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Such as concluded at TAO’s Staff conference on telework:

 

  • Telework from outside of the place of employment (or from ‘abroad’) must be part of the normal functioning of a modern administration, which must evolve in a gradual change of paradigm, based on efficiency, flexibility, results-oriented working culture, and learning from experience.

 

  • TAO’s published proposal – endorsed by thousands of colleagues in a public petition– consisting of up to 5 working days per month, i.e. up to 60 working days per year not combined with annual leave, plus 5 additional days combined with annual leave, is a sensible compromise that of respect the integrity of our European civil service, legally irreproachable and a political sign of trust in the staff.


Link to TAO’s proposal on Telework from abroad

  1. Two days per week of office presence required

  2. One day per week of telework by default

  3. Two days per week on which staff can work either at the office or at home, to be agreed with their line manager in a real trust-based framework.

 

  • Monday mornings and Fridays afternoons should be videoconference-free times

  • On-line meetings should be limited to other workdays between 9:00-12:30 and 14:00-17:00

  • Videoconferences should not last more than 90 minutes without interruption, and if they need to last more than 90 minutes then there should be 20 minutes’ break after each hour. The existing practice of over eight hours of videoconference, to which some colleagues are subject, should be prohibited

  • Each videoconference should be separated from another by a 60-minute period

  • Prohibition of videoconferences during the regular lunch periods, with the exception of voluntary training courses. Clearly, training is part of work hours

  • E-mails should be sent on working days between 8:00-19:00

  • Nobody should be expected to read or reply to emails outside working hours, at weekends and during holidays

  • One day per week of digital break, i.e. one day working offline.

  • Right to disconnect after 4 pm on Wednesdays and Fridays.

125 € flat monthly payment for teleworking cost

2000€ grant to repay the costs incurred by staff since 2020

2 / 1 / 2 system

TAO has been at the avant-garde of advocating wise/efficient/human use of telework by a contemporary public administration.

 

This includes:

  • The right to disconnect

  • Avoidance of ’zoom-fatigue’

  • Maximum flexibility based on trust and results

  • Training of managers to learn the changes and challenges deriving from the new work pattern characterized by more telework

  • Particular attention to burn-out in telework

  • Link to communications on the matter

 
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No to hot-desking unilaterally imposed by the administration for purely budgetary reasons against the will of staff. Buildings policy must take account of:

  • The rules on social dialogue

  • Health impact assessments

  • The diversity of tasks performed by staff

  • The long-term perspective

  • Fitness for purpose

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  • Triple the resources of the Commission medical service

  • Stop the unreasonably restrictive JSIS/RCAM reimbursement practices

  • Give a JSIS/RCAM Medical card that is recognised across the EU (like the EHIC)

  • Increase reimbursement of dental treatment and raise the ceilings for consultations.

  • The Commission must ensure that colleagues can receive a regular COVID vaccine booster shot, in particular if the Commission maintains its policy of return to the office.

 
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  • Reimbursement in full of public transport season tickets within Belgium

  • Encouraging the use of alternative sustainable means: 100€ reimbursement upon receipt for purchasing an electric bike

 
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TAO proposes the creation of a Talent Program HR 50 + for all staff categories AD, AST, AST-SC, CA, TA.


The aim is:

 

  • to recognise and appreciate the contribution of colleagues over50 years of age who are not managers

  • to reward professional performance over the years, beyond becoming a manager or senior expert

  • to facilitate mobility of senior staff to posts of similar responsibilities and public relevance

  • to allow experienced staff to work on new policies, initiatives and high-profile projects

  • to allow colleagues over50 to continue to learn, grow and develop

  • to make the best use of existing in house experience, knowledge and institutional memory.


Measures to be adopted:

  • Promoting the creation of a ’Talent 50 +’ network open to all staff above 50

  • Having specific training programs for “talented senior” staff

  • Considering experience as an advantage for staff mobility and headhunting, especially for high profile or sensitive projects

  • Setting up a scheme to monitor the implementation of the program

  • An annual study to look into age discrimination.

 
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Find ways to ensure career development opportunities for AST-SCs by:

 

  • Introducing a yearly certification-like exercise or mechanism

  • Launching cross-function groups internal competitions to retain the in-house talent, giving fair chances to AST-SCs to become ASTs

  • Allowing AST-SCs to apply and be considered for a wider spectrum of vacancies


Increasing the number of posts accessible to AST-SCs in EU Delegations and EU Representation

 

  • Dignify, recognize and value the work carried out by AST-SCs by redefining their role in the job descriptions, job titles and the tasks actually performed, in order to reflect the reality in an exercise of talent mapping

  • Aim for a fair promotion quota for AST-SCs, to adapt it to the new context of the increasing number of AST-SCs and to allow faster growth within the function

  • Raise awareness about the particular situation of the AST-SC function group.

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Fundamental principle of EQUITY and equality of treatment must apply.

  • Facilitate Contract agents becoming officials: Titularisation process on systematic basis

  • Offer a certain number of fixed-term contract agents the opportunity to be part of an specific Talent management programme:

  • 10 % on annual basis to be offered a Temporary agent post, following an objective merit-based selection, allowing them to participate thereafter at a targeted internal competition

  • Gradual chance of titularisation of ACs through seniority points (based in EC work as AC experience) granted to AC candidates throughout all phases of the EC External Competitive Examinations;

  • Increase in the budget for reclassification of permanent contract staff

 
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  • Strict fulfilment of the overall promotion rates provided for under Annex IB of the Staff Regulations. Reduce the number of senior experts and increase the number of promotions for the lowest grades.

  • RESPECT, support, and fairer and more transparent career prospects for AST colleagues. The Commission has not organised any competitions for this category for years, does not facilitate professional mobility and does not provide sufficient posts for certification.


The 7 600 AST colleagues in our institution urgently need a specific master plan that values their tasks, recognises their contribution, establishes objective and fair conditions for career progression, and provides better funding for the development of staff in this category.

 
 
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  • Make management more efficient by significantly reducing the number of units

  • Favor more “PERSON-TO-PERSON” communication, in particular with PMO

  • Reinforce substantially the HEAD-HUNTER service: pro-active search of In-house talent

  • Compulsory mobility and re-evaluation of Heads of Units’ management skills every four years

  • Modernise management. Transparent panels for the appointment of Heads of Unit with the involvement of members of the Staff Committee.

  • Make the Commission more attractive for millennials, especially those from under-represented countries.

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  • Reinforce the psychosocial teams

  • 5th European School now! Formal request for the Commission to become more proactive in lobbying the Belgian authorities for a sixth European School with a clear timescale.

  • Request of intervention of the European Commission to assure that the European Schools new grading system is automatically academically recognised

 
 
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  • We will continue to raise colleagues’ awareness on the impact of our food choices on the environment, food security, health, and animal welfare.

  • We will provide you with practical information on nutrition: via webinars, workshops and conferences, we’d like to help you and your family to make your food both healthier and more environment-friendly, while enjoying discovering practical tips and recipes.

  • We will continue to watch carefully the Commission’s approach and decisions in the area of food, in line with the new Food to Fork Strategy, including the food and beverage offer in canteens and cafeterias, so as to promote more sustainable and healthier choices in canteens and cafeterias.

  • We will collaborate with the EMAS system of environment-friendly actions inside the Commission.

  • Wellbeing:

  • We will continue to propose wellbeing conferences, including on mindfulness, compassion, simple yoga that can be done at the office, tools to manage your stress, etc.

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