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2016
Annual Activity Report
Directorate-General for Translation
Ref. Ares(2017)1826615 - 05/04/2017
DGT_aar_2016_final Page 2 of 44
Table of Contents
THE DG IN BRIEF 3
EXECUTIVE SUMMARY 4
A) KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG (EXECUTIVE SUMMARY
OF SECTION 1) .............................................................................................................................................................. 4 B) KEY PERFORMANCE INDICATORS (KPIS) ......................................................................................................................... 6 C) KEY CONCLUSIONS ON FINANCIAL MANAGEMENT AND INTERNAL CONTROL (EXECUTIVE SUMMARY OF SECTION 2.1) ..................... 7 D) INFORMATION TO THE COMMISSIONER(S) ...................................................................................................................... 7
1. KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG 8
2. ORGANISATIONAL MANAGEMENT AND INTERNAL CONTROL 14
2.1 FINANCIAL MANAGEMENT AND INTERNAL CONTROL ................................................................................................ 14 2.1.1 CONTROL RESULTS ........................................................................................................................................... 14 2.1.2 AUDIT OBSERVATIONS AND RECOMMENDATIONS ................................................................................................... 18 2.1.3 ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS .................................................................. 18 2.1.4 CONCLUSIONS AS REGARDS ASSURANCE ................................................................................................................ 19 2.1.5 DECLARATION OF ASSURANCE ............................................................................................................................ 20 2.2 OTHER ORGANISATIONAL MANAGEMENT DIMENSIONS ............................................................................................ 21 2.2.1 HUMAN RESOURCE MANAGEMENT ...................................................................................................................... 21 2.2.2 FINANCIAL MANAGEMENT: INTERNAL CONTROL AND RISK MANAGEMENT ................................................................... 23 2.2.3 INFORMATION MANAGEMENT ASPECTS ................................................................................................................ 24 2.2.4 EXTERNAL COMMUNICATION ACTIVITIES ............................................................................................................... 24
ANNEXES 26
ANNEX 1: STATEMENT OF THE RESOURCES DIRECTOR .............................................................................................. 26 ANNEX 2: REPORTING – HUMAN RESOURCES, BETTER REGULATION, INFORMATION MANAGEMENT AND EXTERNAL
COMMUNICATION ....................................................................................................................................................... 27 ANNEX 3: DRAFT ANNUAL ACCOUNTS AND FINANCIAL REPORTS ................................................................................ 32 ANNEX 4: MATERIALITY CRITERIA ......................................................................................................................... 32 ANNEX 6: IMPLEMENTATION THROUGH NATIONAL OR INTERNATIONAL PUBLIC-SECTOR BODIES AND BODIES GOVERNED BY
PRIVATE LAW WITH A PUBLIC SECTOR MISSION (IF APPLICABLE) ........................................................................................... 39 ANNEX 7: EAMR OF THE UNION DELEGATIONS (IF APPLICABLE) ............................................................................... 39 ANNEX 8: DECENTRALISED AGENCIES (IF APPLICABLE) .............................................................................................. 39 ANNEX 9: EVALUATIONS AND OTHER STUDIES FINALISED OR CANCELLED DURING THE YEAR .............................................. 39 ANNEX 10: SPECIFIC ANNEXES RELATED TO "FINANCIAL MANAGEMENT" ....................................................................... 39 ANNEX 11: SPECIFIC ANNEXES RELATED TO "ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS" ........ 39 ANNEX 12: PERFORMANCE TABLES ........................................................................................................................ 40
DGT_aar_2016_final Page 3 of 44
THE DG IN BRIEF
DGT’s overarching goal is to provide the European Commission with high-quality translation and other language services. Besides ‘standard’ translation work, by far
the biggest part of its core business, DGT is also active in the areas of editing, web
editing, web translation, localisation, machine translation and terminology. These activities are supported by demand management, outsourcing and administrative support
functions.
DGT’s job is to provide the services necessary to respect the European Union’s
multilingual character by making sure the Commission produces clearly written documents in all the official languages and in others besides. By making information
available to people in a language they understand, DGT enables the Commission to communicate better with EU citizens and make the EU more open, accountable and
democratic. Its efforts underpin the EU’s legitimacy and help ensure that its citizens
can enjoy their rights to the full.
By implementing its mission, DGT aims to be a full partner in the legislative and
communication processes, the hub for all translation-related activities in the Commission and a reference in the world of translation, while also contributing to the development of
each official language and the translation profession at large.
DGT is a ‘trans-Ardennes’ Directorate-General, with staff distributed evenly between
Brussels and Luxembourg. It has also field officers in all the Member States except Belgium and Luxembourg.
Part I (Policy achievements) sets out in detail how DGT carried out its mission in 2016,
while Part II deals with organisational management, including financial management and internal control.
DGT_aar_2016_final Page 4 of 44
EXECUTIVE SUMMARY
The Annual Activity Report is a management report of the Director-General of DG Translation to the College of Commissioners. Annual Activity Reports are the main
instrument of management accountability within the Commission and constitute the basis
on which the College takes political responsibility for the decisions it takes as well as for the coordinating, executive and management functions it exercises, as laid down in the
Treaties1.
a) Key results and progress towards the achievement of general and specific objectives of the DG (executive
summary of section 1)
In April 2016 the Commission adopted the Communication on translation as part of
the Commission’s decision-making process. It aims to promote stronger corporate discipline and ensure that customer DGs better factor translation into the Commission’s
overall decision-making process. To do this it sets out eight measures, including shorter deadlines for urgent files, more editing, improving forecasts and planning to enable DGT
to respond faster to the most pressing needs. Presentations on the Communication were
given to cabinets, Directors-General and their assistants, resources directors, legislative correspondents and at 18 local meetings in the DGs. DGT has aligned its service-level
agreements with the DGs to the new Communication, such as the new deadlines and the charge-back procedure.
Production amounted to 2.2 million pages in 2016, the second highest output since
2000. In spite of the increase, DGT achieved high deadline compliance and higher customer satisfaction. The five largest requesters were: DGs TRADE, AGRI, GROW, COMP
and JUST. DGT also contributed to raising the quality of originals by targeting editing
to major initiatives, editing 40 % of these initiatives, up from 12 % in 2015. It delivered three times more clear writing training courses than in 2015 and ran a pilot project to
cooperate more closely with one DG: DG JUST. The 'JUST write clearly!' project featured a series of clear writing training sessions, awareness-raising activities and targeted
editing.
DGT prepared to increase translation into Irish in 2017 when the first increment phasing out the derogation on translation into Irish applies. To deliver on the Council
Regulation, DGT set up a joint EU-Ireland Monitoring group composed of representatives
of the Irish authorities and the translation services of the other EU institutions. The group held its constituent meeting at steering level (heads of services) and met several times
at operational level to focus on aspects of capacity building. Together with the relevant Irish bodies, DGT organised a stakeholder conference in Dublin ‘Irish as a full official and
working language of the EU’.
In order to manage its resources and meet unflagging demand while maintaining a high-quality service, DGT increased the share of outsourced translations to nearly 30% in line
with the Strategic Plan for 2016-2020. It adopted the outsourcing framework setting
out a holistic approach to outsourcing, encouraging use of external contractors as an increasingly integrated resource. It brings together all aspects of DGT’s translation
outsourcing activity, and sets out rules, guidelines and practices to guide staff.
In June 2016, DGT finalised the results of its new call for tender for general translations, which yielded 198 framework contracts covering 89 language combinations.
One fifth of the contractors were new. DGT experienced a series of quality problems in the first months, with the proportion of freelance translations marked as ‘good’ or ‘very
1 Article 17(1) of the Treaty on European Union.
DGT_aar_2016_final Page 5 of 44
good’ falling from around 94 % in 2015 to 87 %. Remedial measures included terminating some contracts and issuing penalties. To improve cooperation and
communication with the freelance partners, DGT held information sessions in the Member
States to raise awareness of its quality requirements and to engage with contractors. DGT systematically pre-processed documents before outsourcing them, generating
savings of approximately €1.7 million.
DGT is heavily dependent on a suite of IT tools, from workflow management applications to language applications and machine translation. In 2016 it rolled out a new
version of DGT’s computer-assisted translation tool. It also launched a new workflow management tool, which unexpectedly affected the performance of another tool. In
cooperation with DIGIT, DGT’s IT unit restored stability to the systems and continues to work to improve speed and performance. In preparation for the next generation of
translation tools planned for 2020, DGT set up a CATE Lab, both a physical and an online
space where translators, IT staff and other colleagues can test products and discuss ideas for future improvements.
Translation technology and tools were the focus of the third Translating Europe Forum
held on 27-28 October 2016. The aim of the Forum is to engage with all sides of the translation profession in focused discussions on the impact of technologies on the
profession. At interinstitutional level, with DGT chairing the ECT, work focused on planning a computer-assisted translation tool and environment (CATE) for all institutions,
aiming towards a joint procurement procedure. A task force was set up to plan this work,
and it agreed on a roadmap for joint procurement to be launched in 2019.
In Communication COM(2016) 171 on resource allocation, DGT was invited to work together with the Secretariat General, DG HR and DG BUDG to propose ways of reducing
the cost of translation in the Commission in the medium and long term. Following thorough discussions internally and with the above DGs, DGT submitted a report
describing options for the way forward up to 2020; this is pending approval.
Initial considerations on the impact of the UK Referendum for the translation services
were launched. Negotiations to find a settlement in Cyprus were closely followed as the successful settlement would have an impact on DGT's operations as well.
DGT_aar_2016_final Page 6 of 44
b) Key Performance Indicators (KPIs)
Result indicators:
1. Customer satisfaction rate
Percentage of clients who express satisfaction with DGT's services
Baseline Target/Milestone Latest known result as per Annual Activity Report
2013: 82.5 %
2015: x 83 % 2018: 84 % - Milestone SP 2020: 85 % - Target SP
2014: 83.0 % 2015: 80.2 % 2016: 86.0 %
2. Deadline compliance rate Proportion of pages produced (all versions) within the deadline as a percentage of the total number of pages produced (all versions)
Baseline Target/Milestone Latest known result as per Annual Activity Report
2009: 95 %
2011: 95.0 %
2012: 95.0 %
2013: 96.0 %
2014: 95.0 %
2015: 95.0 % 2018: 97 % - Milestone SP 2020: 99 % - Target SP
2011: 97.9 %
2012: 98 0 %
2013: 97.3 %
2014: 98.1 %
2015: 98.5 %
2016: 94.6 %2
3. Outsourcing rate
Proportion of pages translated externally as a percentage of the total number of translated pages delivered by DGT
Baseline Target/Milestone Latest known result as per Annual Activity Report
2015: 27 %
2016: : 29.0 % 2018:33 % - Milestone SP 2020: 37 % - Target SP
2016: 29.5 %
4. Percentage of women in middle management
Baseline Target/Milestone Latest known result as per Annual Activity Report
2015: 44 % 2018: 47 % - Milestone SP 2019: 50 % - Target SP
2016: 50 %
2 Due to the launch of a new workflow system in DGT the deadline compliance may somewhat deviate from
the normal value. This is a temporary phenomenon and not a downward trend.
DGT_aar_2016_final Page 7 of 44
c) Key conclusions on Financial management and Internal control (executive summary of section 2.1)
In accordance with the governance statement of the European Commission, DGT
conducts its operations in compliance with the applicable laws and regulations, working in an open and transparent manner and meeting the expected high level of professional and
ethical standards.
The Commission has adopted a set of internal control standards, based on international
good practice, aimed to ensure the achievement of policy and operational objectives. The financial regulation requires that the organisational structure and the internal control
systems used for the implementation of the budget are set up in accordance with these standards. DGT has assessed the internal control systems during the reporting year and
has concluded that the internal control standards are implemented and function as
intended. Please refer to AAR section 2.1.3 for further details.
In addition, DGT has systematically examined the available control results and indicators,
as well as the observations and recommendations issued by internal auditors. These elements have been assessed to determine their impact on the management's assurance
as regards the achievement of control objectives. Please refer to Section 2.1.1 and 2.1.2 for further details.
In conclusion, management has reasonable assurance that, overall, suitable controls are in place and working as intended; risks are being appropriately monitored and mitigated;
and necessary improvements and reinforcements are being implemented. The Director
General, in his capacity as Authorising Officer by Delegation has signed the Declaration of Assurance.
d) Information to the Commissioner(s)
In the context of the regular meetings during the year between the DG and the
Commissioner on management matters, also the main elements of this report and assurance declaration, have been brought to the attention of Vice-President Georgieva,
responsible for Budget and Human Resources until 31 December 2016, and Commissioner Oettinger, responsible for Budget and Human Resources as of 1 January
2017.
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1. KEY RESULTS AND PROGRESS TOWARDS THE ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES OF THE DG
General objective: To help achieve the overall political objectives, the Commission will
effectively and efficiently manage and safeguard assets and resources, and attract and
develop the best talents
Impact indicator: Trust in the European Commission
Source of the data: Standard Eurobarometer on Public Opinion in the European Union
Baseline
(EB 83 – Spring 2015)
Latest known value
(EB 85 – Spring 2016)
Target
(2020)
40% tend to trust 37% tend to trust
Increase
Impact indicator: Staff engagement index in the Commission
Source of the data: European Commission
Baseline
(2014)
Latest known value
(2016)
Target
(2020)
65.3% 64.3% Increase
Specific objective 1: DGT meets the Commission's needs by delivering high quality translation and editing services
DGT's total translation output for 2016 amounted to 2 207 295 pages, which is around
11 % higher than for 2015. DGT's largest customers were DGs AGRI, COMP, JUST, GROW
and TRADE, each requesting more than 125 000 pages. 29.5 % of the total production
was outsourced, compared to 27 % in 2015. The deadline compliance rate reached
94.6 %3, which is slightly below the baseline of 2009 (95 %). Overall customer
satisfaction reached 86 %. The value of the correction rate, a new indicator for
translation quality based on the number of corrigenda and correcting acts adopted by the
Commission to correct translation mistakes, was 0.42 %, which is below the tolerance
level of 0.5 % defined in DGT's Strategic Plan.
During the reference period, DGT edited 40 % of the Commission's major initiatives,
compared to 12 % in 2015. In absolute terms DGT was involved in editing 100 of these
initiatives. Total editing output rose by 20 %.
The review of the clear writing campaign was suspended in mid-2016 as priorities were
reassessed. It was replaced by a more operational approach that led to a significant increase in activity: DGT gave 59 clear writing training courses in other Commission
departments, though only 26 were initially planned in the Management Plan 2016, and the number of Commission officials to whom DGT gave clear writing training (1.280)
more than tripled compared to 2015. Actions at an operational level included the JUST
write clearly! Project, where DGT worked closely with DG Justice to promote clear writing in the whole DG through a series of training and awareness raising activities.
In 2016, DGT started to apply the newly adopted guidelines for translation quality. They
comprise a differentiated approach to translation quality based on text purpose and risk
3 As previously mentioned, due to the launch of a new workflow system in DGT the deadline compliance may
somewhat deviate from the normal value. This is a temporary phenomenon and not a downward trend.
DGT_aar_2016_final Page 9 of 44
assessment. An awareness-raising campaign regarding the application of the guidelines was launched in 2016 and 26 info-sessions for DGT’s language departments were held.
In 2016, 2.7 million pages were produced by machine translation (MT@EC) following
direct requests from users inside and outside the Commission. (See Annex 12 for the corresponding performance table)
Specific objective 2: DGT makes efficient use of its human and financial
resources and manages fluctuating demand by increasing the level of
outsourcing
In the Commission’s 2016 staff allocation decision4, DGT was asked to work with SG, DG
HR and DG BUDG to propose ways of reducing the cost of translation services in the medium and long term. A DGT internal working group analysed the scope for savings and
identified four areas of potential savings (increased outsourcing, staffing structure, curbing demand, and increased use of language technology and tools). The report is
pending feedback by the central services and cabinet approval.
In June 2016 DGT adopted its new outsourcing framework. It provides a
comprehensive approach to outsourcing, bringing together all aspects of DGT's
translation outsourcing activity, and encouraging an effective use of external contractors as an increasingly integrated resource. In December DGT approved a List of Priority
Actions for 2017 to implement the Outsourcing Framework.
As a result of the OMNIBUS-15 call for tenders for general translation services, 198 framework contracts for external translation were awarded for 89 language
combinations. 22 % of the successful bidders were new. The thematic MERCA-15 call for tenders for financial translations was cancelled as it yielded only partial results.
The outsourcing rate was 29.5 %, compared to 26.7 % in 2015. In absolute terms, 648.240 pages were outsourced in 2016, against 532.156 pages in 2015. The 'Freelance
quality rate' (Proportion of freelance translations marked as 'good' or 'very good') was 86.9%, against 93.7 % in 2015. Quality problems – including non-compliance with
deadlines - were observed in the first months of OMNIBUS contracts, mainly concentrated on a few contractors. Following careful analysis of the situation, remedial
measures were taken, including termination of 10 contracts. 15 information sessions with contractors and language departments were held in the Member States.
The Guidelines for evaluation of outsourced translations were updated as planned, thus contributing to the implementation of the new outsourcing framework.
The systematic use of pre-processing has become an integral part of DGT's outsourcing
workflow, contributing to the resource efficiency of the outsourcing process and the quality of the translations. In budgetary terms, the results were savings in 2016 of about
€1.7 million. (See Annex 12 for the corresponding performance table)
Specific objective 3: DGT has the capacity to provide high-quality
translation into Irish
Following the adoption of Council Regulation 2015/2264, which requires the EU institutions to apply a gradually increasing language regime for Irish, a Monitoring
Group on the Irish Language derogation was set up in May 2016. The Group, consisting of representatives of the Irish authorities, the Commission and the other EU institutions,
4 SEC(2016) 171 final
DGT_aar_2016_final Page 10 of 44
is monitoring progress in the areas specified in the Regulation, namely recruitment to the EU institutions, the capacity of external service providers, the increased collaboration on
language resources, and issues related to the availability of the acquis in Irish. The
steering level of the monitoring group adopted an action plan, and the operational level met twice ('plenary' meetings) to discuss the implementation of the measures and
priorities for 2016 set by the steering level. In addition, the operational level held two targeted meetings to start preparations for translation as set out in the Regulation, and
to tackle issues related to the availability of the acquis in Irish.
End 2016 DGT had 12 ADs working in the Irish department. Competitions for linguistic
assistants and translators into Irish were launched in April and June respectively. Since the numbers of candidates who passed the various stages of the translator competition
were not as high as expected, a contingency plan has to be put in place to meet the target of 25 translators in the Irish Unit by the end of 2017. Considering that the
temporary agent (TA) reserve list is exhausted, DGT agreed with the Council to recruit
from their TA reserve list resulting from their most recent TA competition. The capacity of the freelance translation market for Irish has so far been insufficient to meet needs.
Key issues and challenges related to the gradual phasing-in of Irish as a full official and working language of the EU, over the period to 1 January 2022 were addressed at the
"Irish as a full official and working language of the EU" stakeholders conference in October in Dublin, organised by DGT and relevant Irish bodies.
Three new framework contracts were signed for translation services into Irish.
(See Annex 12 for the corresponding performance table)
Specific objective 4: DGT has a modular state-of-the-art computer
assisted translation environment to support quality and efficiency in the
translation process
In 2016 the activities related to the computer-assisted translation (CAT) tool focused on the migration to the new version of the CAT tool SDL Trados Studio 2015, which
was completed by the end of October 2016.
Preparations for the new CAT environment (CATE) continued. DGT set up a physical
space where translators, IT staff and other colleagues can come together to test and discuss ideas or improvements. This CATE Lab has been open for all DGT users since
February 2016. DGT users introduced numerous testing proposals, gave and/or attended presentations and participated in the testing of various tools and applications as
volunteers.
A DGT-led interinstitutional task force on the future CAT environment concluded that a
"hybrid approach", aiming to seamlessly integrate market or open source products, interinstitutional legacy systems and the tools specific to each participating service, is
best suited to cover the needs of the partner services and maximise the benefit from existing IT tools. The report of the task force includes a roadmap for the joint
procurement and implementation of CATE 2020.
The ManDesk5 Translation module - the core module of the application for the management of the translation workflow - was launched in July, and the migration from
the old system to the new one was completed in early August 2016. Following the launch of ManDesk, DGT was seriously affected by poor performance of the TraDesk6
5 DGT's electronic translation workflow management system
6 The interface used by DGT's translators to access their translation tasks, the related linguistic resources and
DGT_aar_2016_final Page 11 of 44
application. Systems were brought back to a stable functioning with interventions at the level of IT infrastructure, and work on further improvements continues.
In 2016, DGT implemented the Euramis re-usability indicator, prepared and agreed in
the framework of the interinstitutional KIAPI (Key Interinstitutional and Activity Performance Indicators) working group. It measures to what extent the output of
previous translations stored in Euramis translation memories can be used for current translation requests. The indicator value for 2016 was 28.1 %.
For MT@EC specific measurements were put in place for in-house use that will help allow systematic monitoring of the usage of MT@EC by DGT's translators.
The first module of eTrèfle, the new system for the management of the outsourcing of
translation work to external service providers, was deployed in June 2016. DGTSTAT, the successor of the legacy system StatSuivi, that permits to produce a variety of
statistics on DGT's production and performance for management and monitoring
purposes, was deployed in December 2016. (See Annex 12 for the performance table)
Specific objective 5: DGT creates synergies in interinstitutional
translation by cooperating with its partners and by jointly developing IT
tools
During the reference period, DGT chaired the bodies in charge of interinstitutional
cooperation in the area of translation, namely the Executive Committee for Translation (ECT, composed of the Heads of Service of the translation departments of the EU
institutions and bodies) and the Coordination Committee for Translation (CCT), the
operational body of the ECT.
DGT cooperated closely with the translation services of the other institutions and bodies
to identify and achieve synergies for the optimal use of human, financial and technical resources. For 2016 the following activities should be highlighted:
• Three meetings of the Executive Committee for Translation (ECT), took place. Topics discussed included EPSO competitions, the different developments and
practices in outsourcing in the respective institutions and the growing importance of outsourcing, quality issues (including follow-up in the area of outsourcing) and
cooperation on the new CAT environment.
• For the interinstitutional communication solution project, DGT is developing the central module to be used by the Parliament, the Council and DGT. Technical
problems with the development of the local module for the communication solution led to an overall delay of three months. It has been agreed that the
Commission's Secretariat-General would provide a 'common identifier' (interinstitutional procedure number) at the start of the legislative procedure.
• The work on the ordinary legislative procedure project with mixed teams from Commission, Council and European Parliament is still ongoing, due to
procedural delays, and will continue in 2017.
A middle management event on cooperation in the area of quality assurance and outsourcing was organised.
• The interinstitutional Language Technology Network organised a workshop
all other information that support the translation process
DGT_aar_2016_final Page 12 of 44
on the use of XML-based document format in the multilingual document production process in April 2016. The group also focused on the definition of a
common position on the future CAT environment (see Specific Objective 4).
(See Annex 12 for the corresponding performance table)
Specific objective 6: DGT promotes the role of translation and professional cooperation through outreach work
The Translating Europe Forum 2016 took place in October in Brussels. It was devoted
to translation tools and technologies – including Machine Translation (former MT@Work conference). The event attracted more participants than in 2015: around 600 participants
in Brussels, more than 4 400 connections through web streaming over two days and around 3 000 posts published on Twitter.
Furthermore, 46 Translating Europe workshops were held in 22 Member States. The
ambition was to organise workshops in all Member States; however, this was not possible for several reasons, e.g. the specificities of national landscapes where DGT field officers
operate, priority given to other DGT projects, or staff turnover in certain Field Offices. A new call for projects to be financed in 2017 was launched in November. The workshops
are an integral part of the Translating Europe concept: they reach DGT's existing and potential interlocutors throughout Europe and address topics relevant to the local
population of linguists and translators, usually in the national language. They have become one of the main tools for DGT Field Officers to expand and consolidate
cooperation with national stakeholders, while ensuring coherence with DGT objectives,
facilitating synergies with national language and terminology networks and fostering cooperation with EMT7 Universities.
Two meetings of the European Masters in Translation network (EMT) were organised: a meeting in March in Brussels, focusing on work placements, professionalization and
graduate employment, organised back-to back with a Translating Europe workshop on work placements; and a meeting in October in Nitra, Slovakia, followed by a local
language event on terminology, in cooperation with the Slovak Terminology Network. Topics discussed in meetings of the EMT Board included cooperation and new measures
to increase the visibility of EMT, and to prepare the discussions on the future of the EMT
network as a self-governing structure.
DGT language departments organised events in 17 member states, including meetings of
their language or terminology networks, such as the interinstitutional terminology network conference for Polish, and the Annual conference of the Lithuanian Terminology
Forum in Vilnius, the Conference to celebrate the 30th anniversary of Portugal's accession to the EU, held in Lisbon on 26 September (European Day of Languages), a meeting of
the network of the German Language Department and the Language Services of German Speaking Ministries and authorities in Frankfurt, Seminar for Czech public administration
– Language and EU law, Prague, Bulgarian Language Network Conference, 18 November
2016, Sofia.
29 translators participated in the Visiting Translator Scheme to share expertise and
develop new skills and networking possibilities, including with universities (e.g. Dublin City University, Zentrum für Translationswissenchaft at Vienna University), ministries in
different member states (e.g. German Federal Foreign Office, Ministry of Infrastructure and Spatial Planning of Slovenia), international organisations (e.g. Bank for International
Settlement in Basel, International Committee of the Red Cross, and International
7 European Master's in Translation. The EMT is a partnership project between the European Commission and
higher-education institutions offering master's level translation programmes.
DGT_aar_2016_final Page 13 of 44
Organization of Labour in Geneva).
The DGT LIND – language industry - initiative carried out the 1st European Language
Industry Survey in cooperation with the main language industry associations, EUATC
(European Union of Associations of Translation Companies), ELIA (European Language Industry Association), GALA (Globalization & Localization Association), as well as EMT
and COTSOES (Conference of Translation Services of European States). It was the first main effort to gather Europe-wide data on translation markets and trends from all sides
of the industry, be they private and public.
Social media was a very important tool in DGT's external communication, especially in
relation to major DGT events such as the European Day of Languages, Translating Europe and Juvenes Translatores. Compared to the 2015 baseline, the engagement rates
on Twitter (#xl8)and Facebook (Translating for Europe) increased.
(See Annex 12 for the corresponding performance table)
Examples of EU added value:
Juvenes Translatores
Since 2007, the European Commission's translators have been sharing their passion for
languages with youngsters through a dedicated event, called Juvenes Translatores. This annual translation contest is open to students all across the European Union who can try
their hand at translating a one-page text, using any of the 552 possible combinations of the EU's 24 official languages.
Each year the contest grows in popularity and in 2016, around 1 947 schools registered
through DGT website. In April, the winners – one student from each Member State – are then invited to an awards ceremony in Brussels. And they are those who can tell the
best what this experience means to them: "I would like to thank the European Commission from the bottom of my heart, as I am sincerely grateful for getting to
experience these wonderful days in Brussels. Hartelijk bedankt, merci beaucoup, millónes gracias, thank you, stort tack." (Sweden) – "Participating in Juvenes Translatores was
definitely one of the best choices I've made, as I discovered something new for myself and met wonderful people from all over Europe." (Estonia).
MT@EC
DGT's machine translation service (MT@EC) is available to all staff of the European
Institutions and Bodies as well as to public administrations in the Member States. It is the basic building block for the eTranslation service to be offered by the Connecting
Europe Facility.
DGT_aar_2016_final Page 14 of 44
2. ORGANISATIONAL MANAGEMENT AND INTERNAL CONTROL
2.1 Financial management and internal control
Assurance is an objective examination of evidence for the purpose of providing an assessment of the effectiveness of risk management, control and governance processes.
This examination is carried out by DGT management, who monitors the functioning of the internal control systems on a continuous basis, and by the Internal Audit Service (IAS).
Its results are explicitly documented and reported to the Director-General. The reports produced are:
the weekly reports on demand management and outsourcing;
the monthly reports on budget execution (BER) and the management information
scoreboard (MIS) highlighting key data and areas in which action may be needed;
the twice-yearly reports by AOSDs (BiAR reports), including the results of internal control monitoring at DG level;
the opinion of the Internal Control Coordinator on the state of control, and the observations and recommendations reported by the Internal Audit Service (IAS)
on audits carried out by them or taken over from the former Internal Audit Capability (IAC);
the observations and the recommendations reported by the European Court of Auditors (ECA) (no report received for 2016).
These reports result from a systematic analysis of the evidence available. This approach
provides sufficient guarantees as to the completeness and reliability of the information reported and gives complete coverage of the budget delegated to the Director-General of
DGT.
2.1.1 Control results
This section reports and assesses the elements identified by management that support the assurance on the achievement of the internal control objectives8. The DG's assurance
building and materiality criteria are outlined in Annex 4 to this AAR. Annex 5 outlines the main risks together with the control processes aimed to mitigate them and the indicators
used to measure the performance of the control systems.
DGT manages administrative expenditure only, under the direct centralised management mode. In 2016, DGT managed expenditure totalling € 26.87 million (including funds co-
delegated or cross-sub delegated by other DGs), of which it was directly responsible for € 19.57 million (excluding cross-sub delegated funds and appropriations for external
personnel). Adequate internal control principles are applied taking into account the low-risk environment of the DG .
DGT has a partially decentralised financial circuit in place for commitments, in which levels of controls depend upon the estimated risk of the transaction, resulting from the
procurement type.
8 Effectiveness, efficiency and economy of operations; reliability of reporting; safeguarding of assets and
information; prevention, detection, correction and follow-up of fraud and irregularities; and adequate
management of the risks relating to the legality and regularity of the underlying transactions, taking into
account the multiannual character of programmes as well as the nature of the payments (FR Art 32).
DGT_aar_2016_final Page 15 of 44
Expenditure by procurement types Tot. K € % budg Tot trans. % budg
Type 1: DGT FWC & NP** - external translation 13 854 70 % 17 119 87 %
Type 2: DIGIT FWC (IT) + other IT expenditure 2 907 14 % 33 0.2 %
Type 3: Low value NP, AMI, FWC (HR, EAC) 2 136 11 % 814 4 %
Type 4: Partially managed by PMO (missions) 798 4 % 3 264 17 %
Total DGT budget** (excl. external personnel) 19 695 21 230 Source: DGT BER and internal statistics ** Figures including co-delegated and cross-sub delegated budget
DGT has a fully centralised financial circuit for payments, in which 100% of payments is
controlled for legality and regularity, for all budget lines.
As DGT does not manage programmes and grants there are no controls ex-post. Errors
identified are corrected before signature of the contract or authorisation of payment. The residual error rate is therefore assumed to be 0%.
Indicator 2014 2015 2016
Budget execution rate (after mid-term adjustments)
99.34 % 99.7 % 99.7 %
Payments made within the contractual period (%)
98.2 % 97.1 % 96.8 %
Absorption of budgetary backlog (RAL) (%) 95 % 96.2 % 92 %
Average delivery timing for monthly execution report9
8 days 8 days 8 days
Number of financial exceptions handled 10 5 8
Total value of exceptions (€) 44 953 € 3 502 € 9 723 €
Audit recommendations implemented within deadlines
83% N/A10 100%
Audit observations that might give rise to reservations
0 0 0
Cases referred to OLAF over the past three years
0 0 0
Sources: DGT- Budget execution report and DGT internal statistics
Coverage of the internal control objectives and their related main indicators
Control effectiveness as regards legality and regularity
DGT has set up internal control processes aimed to ensure the adequate management of the risks relating to the legality and regularity of the underlying transactions,
taking into account the nature of the payments concerned.
The control objective is to ensure that DGT has reasonable assurance that the total amount of any financial operation authorised during the reporting year not in conformity
9 On the second Thursday of the month, for discussion at the Directors’ meeting on the third Monday of the
month.
10 With the reorganisation of the audit function in the Commission, the follow-up of open recommendations
has been transferred to the IAS. Three recommendations were implemented by management but not yet
followed-up by the IAS, therefore the indicator cannot be given.
DGT_aar_2016_final Page 16 of 44
with the applicable contractual or regulatory provisions does not exceed 2 % of total expenditure, excluding external personnel (see Annex 4: Materiality criteria).
DGT's control strategy is based on 100% ex-ante controls, i.e. before contracts are signed or payments made. This enables potential irregularities to be identified
beforehand, which also explains the low number of exceptions reported.
Comprehensive controls and verifications are in place to guarantee the legality/regularity of the transactions and these are documented in the financial circuits:
For external translation contracts, the financial and legal units' ex-ante control
consists of reviewing the tender documents before the launch of the tender, and the future framework contracts before the award decisions. All deliveries of translations
are quality controlled by internal staff before launching the invoices in the payment
circuit. The financial unit reviews all individual contracts, translation evaluations and invoices before authorising payment. The quality control of outsourced work led to
penalties issued to supplies for an amount of €217k (1.91% of the invoice amount), which is much higher than in 2015 (0.28%). This is due to a lower level of the quality
of translation combined to stricter penalties clauses in the new OMNIBUS contracts, implemented as from 1st July 2016.
For IT contracts, DGT uses the framework contracts provided by DIGIT. The individual
draft contracts are reviewed by the financial unit and by DIGIT through the "paraph"
procedure. The final contracts, timesheets and invoices are checked before the financial unit authorises payment.
All other procurements (low-value negotiated procedures, calls for expression of
interest, individual contracts on framework contracts of other DGs) are reviewed by DGT's financial unit before signature of contract. The final contracts, delivery reports
and invoices are checked by the financial unit before authorising payment.
All mission orders and costs declarations are verified by DGT's financial unit before
approval by the authorising officer.
The total number of exceptions in 2016 was 8 out of a total of 21 230 transactions. It represents €9 723 out of a total of €19 695 000 (0.05%). All identified cases related to
timing errors, none resulted in undue payments or cost to the budget.
In the context of the protection of the EU budget, at corporate level, the DGs' estimated
overall amounts at risk and their estimated future corrections are consolidated. For DGT, the estimated overall amount at risk for the 2016 payments is €0. Indeed, in DGT all
transactions are controlled and errors corrected before payment made. This expenditure will not be subsequently subject to ex-post controls as DGT does not
award grants.
In conclusion, analyses of the available control results and an assessment of the weaknesses identified and their relative impact on legality and regularity have revealed
no significant weakness that could have a material impact on the legality and regularity
of financial operations. It can be concluded that the control objective has been achieved.
Cost effectiveness and efficiency
DGT being a non–spending DG, it reports on a single overall cost of control indicator (%). The time-to-pay indicator is given in Annex 3 ("Draft annual accounts and financial
reports"). The cost of controls was calculated on the basis of an estimation of direct costs of control of the two main procurement types used in DGT, covering 84% of its total
budget (see point 2.1.1), over the value of the related funds under management.
DGT_aar_2016_final Page 17 of 44
Cost of control – External translations and IT lines
2014 2015 2016
Amount spent on
controls €2 070 000 €1 915 000 €1 867 800
Budget managed €18 614 000 €15 512 000 €16 760 000
% control/budget
managed 11.1% 12.3% 11.5%
Cost per transaction 136€ 168€ 112€
Sources: DGT internal statistics
To assess the relative efficiency of the controls, these indicators must be tracked over
several years, as the budget managed varies according to the translation demand, but the costs of control can only be adjusted slowly.
The cost of control is decreasing. It is expected to decrease further in 2017 taking
advantage of new automatic processes implemented in 2016 in the management of financial transactions relating to external translation. Moreover, DGT plans to review its
internal financial circuits with a view (a) to simplify the circuits and (b) to review the
different risk-profiles in order to better adapt the control operations.
Based on an assessment of the most relevant key indicators and control results, DGT has assessed the cost-effectiveness and the efficiency of the control system and reached a
positive conclusion.
Fraud prevention and detection
In line with the Communication of the Commission "Towards an effective and coherent risk management in the Commission services" and following recommendation 2 of the
Internal Audit of risk management process, DGT undertook a comprehensive risk assessment exercise in the second quarter of 2016. Based on the report issued following
the risk assessment, DGT's Anti-Fraud Strategy was updated in September 2016.
DGT's Anti-Fraud Strategy outlines two main risks:
The first concerns the handling of sensitive, marked or classified information, where no
further action is recommended, provided security measures in place are maintained at their current level. The workflow on how to handle sensitive documents is regularly
updated and is available to all staff. RESTREINT UE/RESTRICTED EU documents are handled exclusively within the RUE environment, in line with the rules of HR.DS
(translation of such documents is done in secure rooms, one in Brussels and one in Luxembourg).
The second concerns financial transactions, where three actions are recommended: Continuous training of all staff dealing regularly with finances in the DG
Organisation of specific "expenditure lifecycle courses" for staff dealing occasionally in finances
Update of the documentation on procedures and processes on the intranet.
The controls in place aimed at preventing and detecting fraud are essentially similar to those designed to ensure legality and regularity of the transactions and the real quality of
the service. DGT controls 100% of financial transactions in order to ensure their legality
and regularity.
DGT_aar_2016_final Page 18 of 44
In the last ten years, DGT has not reported any cases of fraud to OLAF nor did OLAF
investigate any misuse of DGT money.
Other control objectives: safeguarding of assets and information, reliability
of reporting (if applicable)
The assets managed by DGT (other than IT intangible assets) are dictionaries or encyclopaedias when their cost exceeds the respective thresholds. This is only a very
small part of our library acquisitions. Orders are made based on the end-users' requests and delivered to the library. The invoices are processed by the acquisition sector in DGT's
financial unit.
Access to sensitive information is strictly controlled in DGT. Specific workflows are in
place for sensitive and marked documents while RESTREINT UE/RESTRICTED EU information is dealt with exclusively within the RUE environment, i.e. limited to the PCs
located in the secure rooms.
2.1.2 Audit observations and recommendations
In 2016, the IAS conducted an audit on the procurement process in DGT. The objective of the audit was to assess the adequacy of the design and the effective implementation
of DGT's internal control system for the management of the procurement process. Based
on the results of the audit, IAS believed that the internal control system in place in DGT for the procurement process provides reasonable assurance regarding its compliance with
the Financial Regulation and its Rules of Application as well as its efficient and effective management.
The IAS however issued two recommendations (rated important, with medium risk)
concerning specific weaknesses in public procurement procedures and in the internal control system. They mainly concern the need to better document procedures, to update
the description of the financial circuits, and to make available clear guidelines to users.
DGT accepted both recommendations and proposed an action plan to remedy these weaknesses. The action plan, approved by the IAS, should be implemented by mid-2017.
Concerning the pending recommendations of two IAC audits taken over by IAS on the
risk management process in DGT and on the security of information, they were all closed during 2016. None of these were classified as critical or very important.
The IAS concluded that the internal control systems audited are working satisfactorily11.
Having assessed the risks underlying the auditors' observations and the management measures taken in response, DGT management believes the recommendations are being
implemented under ongoing improvement efforts and that the current state of play does not give rise to assurance-related concern.
2.1.3 Assessment of the effectiveness of the internal control systems
The Commission has adopted a set of internal control standards, based on international good practice, aimed to ensure the achievement of policy and operational objectives. As
regards financial management, compliance with these standards is a compulsory
requirement.
DGT has put in place the organisational structure and the internal control systems
11 Ares(2017)806068
DGT_aar_2016_final Page 19 of 44
needed to achieve the policy and control objectives, in accordance with the standards and having due regard to the risks associated with the environment in which it operates.
DGT assesses the effectiveness of its key internal control systems annually, in
accordance with Commission guidance.
As outlined in the introduction to point 2.1, management's assessment is based on a
number of monitoring measures and information sources:
bi-annual activity reports on the use of resources (covering implementation of the
management plan, the functioning of the internal control system, the management human and financial resources and the state of implementation of
audit recommendations);
register of reported exceptions and follow-up measures taken to avoid repetition;
reporting of non-compliance and internal control weaknesses;
follow-up of audit recommendations (internally and reporting to the IAS where
applicable);
follow-up of the anti-fraud strategy;
risk assessment process.
Based on the above, DGT management concludes that the internal control systems are effective. The IAS identified weaknesses concerning the procurement process and
procedures (rated important, with medium risk) which are currently addressed and do not lead to a qualification in the declaration of assurance.
2.1.4 Conclusions as regards assurance
No weaknesses were identified in the reporting period that give rise to reservations.
DGT management carefully considered DGT’s overall performance and control and supervisory activity in 2016 and found no significant (repeated) or residual errors. In
conclusion, it has reasonable overall assurance that:
suitable controls are in place and working as intended;
risks are being appropriately monitored and mitigated; and
arrangements are being improved and reinforced as necessary.
In his capacity as authorising officer by delegation, the Director-General has signed the
declaration of assurance.
Overall conclusion
Management has reasonable assurance that, overall, suitable controls are in
place and working as intended; risks are being appropriately monitored and mitigated; and necessary improvements and reinforcements are being
implemented. The Director General, in his capacity as Authorising Officer by Delegation has signed the Declaration of Assurance.
DGT_aar_2016_final Page 20 of 44
2.1.5 Declaration of Assurance
I, the undersigned,
Director-General of the Directorate-General for Translation
In my capacity as authorising officer by delegation
Declare that the information contained in this report gives a true and fair view12.
State that I have reasonable assurance that the resources assigned to the activities
described in this report have been used for their intended purpose and in accordance
with the principles of sound financial management, and that the control procedures put
in place give the necessary guarantees concerning the legality and regularity of the
underlying transactions.
This reasonable assurance is based on my own judgement and on the information at my
disposal, such as the results of the self-assessment, ex-post controls, the limited
conclusion of the Internal Auditor on the state of control for years prior to the year of
this declaration.
Confirm that I am not aware of anything not reported here which could harm the
interests of the institution.
Place …………….., date ………………
…………………………………..…
(signature)
Rytis MARTIKONIS
12 True and fair in this context means a reliable, complete and correct view on the state of affairs in the
DG/Executive Agency.
DGT_aar_2016_final Page 21 of 44
Reservation 1 (template to be adhered to)
NA
2.2 Other organisational management dimensions
Examples of economy and efficiency
- The systematic pre-processing of documents to be translated is an integral
part of DGT's outsourcing workflow for certain types of documents. Pre-processing these documents reduces the cost of outsourcing as the Commission does not pay for the
translation of those parts of the documents which had already been translated earlier and are included in the DGT translation memories. The pre-processing also contributes to the
consistent use of terminology.
- Due to the expiry of the earlier GEN-11 framework contract, DGT concluded new
OMNIBUS-15 framework contracts for outsourcing the translation of Commission documents. The OMNIBUS-15 framework contracts entered into force in July 2016. The
offers received in the calls for tenders by the successful bidders were in average 3 €
lower (per translated page) than the prices paid in the context of the former framework contracts.
2.2.1 Human resource management
Strategic HR Plan 2017-2020
In November 2016 DGT adopted its Strategic HR Plan 2017–2020, which also provides a
basis for talent management with respect to middle management succession and the learning and development (L&D) framework for all DGT staff, taking into account the
specific needs of all different entities in DGT. The quantitative evolution of DGT's in-
house staffing depends upon the annual Commission decisions on allocation of establishment plan posts and external personnel credits.
Succession planning, post allocation and recruitment
In 2016, 50 new officials were recruited, while 118 left the service. During the same
period DGT recruited 49 new contract agents, 33 interim agents and extended 84 existing contracts.
Following the Commission decision SEC(2016)171 on the allocation of establishment plan posts, implying a reduction of 4% of DGT's posts in 2016, the benchmarks were
updated and published. On 1/1/2017, the total reduction of posts since 2012 is 284
(12%).
AST1 competitions for linguistic assistants were published for DA, GA, HR, HU, MT, NL,
SK and SL and translator competitions for GA, DA, HR, LT and MT. The temporary agent selection for English translators was finalised in May, and the first recruitments from the
list of candidates were made.
Professional development
Some 590 translation-related training activities and 530 DGT-specific IT training courses were organised. Individual training solutions were offered to 115 applicants. Over 800
colleagues participated in standard or specific language courses, the e-learning scheme
for language learning or immersion courses.
DGT_aar_2016_final Page 22 of 44
By the end of 2016 DGT reached its 2019 target of 50% (37) women in middle management positions and participated in the first middle management mobility exercise
where 5 DGT middle managers found new jobs in other DGs.
The third edition (2016/2017) of the "Mentoring for Aspiring Managers" programme (this time for both male and female aspiring managers) was launched with 15 mentees and 12
mentors participating. One full-day session for managers on respect and dignity at work was organised in April. Management clubs were held on the following subjects:
neuroscience and management; the evaluation and outsourcing framework; and the cost of translation.
Organisational development
23 events were organised for different DGT entities, including Translation Forums on
"Quality in Professional Translation" and "Interpreting European Law in 24 Languages" (April), and training sessions on ethics and integrity, and on respect and dignity at work
for non-managerial staff.
Working conditions and wellbeing
Wellbeing activities were organised by the DGT ergonomics and fit@work correspondents
throughout the year with the peak event in November: a DGTfit@work afternoon of sports took place on the premises of the European School in Mamer and was extended to
DGs HR and SANTE, and OIL.
DGT continued to promote a healthy work-life balance and flexible working
arrangements, particularly in the light of the moves to four different locations in Luxembourg. The moves out of the JMO in Luxembourg started in October 2015 and
were completed in August 2016 with the final moves to the new T2 building on Kirchberg.
DGT continued to promote internal communication as a way to boost staff engagement. DGT organised different communication actions around corporate communication
priorities like the Synergies and Efficiencies review, the new HR Delivery model or the launch of DG HR staff survey. Specific internal communication priorities for DGT were the
Communication on Translation as part of the decision-making process, the results of the Customer Satisfaction Survey 2015, the new Quality Framework and Quality Guidelines,
the Outsourcing Framework, IT-related issues and the move out of JMO to the new buildings in Luxembourg.
A Staff Perception and Opinion Survey was organised as a complement to the
Commission's Staff Survey.
(See Annex 2 for the corresponding tables)
DGT_aar_2016_final Page 23 of 44
2.2.2 Financial Management: Internal control and Risk management
Effective and reliable internal control system giving the necessary guarantees
concerning the legality and the regularity of the underlying transactions
The Financial Unit kept the central register of all framework contracts and procurement
procedures used in DGT up-to-date and ensured monitoring of the timely provision of external services in line with sound and efficient financial management principles
(economy, efficiency and effectiveness).
In line with the Communication of the Commission "Towards an effective and coherent
risk management in the Commission services" and following recommendation 2 of the Internal Audit of risk management process, DGT created a working group which
undertook a comprehensive risk assessment exercise in the second quarter of 2016. The
report of the WG and the risk register were adopted by senior management. The register contains a total of 15 risks: 13 with an "accepted" and 2 with a "to be reduced" residual
risk. The accepted risks are accompanied with the already existing mitigating measures while for the two, where the level of risk can still be reduced, further actions were
proposed. Based on the report, DGT's Anti-Fraud Strategy was updated in September 2016.
Throughout the year the financial unit continued to produce monthly budget execution reports, including exception reporting.
In line with the guidelines on chargeback between Commission DGs, DGT requested cross
sub-/co-delegations with other DGs to further optimise the management of its administrative budget (mainly outsourcing and IT).
Effective and reliable internal control system in line with sound financial management.
In comparison with 2015 when the total cost of control accounted for 12%, in 2016 that cost was reduced to 11%.
In relation to outsourcing, new OMNIBUS-15 contracts started being used on 1 July 2016. All outsourced translations continued to be evaluated by qualified translators before the payments were processed. In IT, all external staff were recruited through DIGIT’s framework contracts, using the ‘ex-ante’ control by DIGIT.
After further market analysis, and the future take over by DG HR of learning and development activities, it was decided to drop the procurement procedure for concluding framework contracts with hotels for training purposes.
Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the DG, based on the DG’s anti-fraud
strategy (AFS) aimed at the prevention, detection and reparation of fraud
Details of the status of the Anti-Fraud Strategy action plan are given in part III of the report. We would nevertheless like to mention that the target has changed. In the new Anti-Fraud Strategy we do not plan another revision of the AFS before 2020, unless there would be major changes to policies, organisations or procedures.
(See Annex 2 for the corresponding tables)
DGT_aar_2016_final Page 24 of 44
2.2.3 Information management aspects
In 2016, DGT continued to shift to electronic workflows for administrative procedures and
raise awareness of the advantages of open and shared files in Ares. DGT's average for
non-filed documents for 2016 stands at 0.07%, Commission average being 1.5%.
DGT-wide information management was improved through the testing of a pilot version
of the ‘enterprise search tool’, developed by DIGIT, during the first half of 2016.
Based on the principles of DGT's Knowledge Management Framework the implementation
of knowledge management schemes (Share! events, info sessions, IT tips etc.) continued. New possibilities were explored with the requester DGs and will be made
available to DGT staff in 2017.
In October 2016 the College adopted a Communication setting out a corporate strategy
on data, information and knowledge management. A new Information Management
Steering Board to which DGT's Deputy Director-General was appointed as a member will further develop this strategy and oversee its implementation.
(See Annex 2 for the corresponding tables)
2.2.4 External communication activities
The awards ceremony for the ninth round of the Europe-wide Juvenes Translatores
translation contest for schools took place in April, in the presence of Commissioner Navracsics. The announcement of the winners was covered in a good number of local and
national press (press release JT9: http://europa.eu/rapid/press-release_IP-16-
162_en.htm). Over 200 people from 28 Member States, mainly students, teachers and parents, attended the award ceremony which was also web streamed. The 10th
anniversary edition of the contest, for which 1.947 schools had registered, took place in November. 3258 students from 736 secondary schools in 28 EU countries participated in
the contest. Social media outputs and reach: during the JT9 contest cycle the net gain of the FB page was 764 likes ( 916 out vs. 1680 in ). The average reach per post was 3268
and we posted 127 posts. This does not include shares by Translating for Europe or Representation Facebook pages.
For the European Day of Languages (26 September), around 60 events were
organised by DGT field officers and their local/national partners in all 26 Member States where DGT has a field office. Estimate reach of the events: around 47,000 citizens. The
events were extensively covered in local and national media (links to media coverage and media review). Social media outputs and reach: Field officers promoted the events
locally, mostly on the Representations' social media accounts (examples of reach : in Cyprus almost 19 000 people; in Estonia 25 000 people; in Greece: 800 000 people). On
DGT's FB page on 26/9 : 110,000 people reached, Likes: 530 Likes, shared 635 times. During the promotion period, 2 to 26th of September, the overall engagement on the DGT
FB was 7% higher than in the 2015 and 287 new followers (net) were gained.
The task force on digital transformation continued its work with colleagues from DG COMM and DIGIT. The beta version of the information site successfully went live, i.e.
accessible from outside the Commission, at the end of June. DGT staff was also involved in the development of the 'Better Regulation Portal', which was also launched at the end
of June.
DGT promoted EPSO translation competitions (Croatian, Danish, Irish, Lithuanian and
Maltese), including dedicated Facebook pages, video productions, info sessions and extensive use of Twitter. On top of EPSO promotion activities, DGT used its social media
accounts in the run up to the competitions with dedicated FB pages/language completion.
DGT_aar_2016_final Page 25 of 44
Social media outputs and reach: on the day of the launch of the competition a post in EN promoting all competitions was published on DGT FB page: reach: 4,5K people; 4
language specific posts promoting individual competitions in respective languages
reached almost 11K people (with DA and GA being viewed by over 4K people respectively). Impact of the whole campaign: 1384 applications were received (for 144
number of posts available on the reserve lists).
The Framework Agreement on working relations between DGT and DG COMM concerning
Field Officers was renewed.
(See Annex 2 for the corresponding tables)
Annual communication budget spent in 2016
The budget for external communication activities covers specific actions targeting
translation stakeholders (outreach) as well as the wider audience. In 2016 the budget was used to promote translation to youngsters via the organization of the annual contest
'Juvenes Translatores'. Furthermore it was used to run the Translating Europe project (Forum in Brussels and workshops in Member States), the meetings of the EMT network
and several small scale events targeting to general public in the Members States on the
occasion of the European Day of Languages (26 September). The outreach activities of DGT are described more in detail under specific objective 6 (p.17).
Annual communication spending (based on estimated commitments):
Baseline (Year n-1):
Target (Year n):
Total amount spent Total of FTEs working on external communication
660K 660K 567K 2413
13 This includes Staff from DGT's communication unit, DGT staff from the Digital Transformation Project, and
DGT Field officers in the member states' Representations.
DGT_aar_2016_final Page 26 of 44
ANNEXES
ANNEX 1: Statement of the Resources Director
I declare that in accordance with the Commission’s communication on clarification of the
responsibilities of the key actors in the domain of internal audit and internal control in
the Commission14, I have reported my advice and recommendations to the Director-
General/Executive Director on the overall state of internal control in the DG/Executive
Agency.
I hereby certify that the information provided in Section 2 of the present AAR and in its
annexes is, to the best of my knowledge, accurate and complete.
Date …
Piet VERLEYSEN
14 Communication to the Commission: Clarification of the responsibilities of the key actors in the domain of
internal audit and internal control in the Commission; SEC(2003)59 of 21.01.2003.
DGT_aar_2016_final Page 27 of 44
ANNEX 2: Reporting – Human Resources, Better Regulation, Information Management and External
Communication
Human resource management (2.2.1)
Objective (mandatory): The DG deploys effectively its resources in support of the delivery of the
Commission’s priorities and core business, has a competent and engaged workforce, which is driven by an
effective and gender-balanced management and which can deploy its full potential within supportive and
healthy working conditions.
Indicator 1: Percentage of women in middle management Source of data:
Baseline 2015: 44 %
Milestone 2018 Target 2019 Latest known result -
2016
47 % 50 % 50 %
Indicator 2: Percentage of staff who feel that the Commission cares about their well-being Source of data: Commission staff survey
Baseline 2014: 31 %
Milestone 2018 Target 2020 Latest known result -
2016
Increase to be at or above Commission average
Increase to be at or above Commission
average
35 % (Commission average:
35 %)
Indicator 3: Staff engagement index Source of data: Commission staff survey (DGT-specific figures)
Baseline
2014: 72 %
Milestone 2018 Target 2020 Latest known result -
2016
72 % ≥ 72 % 71 %
(Commission average:
64 %)
Main outputs in 2016:
Description Indicator Target Latest known results - 2016
Update DGT's Strategic HR Plan to reflect the Commission's decision to reduce staffing levels by 3% in 2016
HR plan updated 30 November
2016
SHRP updated and approved at the Directors' Meeting of 21 November 2016
5 wellbeing activities to promote a healthy and stimulating working environment
activities organised 31 December
2016
7 in Luxembourg and 8 weekly activities in Brussels & DGTfit@Work afternoon sports event in Luxembourg (inter-DG)
4 management club sessions organised
sessions organised 31 December
2016 4 sessions organised
Staff survey to gather and listen to feedback and suggestions from its staff, ensuring that its survey is complementary to and does not overlap with the central Commission survey
Staff survey organised 31 December
2016
Staff Perception and Opinion Survey held (closed on 16 December 2016)
DGT_aar_2016_final Page 28 of 44
Financial Management: Internal control and Risk management (2.2.2)
Objective 1: Effective and reliable internal control system giving the necessary guarantees concerning the legality and the regularity of the underlying transactions
Indicator 1: Estimated residual error rate Where necessary specific residual error rates would be calculated for each programme managed or for expenditure with a common risk profile. Source of data: internal, ex-ante control
Baseline Target Situation on
31 December 2016
2014: 0% 0% 0%
Indicator 2: Estimated overall amount at risk for the year for the entire budget under the DGs responsibility. Percentage of non-controlled payments that could be irregular Source of data: internal, ex-ante control
Baseline Target Situation on
31 December 2016
2014: <2% of the budget managed 0% 0%
Indicator 3: Estimated future corrections Source of data: internal, ex-ante control
Baseline Target Situation on
31 December 2016
2014: 0 % 0 % 0%
Main outputs in 2016:
Description Indicator Target Situation on
31 December 2016
Comprehensive risk and
fraud assessment exercise in
the first semester of 2016
exercise launched 30 June 2016
Exercise launched on
10/03/2016 -
Ares(2016)1226584
Report completed in July
Ares(2016)3969792 –
28/07/2016
Objective 2: Effective and reliable internal control system in line with sound financial management. DGs are requested to reach a conclusion on cost effectiveness of controls. The indicator n°1 below is a mandatory indicator, which needs to be supported by additional reliable indicators. DG’s have the choice between either a) comparing costs and benefits or b) calculating the cost of controls over expenditure that could be compared with a reference, (overall cost of control per distinct control system). One of the two methods can be followed.
Indicator 1: Conclusion reached on cost effectiveness of controls Source of data: internal
Baseline: 2014 Target Situation on
31 December 2016
Yes Yes Yes
Indicator 2: Cost of control effectiveness Ex-ante control cost on the two main procurement processes representing 85% of the budget Source of data: internal
Baseline: 2014 Target Situation on
31 December 2016
DGT_aar_2016_final Page 29 of 44
12 % 10 % 11%
Main outputs in 2016:
Description Indicator Target Situation on
31 December 2016
Reduce to 10% the total cost
of control amount
Reduction
achieved
31 December 2016 11%
OMNIBUS and MERCA new
multiannual framework
contracts for freelance
translation
Contracts signed 30 June 2016 OMNIBUS contracts signed,
while the MERCA procedure
was cancelled due to
unsatisfactory outcome.
Framework contracts with
hotels for training purposes
Contracts signed 30 September 2016 Procedure not launched in
view of the upcoming HR
Modernisation
Objective 3 (mandatory): Minimisation of the risk of fraud through application of effective anti-fraud
measures, integrated in all activities of the DG, based on the DG’s anti-fraud strategy (AFS) aimed at the
prevention, detection and reparation of fraud.
Indicator 1 (mandatory — information available in DG’s AFS): Updated anti-fraud strategy of DG Translation, elaborated on the basis of the methodology provided by OLAF Source of data: internal
Baseline Interim Milestone Target Situation on 31 December 2016
DGT’s anti-fraud strategy was adopted in 2014. It will be reviewed in 2016.
none Update every 2 years, as set out in the AFS
Fraud and RM exercise launched in
March 2016 and completed in July
2016 (Ares(2016)3969792)
Main outputs in 2016:
Description Indicator Target Situation on
31 December 2016
Updated DGT anti-fraud
strategy Update delivered 30 November 2016
Anti-Fraud Strategy
2016-2020 finalised in
September 2016
(Ares(2016)5404243)
DGT_aar_2016_final Page 30 of 44
Information management aspects (2.2.3)
Objective (mandatory): Information and knowledge in your DG is shared and reusable by other DGs.
Important documents are registered, filed and retrievable
Indicator 1 (mandatory — data to be provided by DG DIGIT): Percentage of registered documents that are
not filed15 (ratio)
Source of data: Hermes-Ares-Nomcom (HAN)16 statistics
Baseline 2015 Target 2020 Latest known result - 2016
1.96 % 1.50 % 0,07 %
Indicator 2 (mandatory — data to be provided by DG DIGIT): Percentage of HAN files readable/accessible by all units in the DG Source of data: HAN statistics
Baseline before 2016
Target 2020 Latest known result - 2016
63.61 % 77 % 64,6 %
Indicator 3 (mandatory data to be provided by DG DIGIT): Percentage of HAN files shared with other DGs Source of data: HAN statistics
Baseline before 2016
Target 2020 Latest known result - 2016
4.6 % 6 % 4,3 %
Indicator 6 (optional): number of knowledge sharing events Source of data: Syslog
Baseline Interim milestone Target Latest known result - 2016
2015 2018 2020 54 events organised (18 Share!, 25 information
sessions, 11 other events) 40 ≥50 ≥60
Main outputs in 2016:
Description Indicator Target Latest known results - 2016
Revamp of DGTnet's core content
Completion 31 December 2016
New homepage designed, tested and approved
Pilot version of the ‘enterprise search tool’ tested
Tests performed 30 June 2016 Tests completed
Briefing documents are logged, tracked, retrievable and shared at the appropriate level
Basis tool for briefing document management installed and deployed
31 December 2016
Briefing tool is being used
15 Each registered document must be filed in at least one official file of the Chef de file, as required by the e-
Domec policy rules (and by ICS 11 requirements). The indicator is to be measured via reporting tools
available in Ares
16 Suite of tools designed to implement the e-Domec policy rules
DGT_aar_2016_final Page 31 of 44
External communication activities (2.2.4)
Objective (mandatory): Citizens perceive that the EU is working to improve their lives and engage with
the EU. They feel that their concerns are taken into consideration in European decision making and they
know about their rights in the EU.
Indicator 1 (mandatory — provided in a ready-to-use form by DG COMM): Percentage of EU citizens having a positive image of the EU Every DG should aim to contribute to it and, considering its area of work, explain how it aims at enhancing the positive image of the EU. Definition: Eurobarometer measures the state of public opinion in the EU Member States. This global indicator is influenced by many factors, including the work of other EU institutions and national governments, as well as political and economic factors, not just the communication actions of the Commission. It is relevant as a proxy for the overall perception of the EU citizens. Positive visibility for the EU is the desirable corporate outcome of Commission communication, even if individual DGs’ actions may only make a small contribution. Source of data: Standard Eurobarometer (DG COMM budget) [monitored by DG COMM here].
Baseline: November 2014 Target: 2020 Latest known result - 2016
Total ‘Positive’: 39 % Neutral: 37 % Total ‘Negative’: 22 %
Positive image of the EU ≥ 50 % 35 %
Main outputs in 2016:
Description Indicator Target Latest known result - 2016
The 10th anniversary edition of the Juvenes Translatores contest is organised in all Member States
Contest organised 30 November
2016
Contest took place in
November.
European Day of Languages events organised in EU capitals and cities of all Member States
Events organised in all Member States
31 October 2016
Events organised in all member
states where DGT has a field office
(26)
Digital transformation of the Commission’s new web presence - 'beta' version
Test performed 31 July 2016 Launched on 28
June 2016
DGT_aar_2016_final Page 32 of 44
ANNEX 3: Draft annual accounts and financial reports
See separate Annex 3.
ANNEX 4: Materiality criteria
A weakness is considered material if either quantitative or qualitative criteria are met.
As regards quantitative criteria, DGT has set its materiality threshold at 2% of its budget
(standard for Commission services), although expenditure is very low in relation to the overall EU budget. In 2016, DGT managed a budget of €19.57 million, excluding external
personnel and cross-sub delegated funds, so the materiality threshold was €391 k.
The qualitative criteria retained are:
- the nature and scope of the weakness;
- the duration of the weakness;
- the existence of compensatory measures (mitigating controls which reduce the impact of the weakness);
- the existence of effective corrective actions to correct the weaknesses (action
plans and financial corrections) which have had a measurable impact.
The AAR 2016 concludes that the analysis of the available control results and the assessment of the weaknesses identified and their relative impact on legality and
regularity have revealed no significant weakness that could have a material impact as
regards the legality and regularity of the financial operations. It can be concluded that the control objective has been achieved.
DGT_aar_2016_final Page 33 of 44
ANNEX 5: Internal Control Template(s) for budget implementation (ICTs) I. Management of outsourced translations (Management mode: Direct centralised)
Stage 1: Procurement
A. Planning
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity)
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
We don't have a sufficient
number of qualified potential suppliers at a
good value for money to satisfy all our outsourcing
needs.
This is addressed
primarily by launching of tender procedures to
obtain an as wide basis as possible of qualified
potential suppliers in the
various language combinations and
thematic domains.
100% of the forecast
procurements (open procedures with prior
notification) are justified in a note addressed to
the AO(D)
Costs: estimation of cost
of staff involved in the whole process and the
related contract values
Benefits:
Estimation of the savings done by launching the
tender procedures.
Percentage of translations that are
evaluated to be good or very good quality.
Effectiveness: Number
of contracts signed following the launch of
tenders.
Efficiency: Average cost
per tender
DGT_aar_2016_final Page 34 of 44
B - Needs assessment & definition of needs
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity)
Main risks
It may happen (again) that…
Mitigating controls
How to determine
coverage, frequency and depth
How to estimate the
costs and benefits of controls
Control indicators
The best offer/s are not submitted due to the
poor definition of the tender specifications.
AOSD supervision and approval of specifications
100% of the specifications are
scrutinised.
Costs: estimation of cost of staff involved in the
whole process and the related contract values
Benefits: Estimation of the savings
done by launching the tender procedures.
Percentage of
translations that are judged to be good or
very good quality.
Effectiveness: Number of applications received
Efficiency: Estimated
average cost of a procurement procedure
C – Selection of the offer & evaluation
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity). Fraud prevention and detection.
Main risks It may happen (again)
that… Mitigating controls
How to determine coverage, frequency and
depth
How to estimate the costs and benefits of
controls Control indicators
The most economically advantageous offer not
being selected, due to a biased, inaccurate or
‘unfair’ evaluation
process
Formal evaluation process:
Opening committee and Evaluation committee
100% of the offers analysed.
Costs: estimation of costs involved in the
whole process. Benefits: Compliance
with FR.
Estimation of the savings done by launching the
tender procedures
Effectiveness: Numbers of ‘valid’
complaints or litigation cases filed.
Efficiency: Savings done comparing
the new tender and the former one
Average cost of a
tendering
Opening and Evaluation Committees' declaration
of absence of conflict of interests
100% of the members of the opening committee
and the evaluation committee present and
Costs: Estimation of cost of staff involved in the
whole process Benefits: Compliance
DGT_aar_2016_final Page 35 of 44
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
involved in the evaluation
work.
with FR procedure.
Exclusion criteria documented
100% checked
Costs: Estimation of cost of staff involved.
Benefits: Avoid
contracting with excluded economic operators
Standstill period,
opportunity for unsuccessful tenderers to
put forward their concerns on the decision.
100% when conditions
are fulfilled
Costs: Estimation of cost
of staff involved in the whole process
Benefits: Compliance with FR
Stage 2: Financial transactions
Main control objectives: Ensuring that the implementation of the contract is in compliance with the signed contract
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
Legal and regulatory
requirements and requirements for sound
financial management
are not met from the ordering to the payment
of a specific request for outsourcing (the
"financial processing control").
Operational and financial
checks in accordance with the financial circuits.
Operation authorisation by the AO.
100% of the framework
contracts are controlled by the finance unit and
legal advisers before
signature
Costs: estimation of cost
of staff involved in the whole process (order to
payment).
Benefits: Amount of irregularities, errors and
overpayments prevented by the controls
Effectiveness:
Number of exceptions noted
Efficiency: Percentage of the control
cost compared to the value of the transaction.
Time-to-payment
Stage 3: Supervisory measures
Main control objectives: Ensuring that outsourced translations are of good quality (weaknesses in the procedure are detected and
corrected)
DGT_aar_2016_final Page 36 of 44
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
We receive a translation
from our supplier that
does not meet our quality criteria.
Every outsourced
translation is evaluated
by a qualified internal translator.
100% of the translations
are evaluated by a
qualified translator before the payment is
processed.
Costs: estimation of cost
of staff involved.
Benefits: Good quality of
the outsourced translations
Effectiveness:
Percentage of
translations rated good or very good by the
evaluators. Penalties collected for
translations of insufficient quality.
Efficiency: Costs of the evaluations
II. Management of IT development (Management mode: Direct centralised)
Stage 1: Procurement
A. Planning
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity)
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
We don't have a sufficient
number of qualified potential suppliers at a
good value for money to satisfy our service needs.
This is addressed by
using the various framework contracts
made available by DIGIT and other DGs. Since the
tender procedures are
launched by DIGIT, the cost of this control is with
DIGIT.
N/A N/A N/A
DGT_aar_2016_final Page 37 of 44
B - Needs assessment & definition of needs
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity)
Main risks
It may happen (again) that…
Mitigating controls
How to determine
coverage, frequency and depth
How to estimate the
costs and benefits of controls
Control indicators
The best offer/s are not submitted due to the
poor definition of the tender specifications.
This is addressed by using the various
framework contracts made available by DIGIT
and other DGs. Since the tender procedures are
launched by DIGIT, the cost of this control is with
DIGIT.
N/A N/A N/A
C – Selection of the offer & evaluation
Main control objectives: Effectiveness, efficiency and economy. Compliance (legality and regularity). Fraud prevention and detection.
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
The most economically
advantageous offer not being selected, due to a
biased, inaccurate or ‘unfair’ evaluation
process
This is addressed by
using the various framework contracts
made available by DIGIT and other DGs. Since the
tender procedures are launched by DIGIT, the
cost of this control is with
DIGIT.
N/A N/A N/A
Stage 2: Financial transactions
Main control objectives: Ensuring that the implementation of the contract is in compliance with the signed contract
DGT_aar_2016_final Page 38 of 44
Main risks It may happen (again)
that…
Mitigating controls How to determine
coverage, frequency and
depth
How to estimate the costs and benefits of
controls
Control indicators
Legal and regulatory
requirements and
requirements for sound financial management
are not met from the ordering to the payment
of a specific request for outsourcing (the
"financial processing control").
Ex-ante controls and the
"procedure paraphe"
communicated by DIGIT
100% of the (specific)
contracts are controlled.
Costs: estimation of cost
of staff involved in the
whole process (order to payment).
Benefits: Compliance
with the financial regulation and contract
clauses.
Effectiveness: Number
of exceptions noted.
Efficiency:
Percentage of the control cost compared to the
value of the transaction.
Stage 3: Supervisory measures
Main control objectives: Ensuring that the intra-muros services are of good quality (weaknesses in the procedure are detected and
corrected)
Main risks It may happen (again)
that… Mitigating controls
How to determine coverage, frequency and
depth
How to estimate the costs and benefits of
controls Control indicators
The quality of the service
provided by the supplier (intra-muros
prestataires) does not meet our quality criteria
The quality of the service
is addressed by supervisory and quality
control measures in every IT project management
100%.
Project management covers work performed
by both in-house and intra-muros staff.
Costs: Not available; the
cost is a small element of the total project
management costs.
Benefits: Good quality of the IT service provided
delivered to our staff.
DGT_aar_2016_final Page 39 of 44
ANNEX 6: Implementation through national or international public-sector bodies and bodies governed
by private law with a public sector mission (if applicable)
NA
ANNEX 7: EAMR of the Union Delegations (if
applicable)
NA
ANNEX 8: Decentralised agencies (if applicable)
NA
ANNEX 9: Evaluations and other studies finalised or cancelled during the year
See separate Annex 9
ANNEX 10: Specific annexes related to "Financial
Management"
NA
ANNEX 11: Specific annexes related to
"Assessment of the effectiveness of the internal control systems"
NA
DGT_aar_2016_final Page 40 of 44
ANNEX 12: Performance tables
Specific objective 1: DGT meets the Commission's needs by delivering high
quality translation and editing services
Specific objective 1: DGT meets the Commission's needs by delivering high
quality translation and editing services
Result indicators:
1. Customer satisfaction rate
Percentage of clients who express satisfaction with DGT's services
Source: Customer satisfaction survey (Yearly survey enabling DGT to measure whether the quality of its service meets its clients’ expectations and to detect areas needing improvement.)
Baseline 2013
Interim milestone
Target 2020
Latest known results - 2016
2018
82.5 % 84 % 85 % 86 %
2. Deadline compliance rate
Proportion of pages produced (all versions) within the deadline as a percentage of the total number of pages produced (all versions)
Source: DGT- management information scoreboard
Baseline 2009
Interim milestone
Target 2020
Latest known results - 2016
2018
95 % 97 % 99 % 94.6 %17
3. Correction rate The ratio between the number of translations formally corrected during one year and the number of translations of the same year and the preceding two years that can be subject to such corrections.
Source: DGT Stat, ManDesk
Baseline 2015
Interim milestone
Target 2020
Latest known results - 2016
2018
0.4 % < 0.5 % < 0.5 % 0.42 %
4. Share of major Commission initiatives edited Source: Agenda Planning, SG Vista, ManDesk
Baseline 2015
Interim milestone
Target 2020
Latest known results - 2016
2018
12 % 45 % 65 % 40 %
5. Direct requests for MT@EC by individual users and web services Source: MT@EC statistics
Baseline 2015
Interim milestone
Target 2020
Latest known results - 2016
2018
2 million pages 3 million pages 4 million pages 2.7 million pages
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
17 Due to the launch of a new workflow system in DGT the deadline compliance may somewhat deviate
from the normal value. This is a temporary phenomenon and not a downward trend.
DGT_aar_2016_final Page 41 of 44
Total production (official EU languages) Total number of pages processed internally and outsourced to
produce the final product *
31 December 2016
2 205 784 pages
Total production (non-EU languages) Total number of pages processed internally and outsourced to
produce the final product *
31 December 2016 1 511 pages
Use of machine translation by customer DGs
Number of pages submitted to the
MT@EC service *
31 December 2016 1.1 million pages
Updated Guidelines for evaluating outsourced translations
Completion 31 July 2016 Guidelines updated
Information and training sessions on the Translation Quality Guidelines organised in all language departments (24)
Sessions organised 30 June 2016 26 sessions organised (all
language departments)
26 Clear Writing training sessions Sessions organised 31 December 2016 59 CW courses given
Review of Clear Writing Campaign Completion 31 July 2016 Suspended (see
narrative)
* This output measures the products and services DGT delivers to its users and
stakeholders. Since DGT’s outputs are demand-driven, no targets can be set.
Specific objective 2: DGT makes efficient use of its human and financial
resources and manages fluctuating demand by increasing the level of
outsourcing
Specific objective 2: DGT makes efficient use of its human and financial resources and manages fluctuating
demand by increasing the level of outsourcing
Result indicator:
1. Outsourcing rate
Proportion of pages translated externally as a percentage of the total number of translated pages delivered by DGT
Source: DGT- management information scoreboard
Baseline 2015
Interim milestone
Target 2020
Latest known results - 2016
2018
27 % 33 % 37 % 29.5 %
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
New outsourcing framework
Completion 30 June 2016 Framework adopted
New framework contracts Operational 1 July 2016 198 framework contracts awarded and operational by
1 July 2016
14 info sessions organised in Member States with contractors and language departments.
Information sessions organised 31 December 2016
15 seminars were held as scheduled
DGT_aar_2016_final Page 42 of 44
Specific objective 3: DGT has the capacity to provide high-quality translation into Irish
Specific objective 3: DGT has the capacity to provide high-quality translation into Irish
Result indicator:
1. Number of AD translator officials in the Irish department
Source: DGT- internal statistics
Baseline
2015
Interim milestone
Target: 202018
Latest known result - 2016
2017 2019
11 25 45 45 12
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
Roadmap for 2016-21 to implement the gradual reduction of the scope of the derogation
Completion 31 March
2016
Completed - monitoring group
set up
Draft action plan for Monitoring Group
Presented 31 December
2016 Action plan adopted
Specific objective 4: DGT has a modular state-of-the-art computer assisted
translation environment to support quality and efficiency in the translation process
Specific objective 4: DGT has a modular state-of-the-art computer assisted translation environment to
support quality and efficiency in the translation process
Result indicator:
1. KIAPI Euramis re-usability indicator
Source: MT@EC & Euramis statistics
Baseline
2016
Interim milestone Target 2020
Latest known result - 2016 2018
30 % 35 % 40 % 28.1 %.
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
Functional description of a common future CAT tool
Functional description available 31 October 2016
Final Report of the Task Force "Computer Assisted Translation Environment (CATE) beyond 2016" (December 2016)
18 In order to be fully operational in 2022, the Irish department needs to be staffed with 60 translators in
2021.
DGT_aar_2016_final Page 43 of 44
eTrèfle launched First version of eTrèfle launched 1 July 2016 Launched
Collaborative site and "CATE Lab"
Collaborative website and "CATE Lab" set up and ready to be used
31 March 2016
CATE Lab operational
Specific objective 5: DGT creates synergies in interinstitutional translation by
cooperating with its partners and by jointly developing IT tools
Specific objective 5: DGT creates synergies in interinstitutional translation by cooperating with its partners and by
jointly developing IT tools
1. Number of shared interinstitutional training events
Source: DGT internal statistics
Baseline
2015
Interim milestone Target 2020
Latest known results - 2016 2017
200 250 300 199
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
Interinstitutional IT tool enabling translators to communicate information on a specific translation file seamlessly across the institutions
Deployment
31 December 2016
Development of the tool is scheduled to be
completed by 31 March 2017
Conclusions of the pilot project involving interinstitutional teams of translators working together on selected files
Conclusions adopted and available 31 December
2016
Interim report adopted. Project continues in
2017 due to procedural delays in the selected
OLP files.
Event for middle managers from all translation services represented in the interinstitutional Executive Committee for Translation
Event organised 30 November
2016 Event took place on 17
December 2016
DGT_aar_2016_final Page 44 of 44
Specific objective 6: DGT promotes the role of translation and professional cooperation through outreach work
Specific objective 6: DGT promotes the role of translation and professional cooperation through outreach work
Result indicator:
1. Engagement rate on social media: community activity on posts19 Source: ENGAGOR
Baseline 2015
Interim milestone Target 2020
Latest known results - 2016 2018
Facebook 13.2, Twitter 11.9 Facebook ≥ baseline
Twitter ≥ baseline
Facebook ≥ 2018 level
Twitter ≥ 2018 level
Facebook: 14,1 Twitter: 13,8
Main outputs in 2016:
Description Indicator Target date Latest known results - 2016
DGT will organise the TEF conference to bring together the translation community at its headquarters to share knowledge and ideas regarding developments in the profession
TEF conference organised 31 October
2016
Conference took place on 27–28 October 2016
Translating Europe Workshops organised in all Member States; a series of national workshops targeting local translation stakeholders and exploring synergies with national language and terminology networks
Workshops organised 31 December
2016
46 workshops organised in 22 Member States
Two EMT network meetings: a Spring meeting in Brussels, and an Autumn meeting followed by a local language event on terminology
Two meetings and terminology event organised 30 November
2016
Spring meeting took place on 17
March 2016; Autumn meeting took place on 18
October
19 The ECN Code of Conduct on measurement and evaluation of communication activities recommends a
standardised approach to long term result indicators (outcome oriented) and the EC benchmarks for Facebook:
6.68 and Twitter: 10.22. The values for these indicators are calculated automatically by the Commissions tool
ENGAGOR. They give an indication on how much of our followers are engaged with the content we post on
social media accounts of DGT.
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