by mid-2017.

Concerning the pending recommendations of two IAC audits taken over by IAS on the

risk management process in DGT and on the security of information, they were all closed during 2016. None of these were classified as critical or very important.

The IAS concluded that the internal control systems audited are working satisfactorily11.

Having assessed the risks underlying the auditors' observations and the management measures taken in response, DGT management believes the recommendations are being

implemented under ongoing improvement efforts and that the current state of play does not give rise to assurance-related concern.

2.1.3 Assessment of the effectiveness of the internal control systems

The Commission has adopted a set of internal control standards, based on international good practice, aimed to ensure the achievement of policy and operational objectives. As

regards financial management, compliance with these standards is a compulsory

requirement.

DGT has put in place the organisational structure and the internal control systems

11 Ares(2017)806068


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

DGT assesses the effectiveness of its key internal control systems annually, in

accordance with Commission guidance.

As outlined in the introduction to point 2.1, management's assessment is based on a

number of monitoring measures and information sources:

bi-annual activity reports on the use of resources (covering implementation of the

management plan, the functioning of the internal control system, the management human and financial resources and the state of implementation of

audit recommendations);

register of reported exceptions and follow-up measures taken to avoid repetition;

reporting of non-compliance and internal control weaknesses;

follow-up of audit recommendations (internally and reporting to the IAS where

applicable);

follow-up of the anti-fraud strategy;

risk assessment process.

Based on the above, DGT management concludes that the internal control systems are effective. The IAS identified weaknesses concerning the procurement process and

procedures (rated important, with medium risk) which are currently addressed and do not lead to a qualification in the declaration of assurance.

2.1.4 Conclusions as regards assurance

No weaknesses were identified in the reporting period that give rise to reservations.

DGT management carefully considered DGT’s overall performance and control and supervisory activity in 2016 and found no significant (repeated) or residual errors. In

conclusion, it has reasonable overall assurance that:

suitable controls are in place and working as intended;

risks are being appropriately monitored and mitigated; and

arrangements are being improved and reinforced as necessary.

In his capacity as authorising officer by delegation, the Director-General has signed the

declaration of assurance.

Overall conclusion

Management has reasonable assurance that, overall, suitable controls are in

place and working as intended; risks are being appropriately monitored and mitigated; and necessary improvements and reinforcements are being

implemented. The Director General, in his capacity as Authorising Officer by Delegation has signed the Declaration of Assurance.


2.1.5 Declaration of Assurance

I, the undersigned,

Director-General of the Directorate-General for Translation

In my capacity as authorising officer by delegation

Declare that the information contained in this report gives a true and fair view12.

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 the results of the self-assessment, ex-post controls, the limited

conclusion of the Internal Auditor on the state of control 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.

Place …………….., date ………………

…………………………………..…

(signature)

Rytis MARTIKONIS

12 True and fair in this context means a reliable, complete and correct view on the state of affairs in the

DG/Executive Agency.


Reservation 1 (template to be adhered to)

NA

2.2 Other organisational management dimensions

Examples of economy and efficiency

- The systematic pre-processing of documents to be translated is an integral

part of DGT's outsourcing workflow for certain types of documents. Pre-processing these documents reduces the cost of outsourcing as the Commission does not pay for the

translation of those parts of the documents which had already been translated earlier and are included in the DGT translation memories. The pre-processing also contributes to the

consistent use of terminology.

- Due to the expiry of the earlier GEN-11 framework contract, DGT concluded new

OMNIBUS-15 framework contracts for outsourcing the translation of Commission documents. The OMNIBUS-15 framework contracts entered into force in July 2016. The

offers received in the calls for tenders by the successful bidders were in average 3 €

lower (per translated page) than the prices paid in the context of the former framework contracts.

2.2.1 Human resource management

Strategic HR Plan 2017-2020

In November 2016 DGT adopted its Strategic HR Plan 2017–2020, which also provides a

basis for talent management with respect to middle management succession and the learning and development (L&D) framework for all DGT staff, taking into account the

specific needs of all different entities in DGT. The quantitative evolution of DGT's in-

house staffing depends upon the annual Commission decisions on allocation of establishment plan posts and external personnel credits.

Succession planning, post allocation and recruitment

In 2016, 50 new officials were recruited, while 118 left the service. During the same

period DGT recruited 49 new contract agents, 33 interim agents and extended 84 existing contracts.

Following the Commission decision SEC(2016)171 on the allocation of establishment plan posts, implying a reduction of 4% of DGT's posts in 2016, the benchmarks were

updated and published. On 1/1/2017, the total reduction of posts since 2012 is 284

(12%).

AST1 competitions for linguistic assistants were published for DA, GA, HR, HU, MT, NL,

SK and SL and translator competitions for GA, DA, HR, LT and MT. The temporary agent selection for English translators was finalised in May, and the first recruitments from the

list of candidates were made.

Professional development

Some 590 translation-related training activities and 530 DGT-specific IT training courses were organised. Individual training solutions were offered to 115 applicants. Over 800

colleagues participated in standard or specific language courses, the e-learning scheme

for language learning or immersion courses.


By the end of 2016 DGT reached its 2019 target of 50% (37) women in middle management positions and participated in the first middle management mobility exercise

where 5 DGT middle managers found new jobs in other DGs.

The third edition (2016/2017) of the "Mentoring for Aspiring Managers" programme (this time for both male and female aspiring managers) was launched with 15 mentees and 12

mentors participating. One full-day session for managers on respect and dignity at work was organised in April. Management clubs were held on the following subjects:

neuroscience and management; the evaluation and outsourcing framework; and the cost of translation.

Organisational development

23 events were organised for different DGT entities, including Translation Forums on

"Quality in Professional Translation" and "Interpreting European Law in 24 Languages" (April), and training sessions on ethics and integrity, and on respect and dignity at work

for non-managerial staff.

Working conditions and wellbeing

Wellbeing activities were organised by the DGT ergonomics and fit@work correspondents

throughout the year with the peak event in November: a DGTfit@work afternoon of sports took place on the premises of the European School in Mamer and was extended to

DGs HR and SANTE, and OIL.

DGT continued to promote a healthy work-life balance and flexible working

arrangements, particularly in the light of the moves to four different locations in Luxembourg. The moves out of the JMO in Luxembourg started in October 2015 and

were completed in August 2016 with the final moves to the new T2 building on Kirchberg.

DGT continued to promote internal communication as a way to boost staff engagement. DGT organised different communication actions around corporate communication

priorities like the Synergies and Efficiencies review, the new HR Delivery model or the launch of DG HR staff survey. Specific internal communication priorities for DGT were the

Communication on Translation as part of the decision-making process, the results of the Customer Satisfaction Survey 2015, the new Quality Framework and Quality Guidelines,

the Outsourcing Framework, IT-related issues and the move out of JMO to the new buildings in Luxembourg.

A Staff Perception and Opinion Survey was organised as a complement to the

Commission's Staff Survey.

(See Annex 2 for the corresponding tables)


2.2.2 Financial Management: Internal control and Risk management

Effective and reliable internal control system giving the necessary guarantees

concerning the legality and the regularity of the underlying transactions

The Financial Unit kept the central register of all framework contracts and procurement

procedures used in DGT up-to-date and ensured monitoring of the timely provision of external services in line with sound and efficient financial management principles

(economy, efficiency and effectiveness).

In line with the Communication of the Commission "Towards an effective and coherent

risk management in the Commission services" and following recommendation 2 of the Internal Audit of risk management process, DGT created a working group which

undertook a comprehensive risk assessment exercise in the second quarter of 2016. The

report of the WG and the risk register were adopted by senior management. The register contains a total of 15 risks: 13 with an "accepted" and 2 with a "to be reduced" residual

risk. The accepted risks are accompanied with the already existing mitigating measures while for the two, where the level of risk can still be reduced, further actions were

proposed. Based on the report, DGT's Anti-Fraud Strategy was updated in September 2016.

Throughout the year the financial unit continued to produce monthly budget execution reports, including exception reporting.

In line with the guidelines on chargeback between Commission DGs, DGT requested cross

sub-/co-delegations with other DGs to further optimise the management of its administrative budget (mainly outsourcing and IT).

Effective and reliable internal control system in line with sound financial management.

In comparison with 2015 when the total cost of control accounted for 12%, in 2016 that cost was reduced to 11%.

In relation to outsourcing, new OMNIBUS-15 contracts started being used on 1 July 2016. All outsourced translations continued to be evaluated by qualified translators before the payments were processed. In IT, all external staff were recruited through DIGIT’s framework contracts, using the ‘ex-ante’ control by DIGIT.

After further market analysis, and the future take over by DG HR of learning and development activities, it was decided to drop the procurement procedure for concluding framework contracts with hotels for training purposes.

Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the DG, based on the DG’s anti-fraud

strategy (AFS) aimed at the prevention, detection and reparation of fraud

Details of the status of the Anti-Fraud Strategy action plan are given in part III of the report. We would nevertheless like to mention that the target has changed. In the new Anti-Fraud Strategy we do not plan another revision of the AFS before 2020, unless there would be major changes to policies, organisations or procedures.



2.2.3 Information management aspects

In 2016, DGT continued to shift to electronic workflows for administrative procedures and

raise awareness of the advantages of open and shared files in Ares. DGT's average for

non-filed documents for 2016 stands at 0.07%, Commission average being 1.5%.

DGT-wide information management was improved through the testing of a pilot version

of the ‘enterprise search tool’, developed by DIGIT, during the first half of 2016.

Based on the principles of DGT's Knowledge Management Framework the implementation

of knowledge management schemes (Share! events, info sessions, IT tips etc.) continued. New possibilities were explored with the requester DGs and will be made

available to DGT staff in 2017.

In October 2016 the College adopted a Communication setting out a corporate strategy

on data, information and knowledge management. A new Information Management

Steering Board to which DGT's Deputy Director-General was appointed as a member will further develop this strategy and oversee its implementation.


2.2.4 External communication activities

The awards ceremony for the ninth round of the Europe-wide Juvenes Translatores

translation contest for schools took place in April, in the presence of Commissioner Navracsics. The announcement of the winners was covered in a good number of local and

national press (press release JT9: http://europa.eu/rapid/press-release_IP-16-

162_en.htm). Over 200 people from 28 Member States, mainly students, teachers and parents, attended the award ceremony which was also web streamed. The 10th

anniversary edition of the contest, for which 1.947 schools had registered, took place in November. 3258 students from 736 secondary schools in 28 EU countries participated in

the contest. Social media outputs and reach: during the JT9 contest cycle the net gain of the FB page was 764 likes ( 916 out vs. 1680 in ). The average reach per post was 3268

and we posted 127 posts. This does not include shares by Translating for Europe or Representation Facebook pages.

For the European Day of Languages (26 September), around 60 events were

organised by DGT field officers and their local/national partners in all 26 Member States where DGT has a field office. Estimate reach of the events: around 47,000 citizens. The

events were extensively covered in local and national media (links to media coverage and media review). Social media outputs and reach: Field officers promoted the events

locally, mostly on the Representations' social media accounts (examples of reach : in Cyprus almost 19 000 people; in Estonia 25 000 people; in Greece: 800 000 people). On

DGT's FB page on 26/9 : 110,000 people reached, Likes: 530 Likes, shared 635 times. During the promotion period, 2 to 26th of September, the overall engagement on the DGT

FB was 7% higher than in the 2015 and 287 new followers (net) were gained.

The task force on digital transformation continued its work with colleagues from DG COMM and DIGIT. The beta version of the information site successfully went live, i.e.

accessible from outside the Commission, at the end of June. DGT staff was also involved in the development of the 'Better Regulation Portal', which was also launched at the end

of June.

DGT promoted EPSO translation competitions (Croatian, Danish, Irish, Lithuanian and

Maltese), including dedicated Facebook pages, video productions, info sessions and extensive use of Twitter. On top of EPSO promotion activities, DGT used its social media

accounts in the run up to the competitions with dedicated FB pages/language completion.

http://europa.eu/rapid/press-release_IP-16-162_en.htm

http://europa.eu/rapid/press-release_IP-16-162_en.htm

https://myintracomm-collab.ec.europa.eu/dg/DGT/dgt02/fo_coordination/EDL%202016%20Evaluation/Media%20and%20communication/EDL%202016%20Media%20coverage%20in%20the%20MS.pdf?Web=1

https://myintracomm-collab.ec.europa.eu/dg/DGT/dgt02/fo_coordination/_layouts/15/WopiFrame.aspx?sourcedoc=/dg/DGT/dgt02/fo_coordination/EDL%202016%20Evaluation/Media%20and%20communication/MEDIA%20REVIEW_annex%204.pdf&action=default


Social media outputs and reach: on the day of the launch of the competition a post in EN promoting all competitions was published on DGT FB page: reach: 4,5K people; 4

language specific posts promoting individual competitions in respective languages

reached almost 11K people (with DA and GA being viewed by over 4K people respectively). Impact of the whole campaign: 1384 applications were received (for 144

number of posts available on the reserve lists).

The Framework Agreement on working relations between DGT and DG COMM concerning

Field Officers was renewed.


Annual communication budget spent in 2016

The budget for external communication activities covers specific actions targeting

translation stakeholders (outreach) as well as the wider audience. In 2016 the budget was used to promote translation to youngsters via the organization of the annual contest

'Juvenes Translatores'. Furthermore it was used to run the Translating Europe project (Forum in Brussels and workshops in Member States), the meetings of the EMT network

and several small scale events targeting to general public in the Members States on the

occasion of the European Day of Languages (26 September). The outreach activities of DGT are described more in detail under specific objective 6 (p.17).

Annual communication spending (based on estimated commitments):

Baseline (Year n-1):

Target (Year n):

Total amount spent Total of FTEs working on external communication

660K 660K 567K 2413

13 This includes Staff from DGT's communication unit, DGT staff from the Digital Transformation Project, and

DGT Field officers in the member states' Representations.


ANNEXES

ANNEX 1: Statement of the Resources Director

I declare that in accordance with the Commission’s communication on clarification of the

responsibilities of the key actors in the domain of internal audit and internal control in

the Commission14, I have reported my advice and recommendations to the Director-

General/Executive Director on the overall state of internal control in the DG/Executive

Agency.

I hereby certify that the information provided in Section 2 of the present AAR and in its

annexes is, to the best of my knowledge, accurate and complete.

Date …

Piet VERLEYSEN

14 Communication to the Commission: Clarification of the responsibilities of the key actors in the domain of

internal audit and internal control in the Commission; SEC(2003)59 of 21.01.2003.


ANNEX 2: Reporting – Human Resources, Better Regulation, Information Management and External

Communication

Human resource management (2.2.1)

Objective (mandatory): The DG deploys effectively its resources in support of the delivery of the

Commission’s priorities and core business, has a competent and engaged workforce, which is driven by an

effective and gender-balanced management and which can deploy its full potential within supportive and

healthy working conditions.

Indicator 1: Percentage of women in middle management Source of data:

Baseline 2015: 44 %

Milestone 2018 Target 2019 Latest known result -

2016

47 % 50 % 50 %

Indicator 2: Percentage of staff who feel that the Commission cares about their well-being Source of data: Commission staff survey

Baseline 2014: 31 %


2016

Increase to be at or above Commission average

Increase to be at or above Commission

average

35 % (Commission average:

35 %)

Indicator 3: Staff engagement index Source of data: Commission staff survey (DGT-specific figures)

Baseline

2014: 72 %


2016

72 % ≥ 72 % 71 %

(Commission average:

64 %)

Main outputs in 2016:

Description Indicator Target Latest known results - 2016

Update DGT's Strategic HR Plan to reflect the Commission's decision to reduce staffing levels by 3% in 2016

HR plan updated 30 November

2016

SHRP updated and approved at the Directors' Meeting of 21 November 2016

5 wellbeing activities to promote a healthy and stimulating working environment

activities organised 31 December

2016

7 in Luxembourg and 8 weekly activities in Brussels & DGTfit@Work afternoon sports event in Luxembourg (inter-DG)

4 management club sessions organised

sessions organised 31 December

2016 4 sessions organised

Staff survey to gather and listen to feedback and suggestions from its staff, ensuring that its survey is complementary to and does not overlap with the central Commission survey

Staff survey organised 31 December

2016

Staff Perception and Opinion Survey held (closed on 16 December 2016)


Financial Management: Internal control and Risk management (2.2.2)

Objective 1: Effective and reliable internal control system giving the necessary guarantees concerning the legality and the regularity of the underlying transactions

Indicator 1: Estimated residual error rate Where necessary specific residual error rates would be calculated for each programme managed or for expenditure with a common risk profile. Source of data: internal, ex-ante control

Baseline Target Situation on

31 December 2016

2014: 0% 0% 0%

Indicator 2: Estimated overall amount at risk for the year for the entire budget under the DGs responsibility. Percentage of non-controlled payments that could be irregular Source of data: internal, ex-ante control


31 December 2016

2014: <2% of the budget managed 0% 0%

Indicator 3: Estimated future corrections Source of data: internal, ex-ante control


31 December 2016

2014: 0 % 0 % 0%


Description Indicator Target Situation on

31 December 2016

Comprehensive risk and

fraud assessment exercise in

the first semester of 2016

exercise launched 30 June 2016

Exercise launched on

10/03/2016 -

Ares(2016)1226584

Report completed in July

Ares(2016)3969792 –

28/07/2016

Objective 2: Effective and reliable internal control system in line with sound financial management. DGs are requested to reach a conclusion on cost effectiveness of controls. The indicator n°1 below is a mandatory indicator, which needs to be supported by additional reliable indicators. DG’s have the choice between either a) comparing costs and benefits or b) calculating the cost of controls over expenditure that could be compared with a reference, (overall cost of control per distinct control system). One of the two methods can be followed.

Indicator 1: Conclusion reached on cost effectiveness of controls Source of data: internal

Baseline: 2014 Target Situation on

31 December 2016

Yes Yes Yes

Indicator 2: Cost of control effectiveness Ex-ante control cost on the two main procurement processes representing 85% of the budget Source of data: internal

Baseline: 2014 Target Situation on

31 December 2016


12 % 10 % 11%



31 December 2016

Reduce to 10% the total cost

of control amount

Reduction

achieved

31 December 2016 11%

OMNIBUS and MERCA new

multiannual framework

contracts for freelance

translation

Contracts signed 30 June 2016 OMNIBUS contracts signed,

while the MERCA procedure

was cancelled due to

unsatisfactory outcome.

Framework contracts with

hotels for training purposes

Contracts signed 30 September 2016 Procedure not launched in

view of the upcoming HR

Modernisation

Objective 3 (mandatory): Minimisation of the risk of fraud through application of effective anti-fraud

measures, integrated in all activities of the DG, based on the DG’s anti-fraud strategy (AFS) aimed at the

prevention, detection and reparation of fraud.

Indicator 1 (mandatory — information available in DG’s AFS): Updated anti-fraud strategy of DG Translation, elaborated on the basis of the methodology provided by OLAF Source of data: internal

Baseline Interim Milestone Target Situation on 31 December 2016

DGT’s anti-fraud strategy was adopted in 2014. It will be reviewed in 2016.

none Update every 2 years, as set out in the AFS

Fraud and RM exercise launched in

March 2016 and completed in July

2016 (Ares(2016)3969792)



31 December 2016

Updated DGT anti-fraud

strategy Update delivered 30 November 2016

Anti-Fraud Strategy

2016-2020 finalised in

September 2016

(Ares(2016)5404243)


Information management aspects (2.2.3)

Objective (mandatory): Information and knowledge in your DG is shared and reusable by other DGs.

Important documents are registered, filed and retrievable

Indicator 1 (mandatory — data to be provided by DG DIGIT): Percentage of registered documents that are

not filed15 (ratio)

Source of data: Hermes-Ares-Nomcom (HAN)16 statistics

Baseline 2015 Target 2020 Latest known result - 2016

1.96 % 1.50 % 0,07 %

Indicator 2 (mandatory — data to be provided by DG DIGIT): Percentage of HAN files readable/accessible by all units in the DG Source of data: HAN statistics

Baseline before 2016

Target 2020 Latest known result - 2016

63.61 % 77 % 64,6 %

Indicator 3 (mandatory data to be provided by DG DIGIT): Percentage of HAN files shared with other DGs Source of data: HAN statistics

Baseline before 2016

Target 2020 Latest known result - 2016

4.6 % 6 % 4,3 %

Indicator 6 (optional): number of knowledge sharing events Source of data: Syslog

Baseline Interim milestone Target Latest known result - 2016

2015 2018 2020 54 events organised (18 Share!, 25 information

sessions, 11 other events) 40 ≥50 ≥60


Description Indicator Target Latest known results - 2016

Revamp of DGTnet's core content

Completion 31 December 2016

New homepage designed, tested and approved

Pilot version of the ‘enterprise search tool’ tested

Tests performed 30 June 2016 Tests completed

Briefing documents are logged, tracked, retrievable and shared at the appropriate level

Basis tool for briefing document management installed and deployed

31 December 2016

Briefing tool is being used

15 Each registered document must be filed in at least one official file of the Chef de file, as required by the e-

Domec policy rules (and by ICS 11 requirements). The indicator is to be measured via reporting tools

available in Ares

16 Suite of tools designed to implement the e-Domec policy rules

https://myintracomm.ec.europa.eu/corp/sg/en/edomec/doc_management/Documents/recueil_dec_mda_en.pdf




External communication activities (2.2.4)

Objective (mandatory): Citizens perceive that the EU is working to improve their lives and engage with

the EU. They feel that their concerns are taken into consideration in European decision making and they

know about their rights in the EU.

Indicator 1 (mandatory — provided in a ready-to-use form by DG COMM): Percentage of EU citizens having a positive image of the EU Every DG should aim to contribute to it and, considering its area of work, explain how it aims at enhancing the positive image of the EU. Definition: Eurobarometer measures the state of public opinion in the EU Member States. This global indicator is influenced by many factors, including the work of other EU institutions and national governments, as well as political and economic factors, not just the communication actions of the Commission. It is relevant as a proxy for the overall perception of the EU citizens. Positive visibility for the EU is the desirable corporate outcome of Commission communication, even if individual DGs’ actions may only make a small contribution. Source of data: Standard Eurobarometer (DG COMM budget) [monitored by DG COMM here].

Baseline: November 2014 Target: 2020 Latest known result - 2016

Total ‘Positive’: 39 % Neutral: 37 % Total ‘Negative’: 22 %

Positive image of the EU ≥ 50 % 35 %


Description Indicator Target Latest known result - 2016

The 10th anniversary edition of the Juvenes Translatores contest is organised in all Member States

Contest organised 30 November

2016

Contest took place in

November.

European Day of Languages events organised in EU capitals and cities of all Member States

Events organised in all Member States

31 October 2016

Events organised in all member

states where DGT has a field office

(26)

Digital transformation of the Commission’s new web presence - 'beta' version

Test performed 31 July 2016 Launched on 28

June 2016

http://ec.europa.eu/COMMFrontOffice/PublicOpinion/index.cfm/General/index


ANNEX 3: Draft annual accounts and financial reports

See separate Annex 3.

ANNEX 4: Materiality criteria

A weakness is considered material if either quantitative or qualitative criteria are met.

As regards quantitative criteria, DGT has set its materiality threshold at 2% of its budget

(standard for Commission services), although expenditure is very low in relation to the overall EU budget. In 2016, DGT managed a budget of €19.57 million, excluding external

personnel and cross-sub delegated funds, so the materiality threshold was €391 k.

The qualitative criteria retained are:

- the nature and scope of the weakness;

- the duration of the weakness;

- the existence of compensatory measures (mitigating controls which reduce the impact of the weakness);

- the existence of effective corrective actions to correct the weaknesses (action

plans and financial corrections) which have had a measurable impact.

The AAR 2016 concludes that the analysis of the available control results and the assessment of the weaknesses identified and their relative impact on legality and

regularity have revealed no significant weakness that could have a material impact as

regards the legality and regularity of the financial operations. It can be concluded that the control objective has been achieved.


ANNEX 5: Internal Control Template(s) for budget implementation (ICTs) I. Management of outsourced translations (Management mode: Direct centralised)

Stage 1: Procurement

A. Planning

Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity)

Main risks It may happen (again)

that…

Mitigating controls How to determine

coverage, frequency and

depth

How to estimate the costs and benefits of

controls

Control indicators

We don't have a sufficient

number of qualified potential suppliers at a

good value for money to satisfy all our outsourcing

needs.

This is addressed

primarily by launching of tender procedures to

obtain an as wide basis as possible of qualified

potential suppliers in the

various language combinations and

thematic domains.

100% of the forecast

procurements (open procedures with prior

notification) are justified in a note addressed to

the AO(D)

Costs: estimation of cost

of staff involved in the whole process and the

related contract values

Benefits:

Estimation of the savings done by launching the

tender procedures.

Percentage of translations that are

evaluated to be good or very good quality.

Effectiveness: Number

of contracts signed following the launch of

tenders.

Efficiency: Average cost

per tender


B - Needs assessment & definition of needs


Main risks

It may happen (again) that…

Mitigating controls

How to determine

coverage, frequency and depth

How to estimate the

costs and benefits of controls

Control indicators

The best offer/s are not submitted due to the

poor definition of the tender specifications.

AOSD supervision and approval of specifications

100% of the specifications are

scrutinised.

Costs: estimation of cost of staff involved in the

whole process and the related contract values

Benefits: Estimation of the savings

done by launching the tender procedures.

Percentage of

translations that are judged to be good or

very good quality.

Effectiveness: Number of applications received

Efficiency: Estimated

average cost of a procurement procedure

C – Selection of the offer & evaluation

Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity). Fraud prevention and detection.


that… Mitigating controls

How to determine coverage, frequency and

depth


controls Control indicators

The most economically advantageous offer not

being selected, due to a biased, inaccurate or

‘unfair’ evaluation

process

Formal evaluation process:

Opening committee and Evaluation committee

100% of the offers analysed.

Costs: estimation of costs involved in the

whole process. Benefits: Compliance

with FR.

Estimation of the savings done by launching the

tender procedures

Effectiveness: Numbers of ‘valid’

complaints or litigation cases filed.

Efficiency: Savings done comparing

the new tender and the former one

Average cost of a

tendering

Opening and Evaluation Committees' declaration

of absence of conflict of interests

100% of the members of the opening committee

and the evaluation committee present and

Costs: Estimation of cost of staff involved in the

whole process Benefits: Compliance



that…



depth


controls

Control indicators

involved in the evaluation

work.

with FR procedure.

Exclusion criteria documented

100% checked

Costs: Estimation of cost of staff involved.

Benefits: Avoid

contracting with excluded economic operators

Standstill period,

opportunity for unsuccessful tenderers to

put forward their concerns on the decision.

100% when conditions

are fulfilled

Costs: Estimation of cost

of staff involved in the whole process

Benefits: Compliance with FR

Stage 2: Financial transactions

Main control objectives: Ensuring that the implementation of the contract is in compliance with the signed contract


that…



depth


controls

Control indicators

Legal and regulatory

requirements and requirements for sound

financial management

are not met from the ordering to the payment

of a specific request for outsourcing (the

"financial processing control").

Operational and financial

checks in accordance with the financial circuits.

Operation authorisation by the AO.

100% of the framework

contracts are controlled by the finance unit and

legal advisers before

signature


of staff involved in the whole process (order to

payment).

Benefits: Amount of irregularities, errors and

overpayments prevented by the controls

Effectiveness:

Number of exceptions noted

Efficiency: Percentage of the control

cost compared to the value of the transaction.

Time-to-payment

Stage 3: Supervisory measures

Main control objectives: Ensuring that outsourced translations are of good quality (weaknesses in the procedure are detected and

corrected)



that…



depth


controls

Control indicators

We receive a translation

from our supplier that

does not meet our quality criteria.

Every outsourced

translation is evaluated

by a qualified internal translator.

100% of the translations

are evaluated by a

qualified translator before the payment is

processed.


of staff involved.

Benefits: Good quality of

the outsourced translations

Effectiveness:

Percentage of

translations rated good or very good by the

evaluators. Penalties collected for

translations of insufficient quality.

Efficiency: Costs of the evaluations

II. Management of IT development (Management mode: Direct centralised)

Stage 1: Procurement

A. Planning



that…



depth


controls

Control indicators

We don't have a sufficient

number of qualified potential suppliers at a

good value for money to satisfy our service needs.

This is addressed by

using the various framework contracts

made available by DIGIT and other DGs. Since the

tender procedures are

launched by DIGIT, the cost of this control is with

DIGIT.

N/A N/A N/A


B - Needs assessment & definition of needs


Main risks

It may happen (again) that…

Mitigating controls

How to determine

coverage, frequency and depth

How to estimate the

costs and benefits of controls

Control indicators

The best offer/s are not submitted due to the

poor definition of the tender specifications.

This is addressed by using the various

framework contracts made available by DIGIT

and other DGs. Since the tender procedures are

launched by DIGIT, the cost of this control is with

DIGIT.

N/A N/A N/A

C – Selection of the offer & evaluation

Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity). Fraud prevention and detection.


that…



depth


controls

Control indicators

The most economically

advantageous offer not being selected, due to a

biased, inaccurate or ‘unfair’ evaluation

process

This is addressed by

using the various framework contracts

made available by DIGIT and other DGs. Since the

tender procedures are launched by DIGIT, the

cost of this control is with

DIGIT.

N/A N/A N/A

Stage 2: Financial transactions

Main control objectives: Ensuring that the implementation of the contract is in compliance with the signed contract



that…



depth


controls

Control indicators

Legal and regulatory

requirements and

requirements for sound financial management

are not met from the ordering to the payment

of a specific request for outsourcing (the

"financial processing control").

Ex-ante controls and the

"procedure paraphe"

communicated by DIGIT

100% of the (specific)

contracts are controlled.


of staff involved in the

whole process (order to payment).

Benefits: Compliance

with the financial regulation and contract

clauses.

Effectiveness: Number

of exceptions noted.

Efficiency:

Percentage of the control cost compared to the

value of the transaction.

Stage 3: Supervisory measures

Main control objectives: Ensuring that the intra-muros services are of good quality (weaknesses in the procedure are detected and

corrected)


that… Mitigating controls

How to determine coverage, frequency and

depth


controls Control indicators

The quality of the service

provided by the supplier (intra-muros

prestataires) does not meet our quality criteria

The quality of the service

is addressed by supervisory and quality

control measures in every IT project management

100%.

Project management covers work performed

by both in-house and intra-muros staff.

Costs: Not available; the

cost is a small element of the total project

management costs.

Benefits: Good quality of the IT service provided

delivered to our staff.


ANNEX 6: Implementation through national or international public-sector bodies and bodies governed

by private law with a public sector mission (if applicable)

NA

ANNEX 7: EAMR of the Union Delegations (if

applicable)

NA

ANNEX 8: Decentralised agencies (if applicable)

NA

ANNEX 9: Evaluations and other studies finalised or cancelled during the year

See separate Annex 9

ANNEX 10: Specific annexes related to "Financial

Management"

NA

ANNEX 11: Specific annexes related to

"Assessment of the effectiveness of the internal control systems"

NA


ANNEX 12: Performance tables

Specific objective 1: DGT meets the Commission's needs by delivering high

quality translation and editing services

Specific objective 1: DGT meets the Commission's needs by delivering high

quality translation and editing services

Result indicators:

1. Customer satisfaction rate

Percentage of clients who express satisfaction with DGT's services

Source: Customer satisfaction survey (Yearly survey enabling DGT to measure whether the quality of its service meets its clients’ expectations and to detect areas needing improvement.)

Baseline 2013

Interim milestone

Target 2020

Latest known results - 2016

2018

82.5 % 84 % 85 % 86 %

2. Deadline compliance rate

Proportion of pages produced (all versions) within the deadline as a percentage of the total number of pages produced (all versions)

Source: DGT- management information scoreboard

Baseline 2009

Interim milestone

Target 2020


2018

95 % 97 % 99 % 94.6 %17

3. Correction rate The ratio between the number of translations formally corrected during one year and the number of translations of the same year and the preceding two years that can be subject to such corrections.

Source: DGT Stat, ManDesk

Baseline 2015

Interim milestone

Target 2020


2018

0.4 % < 0.5 % < 0.5 % 0.42 %

4. Share of major Commission initiatives edited Source: Agenda Planning, SG Vista, ManDesk

Baseline 2015

Interim milestone

Target 2020


2018

12 % 45 % 65 % 40 %

5. Direct requests for MT@EC by individual users and web services Source: MT@EC statistics

Baseline 2015

Interim milestone

Target 2020


2018

2 million pages 3 million pages 4 million pages 2.7 million pages


Description Indicator Target date Latest known results - 2016

17 Due to the launch of a new workflow system in DGT the deadline compliance may somewhat deviate

from the normal value. This is a temporary phenomenon and not a downward trend.


Total production (official EU languages) Total number of pages processed internally and outsourced to

produce the final product *

31 December 2016

2 205 784 pages

Total production (non-EU languages) Total number of pages processed internally and outsourced to

produce the final product *

31 December 2016 1 511 pages

Use of machine translation by customer DGs

Number of pages submitted to the

MT@EC service *

31 December 2016 1.1 million pages

Updated Guidelines for evaluating outsourced translations

Completion 31 July 2016 Guidelines updated

Information and training sessions on the Translation Quality Guidelines organised in all language departments (24)

Sessions organised 30 June 2016 26 sessions organised (all

language departments)

26 Clear Writing training sessions Sessions organised 31 December 2016 59 CW courses given

Review of Clear Writing Campaign Completion 31 July 2016 Suspended (see

narrative)

* This output measures the products and services DGT delivers to its users and

stakeholders. Since DGT’s outputs are demand-driven, no targets can be set.

Specific objective 2: DGT makes efficient use of its human and financial

resources and manages fluctuating demand by increasing the level of

outsourcing

Specific objective 2: DGT makes efficient use of its human and financial resources and manages fluctuating

demand by increasing the level of outsourcing

Result indicator:

1. Outsourcing rate

Proportion of pages translated externally as a percentage of the total number of translated pages delivered by DGT

Source: DGT- management information scoreboard

Baseline 2015

Interim milestone

Target 2020


2018

27 % 33 % 37 % 29.5 %



New outsourcing framework

Completion 30 June 2016 Framework adopted

New framework contracts Operational 1 July 2016 198 framework contracts awarded and operational by

1 July 2016

14 info sessions organised in Member States with contractors and language departments.

Information sessions organised 31 December 2016

15 seminars were held as scheduled


Specific objective 3: DGT has the capacity to provide high-quality translation into Irish

Specific objective 3: DGT has the capacity to provide high-quality translation into Irish

Result indicator:

1. Number of AD translator officials in the Irish department

Source: DGT- internal statistics

Baseline

2015

Interim milestone

Target: 202018

Latest known result - 2016

2017 2019

11 25 45 45 12



Roadmap for 2016-21 to implement the gradual reduction of the scope of the derogation

Completion 31 March

2016

Completed - monitoring group

set up

Draft action plan for Monitoring Group

Presented 31 December

2016 Action plan adopted

Specific objective 4: DGT has a modular state-of-the-art computer assisted

translation environment to support quality and efficiency in the translation process

Specific objective 4: DGT has a modular state-of-the-art computer assisted translation environment to

support quality and efficiency in the translation process

Result indicator:

1. KIAPI Euramis re-usability indicator

Source: MT@EC & Euramis statistics

Baseline

2016

Interim milestone Target 2020

Latest known result - 2016 2018

30 % 35 % 40 % 28.1 %.



Functional description of a common future CAT tool

Functional description available 31 October 2016

Final Report of the Task Force "Computer Assisted Translation Environment (CATE) beyond 2016" (December 2016)

18 In order to be fully operational in 2022, the Irish department needs to be staffed with 60 translators in

2021.


eTrèfle launched First version of eTrèfle launched 1 July 2016 Launched

Collaborative site and "CATE Lab"

Collaborative website and "CATE Lab" set up and ready to be used

31 March 2016

CATE Lab operational

Specific objective 5: DGT creates synergies in interinstitutional translation by

cooperating with its partners and by jointly developing IT tools

Specific objective 5: DGT creates synergies in interinstitutional translation by cooperating with its partners and by

jointly developing IT tools

1. Number of shared interinstitutional training events

Source: DGT internal statistics

Baseline

2015


Latest known results - 2016 2017

200 250 300 199



Interinstitutional IT tool enabling translators to communicate information on a specific translation file seamlessly across the institutions

Deployment

31 December 2016

Development of the tool is scheduled to be

completed by 31 March 2017

Conclusions of the pilot project involving interinstitutional teams of translators working together on selected files

Conclusions adopted and available 31 December

2016

Interim report adopted. Project continues in

2017 due to procedural delays in the selected

OLP files.

Event for middle managers from all translation services represented in the interinstitutional Executive Committee for Translation

Event organised 30 November

2016 Event took place on 17

December 2016




Result indicator:

1. Engagement rate on social media: community activity on posts19 Source: ENGAGOR

Baseline 2015


Latest known results - 2016 2018

Facebook 13.2, Twitter 11.9 Facebook ≥ baseline

Twitter ≥ baseline

Facebook ≥ 2018 level

Twitter ≥ 2018 level

Facebook: 14,1 Twitter: 13,8



DGT will organise the TEF conference to bring together the translation community at its headquarters to share knowledge and ideas regarding developments in the profession

TEF conference organised 31 October

2016

Conference took place on 27–28 October 2016

Translating Europe Workshops organised in all Member States; a series of national workshops targeting local translation stakeholders and exploring synergies with national language and terminology networks

Workshops organised 31 December

2016

46 workshops organised in 22 Member States

Two EMT network meetings: a Spring meeting in Brussels, and an Autumn meeting followed by a local language event on terminology

Two meetings and terminology event organised 30 November

2016

Spring meeting took place on 17

March 2016; Autumn meeting took place on 18

October

19 The ECN Code of Conduct on measurement and evaluation of communication activities recommends a

standardised approach to long term result indicators (outcome oriented) and the EC benchmarks for Facebook:

6.68 and Twitter: 10.22. The values for these indicators are calculated automatically by the Commissions tool

ENGAGOR. They give an indication on how much of our followers are engaged with the content we post on

social media accounts of DGT.