Management Plan 2021 Office for Infrastructure and Logistics Luxembourg - European Commission
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Ref. Ares(2021)171416 - 08/01/2021
Management Plan 2021
Office for Infrastructure and Logistics
Luxembourg
EUR [number] ENContents
INTRODUCTION ........................................................................................................................................................ 3
PART 1. Delivering on the Commission’s priorities: main outputs for the year ...................... 5
A. Appropriate and satisfactory building and office space management ........................ 5
B. High-quality, secure and sustainable logistics services .................................................... 10
C. Modern high quality social services and infrastructures .................................................. 14
PART 2. Modernising the administration: main outputs for the year........................................ 19
A. Human resource management ...................................................................................................... 19
B. Sound financial management ........................................................................................................ 21
C. Fraud risk management .................................................................................................................... 22
D. Digital transformation and information management ...................................................... 23
E. Sound environmental management ............................................................................................ 25
F. Example(s) of initiatives to improve economy and efficiency of financial and non-
financial activities .......................................................................................................................................... 25
ANNEX: Performance tables ........................................................................................................................... 27
2INTRODUCTION
OIL’s mission
The Office for Infrastructure and Logistics in Luxembourg (OIL) is an administrative office,
whose core mission is to ensure a functional, safe and comfortable workplace for staff
working for the Commission in Luxembourg and provide good-quality support and well-
being services in an environmentally friendly and cost-effective way. OIL also provides a
range of services for other European Union institutions and bodies1 in Luxembourg.
The Office was established2 to manage the Commission’s buildings in Luxembourg, logistics
services, catering and childcare.
Purpose of the management plan
The present management plan details the actions and main outputs that OIL will take in
2021 to progress towards the specific objectives set out in its 2020-2024 strategic plan,
including the office’s contribution to "horizontal" general objective 7 for the Commission's
administrative services: ensuring “a modern, high performing and sustainable European
Commission".
In this respect, OIL will continue to support the Commission’s actions aiming at
“accelerating its long-term transformation into a greener economy, fit for the digital age” 3.
In 2021, OIL intends to play an active role in the implementation of the future action plan
for the greening of Commission buildings. OIL will also continue to provide a modern and
attractive working environment for Commission staff in Luxembourg.
2021 actions related to OIL’s specific strategic objectives
In order to match the core activities listed in Article 3 of its creation decision2, OIL has
defined the three components mentioned below for its 2020-2024 strategy. For each of
them, the main priorities and challenges for 2021 are indicated.
1
OIL also cooperates with the recently created European Public Prosecutor's Office and the European High
Performance Computing Joint Undertaking, both located in Luxembourg.
2
Commission decision 2003/524/EC
3
See Commission 2021 work programme
3A. Appropriate and satisfactory building
and office space management
- monitor the construction of the new Jean
Monnet 2 building (scope, budget,
schedule4)
- prepare for the new building for the
Publications Office and the future CPE VI
- adapt office space to new ways of working
B. High-quality, safe, secure and
sustainable logistics services
- ensure health and safety at all sites
- promote soft mobility
- comply with environmental standards
- provide excellent logistics services
C. Modern, high-quality social
infrastructure and services
- review catering organisation and offer while
maintaining quality
- maintain excellent childcare services
The 2021 outputs and the related indicators, as defined in the annexed performance tables,
will need to be assessed in the light of the health crisis.
Specific actions related to the COVID-19 crisis
In addition to its normal business activities, OIL will continue to support all corporate
actions to cope with the COVID-19 crisis, including:
implementing adequate safety, hygienic and physical distancing measures;
ensuring that the safest possible environment is guaranteed for both
educational and administrative staff and for children attending the
Interinstitutional Childcare Centre (CPE);
adapting its catering services as needed.
OIL will build on the lessons drawn from the ongoing crisis to further improve and
modernise the working environment. In particular, OIL, in cooperation with OIB, will offer
4
This objective was impacted by the health crisis in 2020. In 2021, the main aims will be to negotiate a
revised timetable and to find suitable and consistent solutions with the initial target set.
4staff the possibility to order home-office equipment using the Commission’s framework
contracts.
PART 1. Delivering on the Commission’s priorities: main outputs for
the year
This section presents the specific objectives defined in OIL’s 2020-2024 strategic plan for
its core business and the expected outputs planned for 2021.
A. Appropriate and satisfactory building and office space
management
Specific objective 1: The Commission's buildings and infrastructures in
Luxembourg are in line with the Commission policy in the building sector and with
guidelines referring to the modernisation of the Commission and facing security
threats, while taking care of the financial interests of the Commission.
Specific 2021 challenges:
Progress with the construction of the Jean Monnet 2 building
The Commission’s main building project in Luxembourg is the construction of the Jean
Monnet 2 (JMO2) building in the Kirchberg district, on a plot donated by the Luxembourg
authorities, who are contracting authority (maître d’ouvrage) and pre-finance the project.
The provisional space planning for JMO2 provided 3 400 workstations for 3 700 staff. The
final number of staff to be accommodated in the building will depend on the Commission’s
policy on office accommodation and the DGs’ needs in terms of workstations. In this
respect, the lessons to be drawn from the COVID-19 crisis will be key elements to consider.
JMO2 will be delivered in two phases:
phase 1 – a seven-floor building, housing offices, a canteen, a conference
centre, a fitness centre and other services (planned delivery date February
2023); and
phase 2 – a 23-floor tower with offices and a medical centre (planned
delivery date February 2024).
The COVID-19 outbreak had a significant impact on the progress of the construction and on
the publication and award of the associated calls for tenders:
a total shutdown of works for 30 days between March and April 2020;
5 a slower pace of the construction works since the return to work in April
2020;
unexpected additional costs (in particular related to protection measures).
As the outbreak impact is likely to be felt in 2021 as well, OIL will seek the most
appropriate monitoring of the construction work developments and of the potential
consequences of the crisis on both time schedule and costs.
In parallel, OIL will ensure that steady progress is made in relation to:
general logistics works;
exterior and interior facades;
installation of sprinklers;
construction of elevators;
construction of suspended window cleaning platforms.
Calls for tenders not awarded in 2020 are scheduled for publication in 2021 (33 fields in
total).
The COVID-19 outbreak is also expected to change the way we work considerably.
Reflections on how to adapt to the “new normal” are ongoing. In particular, the number of
staff to be accommodated in JMO2 will be reviewed carefully to take account of higher
teleworking rates. In order to avoid additional delays in the JMO2 project, OIL will aim to
ensure maximum flexibility to adapt to the new circumstances (e.g. through varying the
proportion of dynamic workplaces) without making major changes to the plans.
Publications Office’s move preparations
The rental contract for the new Publications Office building, owned by the Luxembourg
Post, has been signed in June 2019. This new building will be available from end-2022.
In 2021, some preparatory work for the move will take place (inventory of stocks,
decommissioning, awareness-raising sessions on sorting etc.). In the meantime, OIL is
working to maintain and improve the current Mercier/Euroffice building, where financially
possible and in agreement with the owner.
Construction of a new building for the interinstitutional childcare centre (CPE VI)
OIL is working with the Luxembourg authorities on the construction of a new building for
the interinstitutional childcare centre in Kirchberg (CPE VI). This will replace CPE I and
(possibly) CPE II.
Luxembourg’s Administration des bâtiments publics (ABP) will be in charge of the project
management, including the selection of the architect. OIL will check the files, validate the
technical specifications and establish the construction programme. In 2020, the project
6encountered some delays, notably due to the uncertainty linked to the future of the crèches
managed by the European Parliament.
In 2021, OIL will:
prepare the documentation in view of obtaining the agreement of the
Budgetary Authority;
negotiate an agreement with ABP, to be signed by the end of the year ;
make progress on the project studies (technical assistance).
New organisation of buildings and offices
The Commission is currently rethinking its buildings and offices in order to develop a new
strategic approach. The aim is to create an attractive, smarter and greener working
environment. With an expected growing number of people teleworking, there is a need for a
more dynamic use of office spaces and places for meetings, project work and social
interaction.
In-depth reflections, in which OIL is actively participating, have started on identifying the
most appropriate working methods in the new “post COVID” normality. Whenever possible,
OIL will adapt the fitting-out of its current workspaces accordingly.
In its office space management, OIL will continue to incorporate the principles and
recommendations of the Communication to the Commission on The workplace of the future
in the European Commission5 and will provide regular contributions to the housing
conditions manuals for DGs’ and services’ buildings in Brussels and Luxembourg, and other
relevant policy and guidance documents that need to be aligned with the Communication.
OIL’s space allocation management will follow the rules and guidelines adopted in the
revised documents.
The experience of the pilot dynamic spaces area in the Helios (ex-Drosbach) building will
also be carefully assessed in close cooperation with DG DIGIT.
Other property projects in 2021
a) Extension of lease contracts (Bech and Ariane)
Due to the uncertainties linked to the delivery planning of the JMO2 building and the
COVID-19 crisis, the discussions planned in 2020 with the owners of the Bech building
5
C(2019) 7450 final.
7(where the current lease contract is due to end in April 2023) and of the Ariane building
(tacit annual renewal after end 2021) were postponed. The issue at stake is to align the
expiry of the lease contracts with the delivery of JMO2 phases 1 and 2. Both discussions
will take place in 2021.
OIL will submit files to the Budgetary Authority for approval, pursuant to Article 266 of the
Financial Regulation, as the annual rent exceeds €3 million in both cases.
b) Data centre: possible extension of lease contract
In 2021, OIL will reopen negotiations with the owner of the Windhof data centre on a
possible alignment of the duration of the lease contract with the one for the Betzdorf data
centre, once DIGIT will have clarified its position on this issue.
c) Maison de l’Europe
The European Parliament Liaison Office in Luxembourg and the European Commission
Representation in Luxembourg have been located in the Maison de l’Europe building since
2006. The European Parliament has confirmed its intention to leave the premises at the
latest mid-2021.
The Commission is to decide whether to stay in the current Maison de l’Europe building,
whose current lease contract expires mid-2021, or join Parliament in its new KAD building.
Should the Commission decide to stay in the current building, the scope of the contract, in
terms of areas and duration, will need to be clarified. In case the Commission decides to
join Parliament, it needs to be clarified whether this can happen also before the end of the
current lease contract. Should this not be possible an extension of the contract duration
needs to be negotiated.
d) Follow-up of European Court of Auditors recommendations
In cooperation with the Office for Infrastructure and Logistics in Brussels (OIB), the
Directorate-General for Human Resources and Security (DG HR) and DG Budget, OIL will
continue to implement the recommendations from the European Court of Auditors 2018
special report on the Efficiency of EU spending on office accommodation6.
This essentially concerns the presentation of the buildings portfolio data in the annual
reporting to the Budgetary Authority in order to ensure comparability of information.
e) GEPI (facility management IT tool)
OIL and OIB are working together on a new framework contract for the maintenance and
development of their respective facility management tools for 2021-2024.
6
European Court of Auditors special report 34/2018.
8The plan for 2021 is to:
centralise all preventive and corrective maintenance monitoring in GEPI;
introduce a new module on waste management;
have a complete monitoring module on occupational health and safety (OHS)
activities;
implement the “workstation level” (definition of the correct number of
workstations and the position of each one within a designated area) for
collaborative spaces, and;
make additional improvements to the space management module.
For further details, see the performance tables below, Part 1.A, Specific objective 1 and Part
2.D.
Specific objective 2: Good quality office space and related services are provided
in Commission buildings in Luxembourg.
OIL aims to provide all staff with a suitable and satisfactory office environment; this
involves:
planning repairs and technical maintenance (heating, ventilation, electricity,
etc.); and
allocating office space to the various DGs and departments.
Pending completion of the move to JMO2, OIL will continue to provide high-quality
maintenance and facility management in the currently occupied buildings.
Specific 2021 challenges:
Maintaining good relations with clients and stakeholders
In 2021, OIL will continue to work closely with the DGs and services based in Luxembourg
with a view to making the best use of the available office space.
The management of the COVID-19 crisis is already raising a number of questions in the
organisation of work and workspaces (e.g. evolution of teleworking, of shared offices,
maintenance costs of partially occupied buildings, physical distancing measures etc.). OIL
will consult and, if necessary, accompany its clients in order to take appropriate action in
this particular context.
Larger-scale works in existing buildings
OIL will continue to develop ‘new ways of working’ projects that meet the needs of its client
DGs.
9In particular, as the Commission’s training services have moved to the Fischer building,
substantial refurbishment works are currently undertaken to create new collaborative
spaces for DG DIGIT on floors A1 and A2 of the Helios (ex-Drosbach). OIL provides
collaborative spaces with meeting rooms, ‘quiet’ rooms and a kitchen on each floor. The
workstations are separated with high-quality acoustic absorption panels. The end of the
works is scheduled for the first quarter of 2021.
In recent years, the Euroforum (EUFO) building has suffered from water ingress at several
points in the roof. Despite some local repair works, a full reroofing has become necessary.
A call for tenders was published in the fourth quarter 2020 and works are expected to start
in the first quarter 2021.
Priorities may have to be reviewed in the light of the coronavirus crisis and its impacts.
For further details, see the performance tables below, Part 1.A, Specific objective 2.
B. High-quality, secure and sustainable logistics services
In Luxembourg, logistics services mainly involve:
health and safety at work;
environmental and mobility-related services; and
services such as transport services for staff and goods for internal purposes,
incoming and outgoing mail, office supplies and conference facilities.
Specific objective 3: Office space respects the Health and Safety Rules applicable
to the Commission sites in Luxembourg and OIL's service-oriented culture is
enhanced.
OIL’s occupational health and safety team (santé et sécurité au travail - SST) ensures that
the buildings occupied by the Commission comply with Luxembourg legislation and
Commission regulations. Its main activities7 concern the following fields
security and safety checks, e.g. authorising the work of external companies in
the buildings, maintaining an inventory of dangerous products, etc.;
advice to staff and their representatives on occupational health and safety
issues (calls for tenders, works, working conditions, etc.);
risk prevention, including fire prevention;
hygiene inspections; and
training and information for staff.
7
For more details, see OIL – Luxembourg – Compliance with occupational and safety rules.
102021 challenges
The key challenge is to maintain the quality of these services in the existing buildings and
to ensure that requirements in these areas are met in the future JMO2 building.
OIL will take action to improve health and safety in relation to the management of 1)
sanitary and drinking water, and 2) in the light of the results of the related occupational
health and safety audits (water in 2019 and indoor air quality in 2020) in Commission
premises in Brussels and Luxembourg).
For further details, see the performance tables below, Part 1.A, Specific objective 3.
Specific objective 4: Reduction of the Commission’s carbon and ecological
footprint in Luxembourg consistent with the objectives of the EU green deal,
notably a climate-neutral Commission by 2030.
The Commission is committed to reducing as much as possible the environmental impact of
its activities as part of the measures proposed by the ‘Green Deal’ announced by President
von der Leyen.
A broad range of measures is being developed in the forthcoming Commission
comprehensive action plan to implement the objectives of the European Green Deal in
addition to the implementation of the Eco-Management Audit Scheme (EMAS)8.
Progress towards the achievement of these objectives will be measured by result indicators
available in the Annex – Performance tables. These indicators will, if necessary, be further
elaborated and new indicators might be added once the comprehensive action plan to
implement the objectives of the Green Deal to lead the Commission towards climate
neutrality by 2030 has been adopted.
OIL will aim to:
improve energy efficiency;
reduce greenhouse gas emissions from buildings and transport activities;
reduce water use and paper consumption; and
produce less waste and sort it better.
OIL strives to meet high environmental standards by implementing the EMAS principles in
Luxembourg.
8
In its role as coordinator of the EMAS site, OIL manages and continuously improves the EMAS environmental
management system in Luxembourg.
11OIL actively promotes the use of public transport and soft mobility and will continue to
investigate and communicate extensively on the various mobility and transport solutions in
and around Luxembourg.
2021 challenges
The activities in 2021 will be heavily marked by the current health crisis and the new
normality emerging from it.
The main actions planned are as follows:
Exemplary building management through EMAS implementation
Most of the current buildings are EMAS-registered. It is expected that the
Fischer building will be registered in 2021; and
OIL will seek further reductions in energy consumption.
Promoting soft mobility
OIL will run regular awareness-raising and communication campaigns, where possible in
cooperation with the Luxembourg authorities and competent services, taking into account
the current sanitary context.
On 1 March 2020, public transport (with the exception of first-class trains) became free of
charge throughout the Grand Duchy. The Commission will continue to subsidise public
transport passes for the many Commission staff who work in Luxembourg but live in
Germany, France or Belgium. OIL manages the scheme, which provides for reimbursement
of up to:
€250 a year (€400 for staff on the lowest incomes); and
50% of the total cost of the subscription (75% for the lowest incomes).
Following the signing of an interinstitutional convention on cooperation for Vel’OH!, OIL will
rapidly put in place a scheme allowing its staff to use the blue bike system Vel’OH! of
Luxembourg City.
In addition, OIL will launch its first mobility survey to assess the real impact of staff
commuting on Commission’s carbon footprint and to better target future actions.
Promoting the circular economy
After adapting the ‘recycling stations’ project in the light of comments from users during
the pilot project in the ARIA building, OIL will gradually extend it to other Commission
buildings in Luxembourg, starting with the collaborative work areas in the Helios building.
12OIL’s catering service regularly takes specific Green Deal actions such as:
deploying ECOBOX9 in all canteens;
replacing all paper cups with porcelain cups;
using a dehydration machine for fruits and vegetables close to the expiry
date to avoid food waste; and
providing glass or reusable water bottles for meetings and all catering sites.
The CPE team is looking closely at initiatives to:
reduce waste and the consumption of paper and supplies;
reduce catering and food-related waste;
increase the use of renewable materials in CPE buildings; and
further raise children’s awareness through information and educational
activities.
For further details, see the performance tables below, Part 1.A, Specific objective 4.
Specific objective 5: The best working conditions are created through the good
quality of logistics services while ensuring their sound financial management.
OIL provides Commission services and other EU institutions in Luxembourg with a variety of
logistics services, such as:
collecting and distributing internal and external mail between Commission
departments and between institutions in Luxembourg;
providing office supplies and equipment for Commission staff; and
moving furniture, boxes and belongings when staff change assignment.
2021 challenges
The key challenge will be to maintain the quality of the logistics services.
A new inter-institutional call for tender related to the postal delivery between the
Commission and other EU institutions buildings in Luxembourg will be launched by the end
of the year. It would propose to reduce postal delivery rounds from two to one per day.
A particular change for 2021 will be the roll-out of a home-office equipment package for
staff. In cooperation with OIB, OIL will enable staff to order home-office furniture using the
Commission’s framework contracts.
9
A system implemented in early 2020 to take away food and leftovers.
13In addition, a catalogue presenting all services provided by OIL will be made available in the
course of the year.
Management of conference and meeting rooms
OIL is responsible for the management of conference rooms in the Commission buildings in
Luxembourg and in the European Convention Center Luxembourg. Until now, the Office did
not manage the meeting rooms in most buildings, however. These are under the
responsibility of the DGs and services occupying the building / part of the buildings in
question.
The Communication to the Commission ’Synergies and Efficiencies in the Commission –
New Ways of Working’ (SEC (2016) 170 final) of 4/4/2016 has established that ’Meeting
rooms, technical equipment and technical operations shall be managed centrally by DG
SCIC.’
Taking into account that OIL already manages the conference rooms in Luxembourg, OIL
and DG SCIC have agreed that OIL will upgrade a number of meeting rooms in Luxembourg
on behalf of DG SCIC.
OIL and DG SCIC are also discussing the possibility of OIL managing meeting rooms in
Luxembourg on behalf of SCIC, which will require transfer of human and budgetary
resources.
C. Modern high quality social services and infrastructures
OIL’s social services mainly consist of:
managing restaurants, canteens and cafeterias (specific objective 6); and
managing modern child-minding facilities/services for all EU institutions in
Luxembourg (specific objective 7).
Specific objective 6: To offer catering services (restaurants, canteens and
cafeterias facilities) corresponding to the needs of the staff working in
Luxembourg, taking into account the effective use of resources and integrating
the requirements of EMAS and the Green Deal.
Catering services include canteens, cafeterias, a restaurant (currently in the Foyer
européen), banqueting, meeting-room refreshments and vending machines in the
Commission buildings in Luxembourg.
14OIL manages all catering services internally. OIL takes particular care to keep prices stable
and to monitor and contain costs (salaries and foodstuffs).
On average, around 1 600 meals are served every day. However during the COVID-19 crisis
Phases 0 and 1 of the Commission’s Action Plan for a Gradual Return to the Office10, sales
dropped heavily, due to the fact that a maximum of 10 to 20% of colleagues were allowed
to work from the office. In the next phases, the objective will be to progressively move
sales volumes back to pre-crisis levels.
In the meantime, OIL has taken all the measures needed in the COVID-19 crisis to ensure
physical distancing and guarantee optimal health and safety conditions in the canteens and
cafeterias as well as in the restaurant Foyer européen.
2021 challenges
OIL is reviewing its catering services (organisation and offer) in the light of the ‘new
normal’ situation following the COVID-19 crisis.
New centralised catering production
In terms of organisation, OIL has already started during the last quarter of 2020, to
implement a new catering production system, which consists in grouping the production of
canteen meals in three distinct geographical sites (Kirchberg, Cloche d’Or and main railway
station district), instead of eight previously.
The lessons learnt from this new organisation will be carefully analysed with the aim of
optimising the expected benefits:
improved control of stocks, orders and unsold goods leading to economies of
scale (workforce, budget and deliveries); and
environment-related benefits through reduction of waste and rationalisation
in the use of resources (water, electricity, cleaning products).
This project is also part of a longer-term strategy towards the JMO2 organisation mode,
and implies training and coaching sessions in view of strengthening the cohesion of the
catering teams.
A centralisation of foodstuff orders for cafeterias is envisaged too, based on the results of
the experience with canteen meals. Further synergies will also be explored regarding the
10
Phase 0: Teleworking as a rule; Phase 1: Cautious first lifting of confinement; Phase 2: Progressive
deconfinement; Phase 3: “New normal”: general deconfinement.
15restaurant of the Foyer européen together with the Mercier and Fischer catering sites (all
located in the main railway station district).
Adapted catering offer during the health crisis and beyond
Regarding the offer side, a daily and a vegetarian meal accompanied by a dessert will
continue to be served in canteens during Phases 0 and 1. The offer may be extended once
the Commission moves to Phase 2. The adapted snacking and drinks offer recently
implemented will continue to be served in the cafeterias.
Appropriate measures to enable a smooth transition from one phase to the next will be
taken, in terms of capacity, human resources and hygiene measures.
The health and safety of colleagues and clients is of paramount importance. In addition to
the specific measures taken in the context of the COVID-19 crisis, OIL will remain very
vigilant regarding hygiene checks performed by external contractors, their follow-up and
the implementation of recommended (preventive and corrective) actions.
EMAS and Green Deal objectives will be further streamlined through the implementation of
the centralised production/purchase system and a new catalogue of single-use products for
catering services, which will contain better, more eco-friendly items.
Other Green Deal-related actions proposed by OIL’s catering service are listed in part 1.B
above.
Development of IT tools
In order to improve general effectiveness, but also to mitigate the impact of the COVID-19
pandemic, an online reservation system for meals, snacks, tables in the Foyer européen,
meeting-room refreshments and banqueting orders will be implemented early 2021.
Further synergies between OIL and OIB regarding the catering-related IT application
Sysdrink/Presto will be explored.
Other actions
Other specific actions envisaged for 2021, taking into account the evolution of the current
health crisis, include:
communication and promotion campaigns:
o COVID-19 crisis-related information: recommended instructions
related to access, closure and reopening of canteens and cafeterias,
new services available etc.;
o promotional activities and events in canteens and cafeterias
(e.g. ‘chef d’un jour’, ‘culinary journey’);
o promotional activities and events in the Foyer européen; and
organisation of focus groups;
16 more organic, vegetarian/vegan and fair-trade options; and
progress on tender/contract procedures:
o new interfaced cash-management software and hardware; and
o introduction of a dynamic purchase system for foodstuff.
The results and recommendations of the ongoing audit of the Foyer Européen operation
mode and governance will be analysed and where appropriate implemented and followed
up.
For further details, see the performance tables below, Part 1.A, Specific objective 6.
Specific objective 7: Appropriate childcare infrastructures and good quality,
attractive and up-to-date services are offered to staff working in Luxembourg.
OIL runs the Interinstitutional Childcare Centre (Centre polyvalent de l’enfance
interinstitutionnel CPE) in Luxembourg on behalf of the institutions. The service is provided
on two sites:
Kirchberg – the CPE I and CPE III buildings (housing a garderie and a
recreational and study centre respectively); and
Bertrange-Mamer – the CPE V building, which hosts a garderie and a
recreational and study centre.
The educational facilities (currently welcoming around 1900 children) provide for
afterschool service for the children of staff of the EU institutions and bodies in Luxembourg
that are members of the Comité des activités sociales (CAS) and contribute to the CPE’s
management costs. They are cofinanced through contributions from parents and the EU
budget. A separate service is offered to preschool children of 3-4 years of age.
OIL seeks to organise the service in the best way possible, in particular by trying to
anticipate and meet demand, and by following good educational practice.
In a context of high demand at both CPE sites, OIL is constantly seeking pragmatic
solutions to mitigate the capacity restrictions. For the longer term, it is working with the
competent Luxembourg authorities11 on replacing the CPE I building in Kirchberg with a new
building (CPE VI — see part 1.A.).
Further information is available on OIL’s Europa web site pages: Interinstitutional Children’s
Centre (CPE).
11
Administration des bâtiments publics and Fonds Kirchberg.
172021 challenges
OIL will continue to propose updates of the Admission rules and Implementing procedures,
in order to adapt them to the needs and evolution of the service and improve the
governance structure.
The education strategy and associated pedagogical project are being reviewed and will be
modernised during the course of the year. The actual implementation of that strategy will
be a process of several years, closely followed by the CPE´s educational psychologists.
OIL is planning to recruit more contract agents in order to reduce the proportion of
long-term interim staff in the CPE.
Another challenge for 2021 is the follow-up of the COVID-19 crisis, which has deeply
affected the operational management of the CPE educational facilities in 2020. A close
collaboration with the European schools in Luxembourg and the CPE´s paediatrician is
required to be able to respond effectively to the difficult sanitary situation. A particular
focal point is the CPE budget, following the loss of income from parental contributions in
2020.
As regards the support of IT tools, OIL and OIB continue to develop the new management
software eKidWeb, which is due to become operational in the course of the year (see part F
on Example(s) of initiatives to improve economy and efficiency of financial and non-
financial activities).
OIL is also planning to review its communication strategy and propose new ways of
communication with parents and stakeholders.
For further details, see the performance tables below, Part 1.A, Specific objective 7 and Part
2.D.
18PART 2. Modernising the administration: main outputs for the year
In the framework of its strategic plan 2020-2024, OIL will implement in 2021 the planned
actions in the areas of human resource management, sound financial management, fraud
risk management, digital transformation and information management, and sound
environmental management, as well as initiatives to improve the economy and efficiency
of financial and non-financial activities. The main actions, outputs and indicators regarding
these areas are presented in this part of OIL’s 2021 management plan.
The internal control framework12 supports sound management and decision-making. It
notably ensures that risks to the achievement of objectives are taken into account and
reduced to acceptable levels through cost-effective controls.
OIL has established an internal control system tailored to its particular characteristics and
circumstances. The effective functioning of the service’s internal control system will be
assessed on an ongoing basis throughout the year and be subject to a specific annual
assessment covering all internal control principles.
A. Human resource management
Specific objective 8: OIL employs a competent and engaged workforce and
contributes to gender equality at all levels of management to effectively deliver
on the Commission's priorities and core business.
In order to ensure effective human resource (HR) management and optimise its capacity to
deliver on priorities in its strategic plan, OIL has developed a local HR strategy with a
medium- to long-term outlook (2020-2025) which will be adapted where necessary to the
forthcoming corporate HR strategy. Its main aims are to:
maintain/improve staff engagement and motivation;
continuously adapt its staffing distribution to needs; and
maintain technical competence.
OIL’s main activities (buildings, logistics and services, childcare, catering) will remain the
same for the foreseeable future, but it needs to prepare for the future JMO2 building and
adjust its working methods after the move in a few years’ time. It will therefore strengthen
the teams involved in the JMO2 project as needed. Certain tasks and posts have already
been adjusted for 2020-2021.
12
Communication C(2017)2373 - Revision of the Internal Control Framework
19OIL staff often have relatively high levels of responsibility for their grade. This is an
opportunity for interested staff and OIL will maintain this motivating policy, supporting
staff accordingly. In 2021, it will involve non-management AD staff more in its
management activities. OIL actively encourages its female talent to consider management
posts and supports corporate initiatives in this area. OIL had two female middle managers
(29%) at the end of 2020 and its target is to add one first female middle manager
appointment by 2022.
OIL’s strategy reflects its staffing profile (a majority of 3a contract agents and local
agents). OIL’s Staff Survey results are influenced by OIL’s high share of contract agents in
relation to officials, having particular needs to cater for. OIL will seek to offer career and
mobility openings where possible. In 2021, it will continue talks with DG HR and OIB on an
upgrade round for selected FG II staff. These initiatives are aimed at improving staff
engagement in OIL.
CPE has many long-term interim staff. This creates several types of problems, and OIL
therefore aims to replace most long-term interim staff by contract agents.
The COVID-19 crisis puts a particular strain on a number of OIL’s activities. Many OIL staff
have to be physically present to do their work. OIL will do the utmost to keep all staff safe
and will support them by paying particular attention to each staff member’s individual
situation.
The main outputs and indicators as regards human resource management in 2021 are set
out in the performance tables.
Internal communication activities
Communication with staff remains a priority for OIL in 2021, especially given the COVID-19
crisis.
OIL’s internal communication team focuses mainly on promoting OIL’s services, actions and
events, concerning themes such as the catering services, soft mobility or buildings
maintenance.
In addition, the team will continue to cooperate closely with DG HR by contributing to
corporate initiatives such as DG HR’s ‘simpler, smarter, together’, the Green Deal strategy,
the Fit@Work strategy, the Staff Matters newsletter and portal, and the Luxweb site, and to
the provision of services to our customers.
The main activities in terms of internal communication in 2021 will be:
regular and one-off communication campaigns supporting the above-
mentioned corporate and OIL initiatives;
developing the MyOIL website and providing up-to-date and useful
information, in particular on COVID-19 developments;
20 contributing news items, videos, photos and other communication material
for corporate on-site communication activities or MyIntraComm;
taking part in meetings and working groups on internal communication.
B. Sound financial management
Specific objective 9: The authorising officer by delegation has reasonable
assurance that resources have been used in accordance with the principles of
sound financial management, and that cost-effective controls are in place, which
give the necessary guarantees concerning the legality and regularity of
underlying transactions.
In 2021, OIL will continue to coordinate its internal control activities, in order to maintain
and strengthen current control mechanisms. This will include:
ex-ante and ex post controls of financial transactions;
maintaining and monitoring a register of exceptions and non-compliance
events; and
coordinating with auditors.
OIL will continue to analyse its internal rules and procedures, and adapt them as necessary
in the light of legislative and regulatory developments.
OIL will continue to implement the Commission’s Internal Control Framework, with an
internal review of its internal control monitoring criteria (ICMC), taking account of the
Internal Audit Service’s recommendations following its 2019 limited review.
OIL will continue to cooperate closely and constructively with internal and external audit
services. In particular, it will strive to close all the outstanding audit recommendations
within the agreed deadlines.
OIL will ensure that the budget appropriations it manages are implemented according to
the principles of sound financial management, in order to achieve economy, efficiency and
effectiveness in its operations. Moreover, the Office will participate proactively in both
SUMMA and e-Procurement projects.
OIL will endeavour to limit the proportion of late payments, in value (amounts due), to less
than 1%, and in number of payments to less than 3%. It will also strive to implement its
budget effectively and to further improve its procedures and working methods.
OIL will maintain its key role in the field of e-procurement. All open procurement
procedures will be based on the public procurement management tool (PPMT). We will
continue to use the ‘time to procure’ indicator, introduced in 2020, in order to have a
precise overview of the average duration of a procurement procedure. Another important
21objective is securing favourable opinions on all OIL procurement files examined by the
Groupe d’analyse des marchés administratifs (GAMA) in 2021.
OIL will continue to raise staff awareness of internal control and risk management
activities in the Commission and in OIL, through regular contact with OIL managers,
publication of relevant information on MyOIL, other communication actions and on-request
counselling.
As regards the safeguarding of Commission assets, OIL will carry on its activities on a
regular or ad hoc basis, by performing inventory checks, as foreseen in the Financial
Regulation. A new 3-year inventory cycle will start in 2021. Nevertheless, the pace of the
scanning operations will depend on the evolution of the COVID-19 situation.
As regards the costs of controls13, OIL will strive to keep them at a level not exceeding
2,5% of the funds managed, by carefully monitoring the control-related activities of staff,
as assigned by OIL managers.
The main outputs and indicators as regards sound financial management in 2021 are set
out in the performance tables.
C. Fraud risk management
Specific objective 10: The risk of fraud is minimised through the application of
effective anti-fraud measures and the implementation of the Commission Anti-
Fraud Strategy aimed at the prevention, detection and correction of fraud.
OIL will continue to minimise the risk of fraud by implementing the Commission’s
anti-fraud strategy (CAFS)14 and its own 2020-2022 anti-fraud strategy (OIL AFS).
It has decided to concentrate on the following set of actions in 2021:
Further fraud-proof OIL’s internal procedures and monitor their effectiveness
and efficiency in the prevention, detection, and reparation of fraud;
Raise the level of fraud awareness and foster professional ethics, by training
actions and relevant internal communication to OIL staff;
13
The cost estimates are based on the overall cost of an official or contract agent, per subcategory (AD
official or equivalent, AST official or equivalent, contract agent function groups I-III and contract agent
function group IV), as estimated by the Commission. Based on the actual assignment of responsibilities
and distribution of work tasks, line managers (heads of units) validate the estimated full-time equivalents
(FTEs) allocated to the control-related functions activities for each staff separately.
14
Commission anti-fraud strategy: enhanced action to protect the EU budget, Communication from the
Commission (COM(2019) 176 of 29 April 2019) and accompanying action plan (SWD(2019) 170).
22 Maintain and develop an efficient collaboration in the domain of fraud
prevention and detection with the European Public Prosecutor’s Office
(EPPO), the European Anti-Fraud Office (OLAF), the Investigation and
Disciplinary Office of the Commission (IDOC) as well as other Commission
services, including via the Fraud Prevention and Detection Network (FPD Net).
Moreover, OIL will continue to monitor its sensitive functions. In this context, one of the
main actions in 2021 will be to update the register of sensitive functions at the Office, so
that only the genuinely sensitive functions are flagged in the job information system
(Sysper), after taking into account any possible desensitising measure or compensating
controls.
The main outputs and indicators regarding for 2021 are set out in the performance tables.
D. Digital transformation and information management
Specific objective 11: OIL is using innovative, trusted digital solutions for better
policy shaping, information management and administrative processes to forge a
truly digitally transformed, user-focused and data-driven Commission.
OIL will continue to contribute to the Commission’s digital transformation and information
management by implementing the relevant decisions and initiatives stemming from the
Commission’s digital strategy and the Commission’s 2020-2021 work programme on data,
information and knowledge management. In the context of the present COVID-19 crisis, OIL
has demonstrated the benefit of the major steps towards a paperless environment taken in
the past 3 years. This fact significantly facilitates its work during this challenging period.
In the general context of data, information and knowledge management, OIL will focus in
2021 on three main areas:
digital transformation – OIL will implement the relevant core principles identified
in the Commission’s digital strategy (2018)15 and the future modernisation plan.
The main actions in this area will be:
o further development of the GEPI software, with the planned activation of two
new modules (for waste management and removal services) and workstation
level functionality for collaborative space;
o implementing LOGIPAX software for the transport service;
o implementing software for the catering service’s cash registers;
o further cooperation with OIB on a common tool (eKidWeb) for the CPE (see
section 2.F); and
15
C(2018) 7118 final.
23o implementing, promoting and training staff in the use of Microsoft 365
(starting with MS Teams), to enhance collaborative working methods.
In the development of GEPI, LOGIPAX and eKidWeb, OIL will follow the guiding
principles set out in the Commission’s data governance and data policies, so as to
ensure proper data management and data quality;
data, information and knowledge management – OIL will follow the relevant
2016 Communication16, the Commission’s 2020-2021 work programme on data,
information and knowledge management and the European Strategy for Data17, as
well as the Data Strategy@EC action plan. Unit OIL.02 and OIL’s local data
correspondent (LDC) will continue to play a key role in their implementation and
follow-up, notably by participating in the 2021 activities regarding the future EC
data catalogue.
OIL will also contribute, where relevant, to the actions foreseen in the IMSB
(Information Management Steering Board) 2020-21 work programme – in particular
by providing feedback and participating in meetings of the LDC and IMT
(Information Management Team) networks.
data protection – OIL will continue to implement the relevant measures from the
Commission’s Data Protection Action Plan18, in close cooperation with the Data
Protection Coordinator (DG HR). The main outputs in this area in 2021 will be to
appoint a data protection coordinator (DPC) within OIL (currently DG HR’s DPC covers
the Offices as well) and raise staff awareness on data protection issues. All staff
involved will be actively encouraged to take part into additional training and
workshops, including updates, regarding implementation of data protection rules
within the Commission. The topic will also be presented during one of OIL’s staff
meetings in 2021. Specific training sessions for OIL staff may also be organised, if
the evolution of the COVID-19 health crisis allows it. Management will ensure that
sufficient time is granted in this respect to staff members involved.
Progress will be measured based on the percentage of staff attending awareness-
raising activities on data protection compliance, an indicator stemming from OIL’s
2020-2024 strategic plan.
As regards sharing of information, OIL will continue to make available to all staff registers
of useful financial or contractual information across its finance and operational units in
order to facilitate autonomous access to up-to-date information. It will also ensure
compliance with E-Domec filing rules and ensure that information is shared with, and made
available to, stakeholders as appropriate.
16
C(2016) 6626 final
17
C(2020) 66 final
18
C(2018) 7432 final
24The main outputs and indicators regarding these objectives for 2021 are set out in the
performance tables.
E. Sound environmental management
Specific objective 12: OIL takes full account of its environmental impact in all its
actions and actively promotes measures to reduce the day-to-day impact of the
administration and its work.
In addition to its action at corporate level to improve sound environmental management at
Commission sites in Luxembourg, OIL will take the following actions as regards its own
administration in 2021:
ensure implementation of the EMAS global action plan, follow up
audit/verification findings in its field of competence and participate in data
collection for the environmental statement;
raise staff awareness on sound environmental management using all means
at its disposal, such as MyOIL news, messages from management, plasma
screens in common spaces and dedicated functional mailboxes (EMAS,
Mobility, etc.);
make full use of all the functionalities of e-procurement instruments such as
PPMT when preparing new calls for tenders, in order to ensure 100%
paperless planning and preparation;
continue to include environmental clauses in all contracts above 60 000
euros; and
continue to replace OIL fleet cars with better performing models (electric or
hybrid).
F. Example(s) of initiatives to improve economy and efficiency of
financial and non-financial activities
OIL works continuously to improve its functioning and make the best possible use of its
resources. In this context, several initiatives will continue in 2021 in the areas of logistics,
childcare facilities and digital transformation.
One major initiative is the joint development with OIB of eKidWeb, an IT tool for managing
the childcare facilities (CPE). The first step is to integrate OIL’s Loustic app into the new
back-office app developed by OIB. The second step is to integrate OIL’s e-KidReg app into
the new front-office app developed by OIB.
25The plan for 2021 is that OIB will develop all OIL’s ‘must have’ functionalities for eKidWeb
and deliver a KiddyWeb back- and front-office test/training environment for OIL.
The new software is expected to support the CPE’s day-to-day operations and provide the
parents/clients in all EU institutions in Luxembourg and Brussels with a modern application.
The second major initiative is the joint call for tenders with OIB and SCIC to continue
rationalizing the current real estate IT portfolio in favour of the Archibus computer-aided
facility management system. It aims at signing a new joint framework contract in May
2021 for OIB, SCIC and OIL.
This fully integrated real estate management system allows for automating processes,
documents and workflows throughout the organization. Increased professionalism, a
modern application for users, more efficient use of resources, reduced errors and managing
a portfolio based on real time information leads to more precise office planning and space
economies, will result in decreased expenditure for renting, maintenance, operations,
security, etc.
Another example of synergies and efficiency gains is the LOGIPAX project. LOGIPAX is a
fleet and dispatching management tool purchased jointly by OIB and OIL. It is to be used
for managing the Commission’s vehicle fleets in Brussels and Luxembourg and for
dispatching transportation services. Implementation is currently in test phase in OIB/OIL.
After the completion of the fleet management part at the end of 2020, the dispatching
management will be implemented in 2021.
LOGIPAX allows for much quicker, more flexible and more reliable management of
transportation missions, vehicles and drivers, and faster, more homogenous reporting and
statistics (e.g. for EMAS) at both sites. It will also enable common hosting of data for OIL
and OIB. The use of a shared application strengthens OIL/OIB synergies and is expected to
lead to significant financial savings. JRC will join the LOGIPAX project in 2021 and will thus
contribute to - and benefit from - the synergies developed around this project.
26ANNEX: Performance tables
PART 1. Delivering on the Commission’s priorities: main outputs for
the year
General objective 7: A modern, high performing and sustainable European Commission
A. Appropriate and satisfactory building and office space
management
Specific objective 1: The Commission's buildings and Related to spending programme(s)
infrastructures in Luxembourg are in line with the Commission N/A
policy in the building sector and with guidelines referring to the
modernisation of the Commission and facing security threats,
while taking care of the financial interests of the Commission.
Main outputs in 2021:
Output Indicator Target
Construction of JMO 2 building Progress on planning of Building structure works in
construction phase progress
CPE VI construction project Completion of administrative Budgetary Authority agreement
steps with Budgetary Authority and signature of agreement with
and Luxembourg State Luxembourg State by Q4-2021.
Data centre space Windhof: contract extension Q4-2021
amendment signed (if
necessary)
Finalisation of the pilot project on CSHT approval of Housing Q1-2021
dynamic spaces (DG DIGIT in Helios) Conditions Manual 3
Maison de l’Europe If required, signature of a new Q2-2021
lease contract or contract
extension.
Specific objective 2: Good quality office space and related Related to spending programme(s)
services are provided in Commission buildings in Luxembourg. N/A
Main outputs in 2021:
Output Indicator Target
EUFO: renovation works EUFO roof works – phase 1 Start of works Q1-2021
HELIOS: conversion works (new Conversion of Helios office End of works Q1-2021.
office space for DIGIT)19 space (floors A1 and A2)
19
New dynamic office spaces for DIGIT are under preparation following the move of the training services from Helios to
the Fischer building.
27B. High-quality, secure and sustainable logistics services
Specific objective 3: Office space respects the Health and Safety Related to spending programme(s)
Rules applicable to the Commission sites in Luxembourg and N/A
OIL's service-oriented culture is enhanced.
Main outputs in 2021:
Output Indicator Target
Targets are likely to be revised
depending on impact of COVID-19
Commission staff trained as first Percentage of Commission staff ≥ 5%
aider trained as first-aiders
Commission staff trained as fire Percentage of Commission staff 8%
warden trained as fire wardens
Evacuation exercises Average number of evacuation 1 exercise for each administrative
exercises per building per year building.
2 exercises for each CPE building
Workplace risk analysis Posts analysed as a fraction of 1/3 of all posts analysed20
total posts.
Communication of health and safety Number of information Highly depending on how long the
at work initiatives on health and safety COVID-19 crisis will last in 2021
subjects per year
Work accident (excluding while Work accident statistics Highly depending on how long the
commuting) COVID-19 crisis will last in 2021
Follow up of the health and safety Update of procedure 08 Q4-2021
audit on water in Brussels and
Luxembourg
20
In agreement with DG Human Resources (including the Medical Service), OIL has categorised all available posts at the
Commission in 16 types of posts. A third of these types is analysed during a given year, as requested by the
Luxembourgish legislation.
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