Strategic Plan 2016-2020* - Europa EU
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Ref. Ares(2017)3957294 - 08/08/2017
Strategic Plan 2016-2020*
Directorate-General for Mobility and
Transport
*The current Commission's term of office runs until 31 October 2019. New political orientations provided
by the incoming Commission for the subsequent period will be appropriately reflected in the strategic
planning process.
1Contents
PART 1. Strategic vision for 2016-2020................................................................................. 3
A. Mission statement ............................................................................................................ 3
B. Operating context ............................................................................................................ 4
C. Strategy............................................................................................................................ 5
C.1. An efficient, sustainable, safe and secure Single European Transport Area .................. 9
C.2 A modern European transport infrastructure: promoting investment and quality
transport infrastructure ....................................................................................................... 13
C.3. Horizon 2020 – Research and innovation related to transport .................................... 16
D. Key performance indicators (KPIs)............................................................................... 19
PART 2. Organisational management................................................................................... 20
A. Human Resource Management ..................................................................................... 20
B. Financial Management: Internal Control and Risk Management ................................. 21
C. Better Regulation........................................................................................................... 24
D. Information management aspects .................................................................................. 25
E. External communication activities ................................................................................ 26
Annex to the Strategic Plan ...................................................................................................... 28
Annex 1. Performance tables ................................................................................................... 28
2PART 1. Strategic vision for 2016-2020
A. Mission statement
Under the political guidance of the College of Commissioners, in particular Vice-Presidents
Jyrki Katainen and Maroš Šefčovič and Commissioner Violeta Bulc, the Directorate-General
for Mobility and Transport (DG MOVE) is in charge of developing transport policies for the
European Union.
Transport is personal. It directly affects everyone in Europe. Whatever age we are, and
whatever activities we undertake, transport and mobility play a fundamental role in today’s
world. The Commission's aim is to promote mobility that is efficient, safe, secure and
environmentally friendly, serving the needs of citizens and business. This will help boost jobs
and growth and allow European industry to remain cost-efficient and compete on the global
stage.
3B. Operating context
Europe relies on efficient transport networks for the economy to stay competitive and
connected to the rest of the world, and for the internal market to function smoothly.
Transport, at the heart of the supply chain, is a primary creator of jobs and essential for
generating and accelerating growth. In transport, a fully integrated single market making the
best use of digitalisation and more efficient, integrated networks that allow seamless
switching between transport modes, would bring huge benefits to citizens and companies as
well as addressing climate change and pollution, in rural and urban areas. Europe's economic
recovery also depends largely on trade with non-EU countries with growing economies, for
which efficient and competitive transport and logistics links are an essential requirement.
DG MOVE sees investment, innovation and a better regulatory framework as core
instruments driving change as Europe moves to digitalise and decarbonise its transport
network to better serve its people and maintain the EU's influence globally. The issues and
challenges connected to this require action at European or even international level; no
national government can address them successfully alone. DG MOVE works in concert with
the European Union Member States, European industry, citizens, social partners and other
stakeholders1.
The DG carries out its tasks in many different ways. It develops strategic policies for the
transport sector in line with the political priorities set out by the Commission; it monitors the
implementation of existing EU law and makes new legislative proposals; it encourages the
exchange of best practices and co-finances infrastructure under the TEN-T/CEF. Its work also
includes financial support programmes for research and innovation projects under Horizon
2020 and the monitoring of developments in research which provide feedback to inform
policy development. The DG promotes policies internationally and provides information to
the public as well as to stakeholders. The budget under the responsibility of the DG is
implemented by both direct and indirect management. The spending programmes are
managed by the Innovation and Networks Executive Agency (INEA).
DG MOVE is assisted in its work by the expert input from several European Agencies and two
Joint Undertakings, which it oversees: the European Aviation Safety Agency (EASA), the
European Maritime Safety Agency (EMSA), the European Railway Agency (ERA), the
Innovation and Networks Executive Agency (INEA), and the SESAR (Single European Sky ATM
Research) Joint Undertaking and the Shift2Rail Joint Undertaking. DG MOVE has also built a
strong partnership with EUROCONTROL and is represented in the management board of the
Fuel Cells and Hydrogen Joint Undertaking.
1
Transport is one of the European Union's common policies. It is governed by Title VI (Articles 90 to 100 of the
Treaty on the Functioning of the European Union (TFEU).
4C. Strategy
DG MOVE policies aim to provide European citizens and businesses with competitive,
sustainable, secure and safe transport services. The transport sector is a key element
contributing to the Europe 2020 strategy. Adequate infrastructure, intelligent transport
systems (ITS), measures to improve the safety, security and environmental performance of
the transport sector are essential. This can be achieved by developing new digital
technologies if we invest in research and innovation, ensuring the EU stays ahead of the
curve globally. Digitalisation will also be important for reaching the 20/20/20 targets for
GHG emissions, renewable energy and energy efficiency and the targets of 3% of GDP in
R&D.
Acknowledging the importance of reducing greenhouse gas emissions and of risks related to
fossil fuel dependency in transport, the 2030 climate and energy policy framework reiterates
the need for examining instruments and measures for a comprehensive and technology
neutral approach for the promotion of emissions reduction and energy efficiency in
transport, for alternatively propelled vehicles and vessels, including electric transportation
from sustainable and clean power sources, and for renewable energy sources in transport
also after 2020. This will contribute to achieving the progressive targets set in the 2030
policy framework for climate and energy of a 40% reduction of greenhouse gases, at least a
27% share of renewable energy and at least a 27% increase of energy efficiency by 2030.
In order to contribute to achieving these overall goals set at EU level, the Commission has
set a number of General Objectives based on the priorities outlined by President Juncker. DG
MOVE's activities contribute actively to these and in particular the following 5 General
Objectives2:
Commission General Objective 1: "A New Boost for Jobs, Growth and Investment"
Commission General Objective 2: "A Connected Digital Single Market"
Commission General Objective 3: "A Resilient Energy Union with a Forward-Looking
Climate Change Policy"
Commission General Objective 4: "A Deeper and Fairer Internal Market with a
Strengthened Industrial Base"
Commission General Objective 9: "A Stronger Global Actor"
DG MOVE's actions contributing to the General Objectives for the Commission fall under 3
Specific Objectives, which correspond to the main instruments available:
DG MOVE Specific Objective 1: "An efficient, sustainable, safe and secure Single
European Transport Area: Improve regulation, ensure a high degree of
implementation of EU legislation in the transport area and open and fair competition
both in the EU and in relations with key partner countries."
2
Further information on the specific challenges set out for DG MOVE during the coming years can be found in
the mission letter of the Commissioner for Transport. They will also be reflected in the implementation report
on the White Paper "Roadmap to a Single European Transport Area – Towards a competitive and resource
efficient transport system" (COM(2011) 144 final of 28.03.2011) to be published in 2016.
5 DG MOVE Specific Objective 2: "A modern European transport infrastructure: Ensure
the effective implementation of the Trans-European Transport Network with the help
of the Connecting Europe Facility and the innovative financial instruments (EFSI)."
DG MOVE Specific Objective 3: "An innovative transport sector: Ensure the effective
implementation of funding for research and innovation activities in the transport
area under Horizon 2020."
An overview of the intervention logic for the Commission actions in the area of transport is
shown below.
6The way in which DG MOVE's achievement of its specific objectives contributes to the
achievement of the general objectives pursued by the Commission can be illustrated by the
following examples:
Developing and deploying modern transport infrastructure stimulates growth and
investment: we facilitate the construction of the EU's core trans-European
infrastructure network as the backbone of a multi-modal sustainable transport
system that can provide fast, affordable and reliable transport solutions and is
accessible from various cities and regional hubs as well as from more remote regions
by providing financing through CEF and EFSI funds as well as attracting private
investors and using innovative financial instruments. (Units B1, B2, B3, B43).
Supporting the development and deployment of Intelligent Transport Systems and
the digitalisation of transport contributes to the creation of a Connected Digital
Single Market: we will contribute to the EU digital agenda by promoting research and
innovation and the framework conditions for the deployment of innovative solutions
and establishing industrial standards that reflect the needs of people. This will
require setting right standards, ensuring interoperability and enabling data exchange
and open data platforms while at the same time addressing privacy and cyber-
security issues. Confidence of the public is crucial for the digitalisation of transport to
advance, optimising the use and maintenance of the transport network in Europe.
(Units A5, B3, B4, C1, C4, D1, D3, E3).
Achieving more sustainable transport to contribute to a resilient Energy Union with
a forward-looking Climate Change Policy: We contribute to achieving a lasting and
sustainable decarbonisation of the transport sector and to meeting the climate and
energy targets strategy, by promoting a coherent approach, combining low carbon
energy use in transport, increased energy efficiency and intelligently managing
transport demand, through increased digitalisation and the promotion of the
polluter-pays and user-pays principles. (Units A3, B1, B2, B3, B4, C1, C3, C4, D1, D2,
D3, E1, E3, E4).
Developing the Single European Transport Area strengthens the EU Single Market:
We contribute to a deeper and fairer Internal Market by improving the functioning of
the transport internal market in rail, road and waterborne transport as well as ports
and the Single European Sky (SES). We seek to create good working conditions and to
eliminate inefficiencies to ensure the seamless integration of all modes of transport
into a single competitive transport system. This will mean better services for citizens
and companies at more cost efficient prices, while ensuring high standards for safety,
security, the environment and the rights of passengers are maintained. (Units A1, A3,
A4, A5, B5, C1, C2, C3, D1, D2, D3, E1, E3, E4).
Working to ensure the right international environment for transport enhances
Europe's role and influence on the global stage: We contribute to making EU a
stronger global actor by striving, within international organisations and with strategic
partners, to achieve open access of EU transport companies to external markets
while promoting fair competition based on a level playing field. We will not
compromise on the EU's high passenger, safety, social and environmental standards,
3
Based on DG MOVE organigramme,of 1 July 2017.
7but will instead make strong efforts to export them abroad, to ensure the EU
maintains a competitive advantage. A sustainable, successful transport network is
needed to lead globally. (Units A2, B1, C1, C3, D2, E1, E2).
Other horizontal Commission priorities also include links to transport, such as security and
migration and its impact on the transport sector.
In all our activities we are particularly attentive to placing people at the heart of transport
policy. We aim to ensure that transport first and foremost serve the needs of the society,
people as users and people as workers, taking into account expanding globalisation,
digitalisation and automation. We also seek to integrate concepts such as the circular and
shared economies, mobility as a service and the increasing use of soft modes of transport.
Particular focus is given to ensuring that transport is safe and secure, to protecting
passenger rights and raising awareness of these, and to making jobs in transport more
attractive by improving working environments.
DG MOVE also puts strong emphasis on promoting the implementation and enforcement of
EU law and the transport acquis by Member States, implementing the Commission's Better
Regulation agenda, improving communication and increasing the involvement of
stakeholders in conception and implementation of policies, further promotion of the
exchange of best practices and wherever appropriate, considering "soft approach" policy.
It is important to note that the implementation of the Strategic Plan and the yearly
Management Plan (and in particular achieving objectives and seeing improvements in the
indicators) does not only depend on the Commission, but also on core drivers of change in
the society and other external factors outside the Commission's direct control. The core
drivers of change of greatest importance for the transport area are digitalisation,
decarbonisation, globalisation and an increased focus on the service needs of users.
As for other external factors, it is e.g. for the European Parliament and Council to decide on
the Commission's proposals and then primarily for the Member States to implement them.
In addition, there are often measures that will contribute to the actions that are outside the
scope of EU competence. In particular obtaining authorisations to negotiate international
agreements depends on Council decisions and the success of negotiations with international
partners depends on the willingness of both sides to achieve compromise solutions. Finally,
other external factors, such as energy price fluctuations or the general economic situation,
can have a significant influence.
The intervention logic for each of the DG MOVE Special Objectives and the way they
contribute to the Commission General Objectives are set out in more detail in subsequent
sections.
For each of the Commission General Objectives to which DG MOVE's activities contribute,
DG MOVE presents in an annex to the Strategic Plan the mandatory Commission impact
indicators which are considered to be the most relevant for illustrating the contribution of
transport activities.
For the DG MOVE Specific Objectives tables with result indicators measuring progress
towards implementing the objectives are also presented in annex.
8It should be noted that the scope and number of these indicators were considerably reduced
in the Strategic Plan compared to the presentation in the Management Plans of previous
years. This choice was made for the sake of simplification and in order to focus on the core
activities for which DG MOVE is directly responsible. The monitoring and reporting on the
policy objectives and indicators in the legal bases of the spending programmes previously
included in the Management Plan will continue to be included each year in the Programme
Statements in the Draft Budget.
Performance indicators for transport in the European Union can also be found in the EU
Transport Scoreboard:
http://ec.europa.eu/transport/facts-fundings/scoreboard/index_en.htm
Additional information on EU transport policies is available on the Europa website:
http://ec.europa.eu/transport/index_en.htm
C.1. An efficient, sustainable, safe and secure Single European Transport Area
Transport has been driving European integration for more than 50 years. The 2011 Transport
White Paper presents proposals for transforming the European transport system into a
competitive and sustainable system that will further improve mobility and continue to
support growth and employment. The transport sector has an integral role in the EU
economy, representing 9% of the EU gross value added and employing more than 20 million
people (2014). In 2014 the transport services sector grew in line with the EU's total GDP
growth of 1.4%, with freight growing 1.4% and passenger transport 1.8%. This serves to
illustrate the transport sectors' contribution to the Commission's general objective of
creating a new boost for jobs, growth and investment.
Transport and logistics chains do not stop at the EU's external borders and thus it is essential
to take a global approach on standards, rules and practices. This is also at centre of the
Commission's efforts to fight climate change and an integral part of the Commission's follow-
up to COP21.
The EU has put in place a comprehensive legislative framework to ensure competitive,
reliable, affordable and safe transport for passengers and goods in Europe and to protect
passengers' rights in all modes of transport.
DG MOVE envisages transport systems which are fully integrated into efficient logistics
chains and mobility services to passengers. This requires the right regulatory framework
conditions to ensure a level playing field and open access, cooperation between the public
authorities and the industry/operators and an intensive use of smart technologies to remove
the barriers that still hinder the smooth functioning of the internal market, to facilitate the
provision of new services such as cargo tracking and integrated ticketing and to foster co-
modality. DG MOVE will also seek to achieve a smooth interface between modes and
optimise the use of the infrastructure.
DG MOVE takes a pro-active, strongly preventive approach to transport safety which a) has
a clear preference for global standards, rules and practices and hence requires a strong EU
9presence in the international fora and organisations; b) seeks to keep legislation fit for
purpose at all times, so that our ambitious safety standards can be met while imposing the
minimum burden on the industry and operators; c) builds on technical support as provided
by the specialised agencies4 and d) guarantees consistency which allows the industry to
compete in a larger market.
In particular road fatalities and serious road crashes create huge costs to society in addition
to the human suffering and loss of lives. In 2016 there were 25 500 fatalities in road
transport in the EU – a number the Commission is committed to significantly reduce by
halving road deaths by 2020 compared to the 2010 levels. The costs of fatal and serious road
crashes are estimated to 1-2% of EU annual GDP every year; money that would have been
better spent on investments and job creation. In addition, road crashes cause congestion
and other direct obstacles to jobs and growth in the EU. This is why road safety is a key
objective for the EU transport policy.
Contributing to the Security Union Agenda, the Commission also works to develop common
rules and standards for aviation, maritime and land transport security, including an
inspection system, and reinforced international cooperation so as to ensure high quality and
a level-playing field beyond the EU. Through enhanced cooperation at international level and
renewed coordination with all stakeholders, the Commission works towards further secured
passengers and goods transport by improving standards and the monitoring of their
appropriate implementation, notably through inspections. In reply to the persistent threat of
terrorism, the emphasis has been put on reducing vulnerability of public spaces related to
transport infrastructures and allowing coordinated responses in case of security incidents in
land, especially rail, security. The Commission's continuous quest for harmonised security
rules at the international level is also illustrated in the extension of the One Stop Security
approach concluded with the US to other third countries. In maritime security, continuous
focus is given to passenger related security in ferry and cruise ship traffic.
The passenger rights legislation has brought the EU closer to its citizens and contributes to
the development of a fairer and deeper internal transport market. DG MOVE will work on
further improving the enforcement and efficiency of the existing rules as well as filling in the
legal gaps, notably with the aim of better protecting the rights of passengers engaged in
multimodal journeys. DG MOVE works towards the clarification and implementation of
passenger rights' in all transport modes: through guidelines in air passenger rights under the
Aviation strategy, the revision of the Regulation on rail passenger rights, reports on the
application of waterborne passenger rights and bus and coach. These initiatives are being
accompanied by reinforced communication activities.
DG MOVE will also turn its attention to the serious challenge posed to the transport sector
by the upcoming shortage of workforce, the lack of attractiveness of the transport
professions, especially amongst young people and women, and the challenges of
automation. Every effort will be made to tackle the above issues in cooperation with the
national administrations and the social partners.
For cities, a comprehensive, integrated approach is being promoted in the Urban Mobility
Package (COM(2013) 913 final); its implementation is carefully monitored and a state-of-play
evaluation will be carried out in 2018 in order to determine the Commission’s support for
4
The European Maritime Safety Agency, the European Aviation Safety Agency and the European
Railways Agency.
10local authorities post-2020 so that all cities across the Union can achieve a step-change in
their efforts for more competitive, smart, sustainable and resilient urban mobility.
The overall challenge is to keep and enhance the EU transport system's sustainability and
competitiveness, tackling climate change and contributing to economic growth, while
satisfying the evolving mobility needs of the society. Therefore the EU’s transport policy is
striving both to promote the economic development of the transport sector and provide
efficient services for EU citizens and businesses, while improving its environmental
performance. Developing the conditions for access to neighbouring and emerging markets
and for open and fair competition in international transport markets is also essential.
Intervention logic
The intervention logic for the specific objective is to contribute to an efficient, sustainable,
safe and secure Single European Transport Area by improving regulation and by ensuring a
high degree of implementation of EU legislation in the transport area and open and fair
competition both in the EU and in relations with key partner countries.
The right framework conditions for an efficient, sustainable, safe and secure Single European
Transport Area contribute to several of the Commission's overall priorities such as:
Better regulatory environment for private investors contributes to jobs, growth, and
investments in transport infrastructure
Standards for deployment of smart mobility systems contribute to the Digital Single
Market
Managing transport demand through the application of the polluter-pays and the
user-pays principles contribute to decarbonisation and the reduction of greenhouse
gas emissions
Reducing barriers for access to transport markets and promoting quality jobs and
working conditions contribute to a deeper and fairer single market
Promotion of internal market rules, market access and European standards for safety
and security in collaboration with partner countries increase the competitiveness of
European industry and contribute to strengthening the position of the EU as a Global
Actor.
The activities of DG MOVE in this area include the preparation of proposals for legislative
measures and non-legislative actions (including constructive dialogue fora with the
stakeholders) in the various transport areas, such as road, rail, maritime, inland waterways,
ports and aviation as well as combined or multimodal transport operations. They cover
various aspects like market access, governance, administrative simplification, better
integration of supply chains, efficiency and sustainability, technical standards, passenger
rights and social, safety and security measures, as well as the use of digital tools for
transport processes optimisation which all contribute to improving the functioning of the
European transport market.
In 2015-16 the fourth railway package and ports legislation have been adopted. A
comprehensive aviation strategy and several proposals have been tabled. In line with the
Commission-wide objectives of a resilient energy union with a forward-looking climate
change policy, the Commission has also adopted in July 2016 a Strategy on low-emission
11mobility. The strategy and the associated initiatives will also contribute to the Commission's
objective of a new boost for jobs, growth and investments by providing tools for
modernising the economy and clarity for future investments.
The evaluation and review of the road transport legislation led to the proposal of legislative
initiatives in road transport (the Mobility package) aiming at improving the functioning of
the road haulage market, enhancing the employment and social conditions of workers, and
promoting smart road-charging in Europe. The clarification of rules on access to the
profession and to the market, as well as on driving and resting periods and posting of
workers will facilitate enforcement and improve compliance. This will support the shift to a
sustainable, digital and integrated mobility system. The Commission's proposals will
contribute to the reduction of air pollutants as well as transport's greenhouse gas emissions
which represent 24% of the EU's total emissions5. Therefore, the initiatives of the Mobility
package will also help advance the Commission-wide objective of cutting greenhouse gas
emissions by 20%.
Similarly, transport noise and congestion will also be reduced which will improve the living
conditions of European citizens. Better social conditions of professional drivers, notably
proper rest periods and better enforcement, will also improve road safety for road users.
These proposals will allow to promote better connected and integrated transport modes,
notably by the possibility given to use interurban bus and coach services more seamlessly in
conjunction with other transport modes, or by benefiting from simpler tolling arrangements
when driving abroad.
To ensure that the abovementioned measures effectively contribute to the achievement of
an efficient, sustainable, safe and secure Single European Transport Area, they need to be
correctly implemented. DG MOVE therefore monitors the transposition and implementation
of existing EU law in the Member States and takes the appropriate action to address
incorrect transposition and practical implementation at national level.
The result indicators presented in annex concern transposition rates, open non-
communication cases and infringement cases open for more than 3 years.
The external dimension of transport has been developed over the past years as the
extension of internal EU transport policy and its interaction with international conventions
and standards. On the one hand, it aims at extending the application of internal EU rules and
policies to neighbouring and candidate countries. On the other hand, it includes influencing
global policy and rule development and incorporating international rules into the EU acquis
as well as cooperation platforms and/or agreements with key trading partners. The
Commission will also proactively and strongly engage to advocate for the reduction of
international aviation emissions in the framework of ICAO, notably through the promotion of
landmark deal to address Co2 emissions in aviation. The proposal of a revision of Regulation
868/2004 will in particular aim to address third countries' unfair practices.
In order to monitor the progress made on the external dimension, the annex contains
a result indicator on the number of comprehensive aviation agreements signed with
neighbouring countries and key trading partners.
5
The figure excludes international shipping.
12Synergies with the EU financing support instruments, such as Connecting Europe Facility and
Horizon 2020, will be ensured to maximise the effectiveness of the overall transport policy
approach.
External factors
The final adoption of legislative measures proposed by the Commission depends on the co-
legislators, the European Parliament and the Council, and the possible amendments they
make to the Commission's initial proposal. However, through continuous engagement in
inter-institutional relations and dialogues, DG MOVE monitors the progress and outcome of
negotiations to defend the priorities set in the Commission proposals. Their implementation
in turn depends on the Member States and on the actions taken by organisations and
businesses operating in the area of transport.
The Commission's possibilities for conducting negotiations with international partners and
for influencing global policy and rule development depend on the acceptance of the Council
to grant the Commission a mandate and on the interests of partner countries, as well as the
cooperation of Member States for EU joint action in international organisations. Progress on
international transport relations is in general also closely linked to foreign policy
developments and trade negotiations.
C.2 A modern European transport infrastructure: promoting investment
and quality transport infrastructure
Trans European Transport networks facilitate the mobility of persons, goods and services in
the internal market and play a major role for the territorial, economic and social cohesion of
the Union. They are vital in enabling citizens and businesses to derive the full benefits from a
well-functioning internal market. They ensure accessibility and exchanges with the overall
objective of stimulating jobs and growth and tackling climate change. For a modern and
performing infrastructure, planning and investments are key elements. IMF estimates that an
increase in public investment in infrastructure of 1% of GDP leads to a 1.5 % increase in GDP
over four years.
Regulation (EU) n° 1316/2013 establishing the Connecting Europe Facility (CEF) establishes
the framework and conditions for financing European infrastructure projects in three areas:
transport, energy and telecommunication and information services. Regulation (EU)
n°1315/2013 establishing the Union guidelines in trans-European transport network (the
TEN-T network) defines the "core" infrastructure nodes and network in Europe and the
complementary territorial cohesion through the comprehensive network. The core network
provides a coherent, multimodal network within and across the EU Member States and in
connection with the neighbourhood countries. Full interoperability of systems and
technologies, for example in the rail sector is mandatory.
The European Union by implementing the CEF supports the "European projects of common
interest" which aim at the implementation of:
new infrastructures and services,
rehabilitation and the upgrading of existing infrastructures and services
13Priority is given to promoting investment in projects demonstrating high EU added value that
resolve critical bottlenecks and establish the missing connection points. By implementing
these projects, access to the Single Market and to international markets, which are part of
the "Europe 2020 strategy", are optimised. The CEF contributes to supporting projects with
significant societal benefits which do not receive adequate financing from the market.
European Coordinators – high level personalities with long standing experience in transport,
financing and European politics – are leading the drive to build and animate the TEN-T core
network corridors. These Core Network Corridors constitute the main implementation
instrument designed to support the efficient creation of the Core Network by 2030. In 2014
on average 74% of the Road Core Network and 60% of the Rail Core Network had been
completed. They bring together the main stakeholders, public and private, along the most
important transport routes in order to plan and develop the infrastructure in function of the
needs and the available resources. For each corridor, the European Coordinators prepare a
work plan that analyse the project pipeline, bottlenecks and interoperability problems which
need to be addressed for the completion of the corridor. They establish the basis for
priorities and actions by all relevant actors on the corridors including Member States, local
and regional authorities, infrastructure managers, etc., to ensure a coherent development in
line with the TEN-T requirements and objectives. Corridor work plans are periodically
updated and approved by the concerned Member States6.
The EU intervention in the transport infrastructure projects concretely contributes to the
implementation of the TEN-T policies through the enablers of the CEF, such as:
Grants;
Procurements;
Programme support actions in the meaning of Article 5 of the CEF Regulation;
and financial instruments developed jointly by the Commission and the European
Investment Bank and other entrusted entities,
DG MOVE also contributes strongly to the implementation of the European Fund for
Strategic Investments (EFSI). Much needed transport infrastructure projects will be able to
benefit from additional private funds mobilised by the use of innovative financial
instruments as part of the 315 billion Euro investment plan of the Union as part of the
Commission's jobs, growth and investment initiative.
Blending of public and private funding and reducing barriers for investments by providing
certainty to investors and infrastructure owners is essential to bring much needed upgrades
to the transport network. A Delegation Agreement concluded between the Commission and
the EIB in 2015 will support the implementation of project financing via financial
instruments. The Commission also actively engages with Member State authorities, project
promoters, EIB and national promotional banks to promote the use of financial instruments
and PPP procurement schemes.
6
The work plans are available here: http://ec.europa.eu/transport/themes/infrastructure/news/2015-05-28-
coordinator-work-plans_en.htm. Information on implementation of TEN-T projects and projects receiving
financing under the CEF can be found on the web-site of INEA: http://ec.europa.eu/inea/en.
14Intervention logic
The intervention logic of the specific objective is to promote modern European transport
infrastructure by ensuring the effective implementation of funding for the Trans-European
Transport Network under the Connecting Europe Facility and under the innovative financial
instruments, such as EFSI.
Financing modern European transport infrastructure contributes to several of the overall
Commission priorities, such as:
Investment in transport infrastructure contributes directly to the creation of jobs,
growth and overall fixed capital investments in Europe
Support for the implementation of intelligent infrastructure and integrated transport
management and information systems (such as SESAR and ERTMS) contribute to the
Digital Single Market
Support for the deployment of a sustainable alternative fuels infrastructure in
Member States contribute to decarbonisation of transport and the reduction of
greenhouse gas emissions
Removing bottlenecks, improving cross-border sections and enhancing rail
interoperability contribute to a deeper and fairer single market
The extension of the TEN-T Core network and Corridors to neighbouring countries,
such as the Western Balkans, enhances connectivity and contributes to strengthening
the position of the EU as a Global Actor.
With the aim of contributing to a modern European transport infrastructure, and given the
potential of investment in transport infrastructure to boost growth and jobs, DG MOVE will
facilitate additional investment in transport infrastructure. This will be done especially
through the Connecting Europe Facility and the Commission's Investment Plan for Europe.
CEF provides EU financial assistance to the completion of the core and comprehensive Trans-
European networks for transport through calls for proposals allowing for the financing of a
significant number of projects. The multiplier effect of EU funding and financing schemes has
allowed CEF and EFSI, by 2017,to trigger over EUR 70 billion of investment in the transport
sector. These investments contribute to meeting the targets as reflected in Annex 1.
Additionally, the extension of the TEN-T network beyond the EU borders represents a key
element in connecting the EU internal market with the markets of neighbouring countries,
thereby making the EU a stronger global actor (as also reflected in the Commission impact
indicator for this general objective).
Four result indicators have been chosen to illustrate results on this specific objective.
These measure the total amount of signed CEF grants, delegations and contributions,
the total amount of investments in EFSI transport projects, the number of
bottlenecks removed along the TEN-T corridors and the number of supply points for
alternative fuels that are financed by CEF.
External factors
The Commission's role in the implementation of the CEF Regulation, except the design of the
TEN-T policy, is limited to the correct and sound management of the Union's financial aid,
15including the financial instruments and technical assistance, attributed to the final
beneficiaries.
The main external factors which may hinder or delay the implementation of the TEN-T Core
and Comprehensive networks are:
Inadequate number and quality of the proposals submitted by the Member States/
applicants in the calls for proposals, due to changing priorities within the Member State
in their transport pipelines, inadequate administrative capacity to prepare well-
structured proposals, shortage of public and private funding for projects identified by the
Member States, insufficient political support to implement nationally and in the cross-
border dimensions the Core and Comprehensive networks.
Insufficient interest of the private partners to enter into cooperation with the public
institutions in the implementation of the projects due to many external factors including
the implementation timelines, the remuneration of the parties, which could hinder or
delay the realisation of the projects in the Core and Comprehensive networks.
With regard to EFSI, projects may be in other sectors than transport due to the nature
and specificities of PPPs in each country.
C.3. Horizon 2020 – Research and innovation related to transport
The White Paper on Transport identifies innovation as a priority area and as essential to
developing the EU transport system into a competitive and resource efficient transport
system and to reach one of its major objectives by cutting carbon emissions in transport by
60%, by 2050. To reach this goal, while enhancing the efficiency and competitiveness of
transport, EU research and innovation in transport needs to speed up the identification and
deployment of the most promising innovations and facilitate the introduction of game
changing solutions and systems. This vision is reflected in Horizon 2020, the funding
programme for research and innovation, covering the period 2014-2020. The promotion of
'Smart, green and integrated transport' is one of the societal challenges of Horizon 2020
which covers upstream research, technology development, technology integration, and
demonstration and innovation activities.
Transport activities under Horizon 2020 are aimed at increasing the effectiveness of research
and innovation in responding to key societal challenges by supporting piloting,
demonstration, test-beds, and support for public procurement, pre-normative research and
standard setting, and market uptake of innovations. The activities thus directly support the
competiveness of the EU's transport and logistics system and technologies. They also
provide highly qualified jobs for EU companies active in global markets for transport
solutions. Horizon 2020 has been focussed on innovation and the development of near
market solutions7.
7
Information on projects funded under Horizon 2020 in the area of transport can be found on the web-site of
INEA: https://ec.europa.eu/inea/en/horizon-2020. The Transport Research & Innovation Portal (TRIP) provides
more information on transport research and innovation conducted at European and national levels:
http://www.transport-research.info/.
16Considering the scale of the challenges facing the transport sector and the supranational
nature of many transport activities, implementing the actions will require further integration
and coordination with national research and innovation capacities. A Strategic Transport
Research and Innovation Agenda (to be developed in 2016) will examine how to better focus
and coordinate research and innovation efforts in order to reach the ambitious societal
targets set for the transport sector.
Large scale research programmes under PPPs or JTIs/JUs, notably for SESAR, have been
successfully conducted and have demonstrated their value to maximise public and private
commitment and improve the efficiency of research activities and focus on developing
competitive solutions and systems for large scale roll-out. The Shift2Rail JU was launched in
2014 and will reach full autonomy in mid-2016. This aim is to focus joint efforts also in the
rail sector. The JU on Fuel Cells and Hydrogen addresses also transport topics.
Further synergy will be sought with other support programmes, in particular the Connecting
Europe Facility (CEF) Programme, but also regional funding (ERDF) as well as innovative
funding opportunities via EIB and other banks.
DG MOVE's intervention in terms of Research and Innovation activities also focusses on the
functioning of the transport system i.e. urban mobility, logistics, intelligent transport
systems and applications and transport infrastructure8. Research on vehicles and vessels is
led by DG RTD, but the overall programme is closely coordinated between the two DGs.
Intervention logic
The intervention logic of the specific objective is to promote an innovative transport sector
by ensuring the effective implementation of funding for research and innovation activities in
the transport area under Horizon 2020.
Research and innovation contribute to a European transport system that is resource-
efficient, climate- and environmentally-friendly, safe and seamless for the benefit of all
citizens, the economy and society. Under the Horizon 2020 programme, suitable activities
such as piloting, demonstration, test-beds, and support for public procurement, pre-
normative research and standard setting, and market uptake of innovations are addressed in
specific work programmes.
Supporting research and innovation in transport contributes to several of the overall
Commission priorities, such as:
Research and innovation in transport contributes directly to increasing the share of
the EU GDP invested in R&D in line with the Europe 2020 target and thereby to the
creation of jobs and growth
Innovation linked to Cooperative Intelligent Transport Systems (C-ITS) and connected
and automated vehicle technology support increased road safety and a more
efficient management of infrastructure and contributes to the Digital Single Market
Innovative sustainable investment projects in EU cities promote sustainable urban
mobility and contribute to decarbonisation and the reduction of greenhouse gas
8
In practical terms, DG RTD focusses on vessels and vehicles with the exception of Rail which is under the
responsibility of DG MOVE (Shift2Rail).
17emissions.
By promoting an innovative transport sector, DG MOVE's research and innovation activities
contribute to the decarbonisation and digitalisation of transport, as well as to the creation of
jobs, growth and investment. Through the selection of transport projects under Horizon
2020, together with INEA, specific calls for projects identify innovative transport and logistics
solutions, increase the take-up of innovative sustainable urban mobility solutions, increase
the resilience of infrastructure and design the port of the future. DG MOVE also continues to
implement important industrial innovation projects such as SESAR and Shift2Rail. DG MOVE
promotes the development of Smart Cities through involvement in the European Innovation
Partnership, as well as close work with the Joint Research Center on a Strategic Transport
Research and Innovation Agenda (STRIA).
The annexed performance table contains a result indicator on the total amount of
signed transport-related Horizon 2020 grants, delegations and contributions,
enabling the tracking of progress in the promotion of innovation and research in the
sector.
External factors
Internally in the Commission, DG MOVE can only directly control the planning of Horizon
2020 elements under its exclusive responsibility (mainly the systems parts). In order to agree
on a harmonised approach on all transport relevant elements, DG MOVE will actively
coordinate with DGs RTD, CNECT and ENER. Final results of that coordination depend on
finding and agreeing on common positions. The overall Horizon 2020 process is managed by
DG RTD and respective delays or changes in the finalisation of the work programmes cannot
be directly controlled by DG MOVE.
Outside the Commission, the adoption of the work programme depends on the agreement
within the respective programme committees and thus the positions and priorities of
Member States.
18D. Key performance indicators (KPIs)
To measure the progress made by DG MOVE towards implementing its policies and attaining
is specific objectives, a number of indicators are presented in annex to the Strategic Plan.
The following three indicators will be given special attention:
1. Transposition rate in transport legislation (see specific objective 1)
2. Total amount of Connecting Europe Facility grants, delegations, contributions signed
for transport projects and programmes (see specific objective 2)
3. Total amount of Horizon 2020 grants, delegations, contributions signed for transport
projects and programmes (see specific objective 3)
In line with the requirements for the Strategic Plan, these key performance indicators have
been selected among the indicators for the specific objectives in the annex below.
19PART 2. Organisational management
A. Human Resource Management
DG MOVE will continue to take measures to ensure that the Commission’s political priorities
are delivered efficiently in a context of limited human resources.
In particular, DG MOVE will need to contribute efficiently to an Energy Union and to an
Investment Plan for Europe, two of the core priorities of the Junker Commission. Similarly,
the newly adopted Aviation Strategy for Europe encompasses other essential priorities of
the Commission: to boost Europe's economy, strengthen its industrial base and reinforce its
global leadership position. A central priority is also the pursuit to create a real internal
market by the implementation of the 4th Railway package, transport providing the backbone
of this market. DG MOVE needs stability of its workforce over the next years to deliver on
these major challenges.
In doing so, DG MOVE needs to reinforce resources and expertise in the key areas of
decarbonisation, financing infrastructure, commitment to a "carbon neutral growth" in the
aviation sector and digital transport agenda. At the same time DG MOVE needs to ensure
that the staffing for other areas is adequate, in particular to retain the appropriate
management of the legacy programmes.
To that end, DG MOVE will base its decisions on human resources, notably staff allocation
and redeployment and the development of an HR management strategy aiming at designing
more focused and systematic actions. Additionally, a talent management strategy will be
developed and will include actions to retain and re-build the technical expertise in
specialised profiles in different sectors and markets. It will also address the challenges in the
management succession planning, e.g. mentoring female colleagues with management
potential.
The mandatory objectives will be monitored and specific actions will be taken annually for
each indicator so that DG MOVE meets the 2016-2020 targets.
On top of continuing monitoring and possibly increasing its female AD representation, DG
MOVE will continue to take actions to attract female candidates to middle management
functions (Indicator 1), in particular through gender neutral job profiles and involving female
colleagues in the recruitment process.
DG MOVE will continue current well-being initiatives and will encourage new ones, within
the "We MOVE, we CARE" framework. Ongoing well-being actions include courses, in-house
awareness and lunchtime conferences and cover a wide range of activities such as charity
events, leisure and physical activities (Indicator 2).
DG MOVE will also address the staff engagement (Indicator 3) by actions and trainings
targeted at managers and staff, including the development of a talent management strategy
for the DG.
20Objective (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 (mandatory ): Percentage of female representation in middle management
Source of data: HR Analytics Platform (QlikView)
Baseline year: Target
01/01/2016
32% 45%
(Targets for female representations in management functions for the years
2015-2019 adopted by the Commission on 15 July 2015)
Indicator 2 (mandatory): Percentage of staff who feel that the Commission cares about their well-
being
Source of data: Commission staff satisfaction survey
Baseline year: 2014 Target (by 2020)
37.5% Remain above Commission average (34.9% in 2014) and constantly progress.
(Target agreed internally by the hierarchy on the basis of analysis of the 2014
state of play)
Indicator 3 (mandatory): Staff engagement index
Source of data: Commission staff satisfaction survey
Baseline year: 2014 Target (by 2020)
71% Remain above Commission average (65% in 2014) and constantly progress.
(Target agreed internally by the hierarchy on the basis of analysis of the 2014
state of play)
B. Financial Management: Internal Control and Risk Management
This section lays out the expected control results and other relevant elements that support
the management assurance on the achievement of the internal control objectives9, including
the effectiveness, efficiency and cost-effectiveness of the control system(s).
DG MOVE has set up internal control processes aimed at ensuring the adequate
management of the risks relating to the sound financial management and the legality and
regularity of the underlying transactions, taking into account the multi-annual character of
the programmes as well as the nature of the payments concerned. In addition, DG MOVE has
set up internal control objectives and will be systematically examining the available control
results and indicators, including those intended to supervise entities to which it has
entrusted budget implementation tasks.
9
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).
21Overarching objective: The Authorising Officer by Delegation should have reasonable assurance that
resources have been used 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 including prevention, detection, correction and follow-up of fraud and
irregularities.
All controls have to be considered first for effectiveness, i.e. to assess whether the controls
established meet the control objectives. In a second step, the controls are assessed to
determine whether they are sufficiently efficient. This is done by using efficiency indicators
to assess the relationship between resources employed and results achieved.
Objective 1
Objective 1 (mandatory): Effective and reliable internal control system giving the necessary guarantees
concerning the legality and the regularity of the underlying transactions
Indicator 1 (mandatory): Estimated residual error rate10
Source of data: DG MOVE AAR 2014
Baseline Target
For Research Programmes: 3% Below the Commission's materiality threshold of 2% by
the end of the Programme
For non-Research Programmes: under 2% Below the Commission's materiality threshold of 2%
Indicator 2 (mandatory): Estimated overall amount at risk for the year for the entire budget under the
DGs responsibility (as a percentage).
Source of data: DG MOVE AAR 2014
Baseline Target (none or to be determined by the DG)
11
1.6% None
Indicator 3 (mandatory): Estimated future corrections
Source of data: DG MOVE AAR 2014
Baseline Target (none)
3.2% of the payments for 2014 Overall corrections implemented address the overall
amount at risk
Concerning the Research Framework Programmes, the general control objective for FP7 is to
ensure that the residual error rate does not exceed a cumulative level of 2% by the end of
the programme implementation. The key aim is to achieve a good balance between legality
and regularity and the achievement of policy objectives, and between trust and control,
rather than a concentration on one legality and regularity indicator. The Research family has
decided to obtain most of its assurance from ex-post controls and has consequently defined
and implemented a common control strategy, the key elements of which are the ex-post
audit strategy and the recovery process. Overall, based on the prior years' results and the
complexity of the FP7 rules, the residual error rate may be expected to remain around 3%
over the course of the programme. However, within the existing framework and constraints,
the Research family is continuing with the on-going efforts to further reduce the FP7 residual
error rate, namely through:
The issuance of new guidance to try to prevent such errors from occurring;
10
For the definition, see the first annex to the AAR instructions 2014 "Key definitions for determining amounts at risk" at
https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/aar-standing-instructions.pdf.
11
The original amount stated in the DG MOVE AAR for 2014 is 5.99 million € (instead of 6.24 million €) due to a clerical error, for FP7,
where the residual error rate of 3% was applied (instead of the detected of 5%).
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