Efqm Self Assessment

EUROCONTROL
EUROCONTROL EXPERIMENTAL
CENTRE
EFQM SELF-ASSESSMENT
2003
AWARD SIMULATION APPROACH
Version 2.0
02 May 2003
EUROCONTROL EXPERIMENTAL CENTRE
EFQM self assessment 2003 version 2.0
DOCUMENT APPROVAL
The following table identifies all management authorities that have successively approved the present
issue of this document.
AUTHORITY NAME AND SIGNATURE DATE
Editor in Chief Eric WATKINS 02 May 2003
Director EUROCONTROL Jean-Marc GAROT 02 May 2003

Experimental Centre
DOCUMENT CONTROL
EDITION ISSUE DATE AUTHOR(S) REASON

No.
1.0 04 March 2002 List 1 below 2002 edition submitted for external assessment.
1.1 16 August 2002 Eric Watkins Incorporation of extensive comments from DEEC.
1.2 21 April 2003 List 2 below First consolidated draft for the 2003 exercise.
2.0 02 May 2003 List 2 All chapters updated, comments from core
management members included.
2003 edition submitted for external assessment
List 1 List 2
Editor in Chief: Editor in Chief:

Eric WATKINS Eric WATKINS
Chapter Authors: Chapter Authors:

Marc BISIAUX Marc BISIAUX
Janedig DA COSTA Marco GIBELLINI
Ted ELLIFF Andy HARVEY
Peter ERIKSEN Paul HUMPHREYS
Andy HARVEY Roger JERRAM
Roger JERRAM Nigel SYLVESTER-THORNE
Frederic MAS Eric WATKINS
Colin MECKIFF
Dirk SCHAEFER
Eric WATKINS
Page 2 of 60
TABLE OF CONTENTS
OVERVIEW ...................................................................................................................................................4
1 LEADERSHIP ...........................................................................................................................................10
2 POLICY AND STRATEGY .......................................................................................................................18
3 PEOPLE ...................................................................................................................................................24
4 PARTNERSHIPS AND RESOURCES .....................................................................................................30
5 PROCESSES ...........................................................................................................................................39
6 CUSTOMER RESULTS ...........................................................................................................................45
7 PEOPLE RESULTS..................................................................................................................................48
8 SOCIETY RESULTS ................................................................................................................................51
9 KEY PERFORMANCE RESULTS............................................................................................................53
GLOSSARY .................................................................................................................................................60
Page 3 of 60
OVERVIEW
Context of this submission Changing market context

th
This submission document represents the 5
EFQM self-assessment that the EEC has carried From its inception and for most of its existence,
out since the first self-assessment in 1998. See the EEC has been in a stable public service
the section Journey to Excellence below. This is environment. Despite fluctuations, the steady
nd
the 2 time that the award simulation approach European economic growth has produced a
has been used, the first being in 2002. In 2002 steady growth in the demand for air travel with a
and this time in 2003, the submission document consequent requirement for ATC systems to
has been submitted to an external team of constantly deliver commensurate increases in
assessors, led by a qualified EFQM senior capacity. This constant renewal and upgrade of
assessor, in order to guarantee a totally objective ATC systems and airspace organisations has led
assessment and scoring. The feedback from the to significant investments at the EEC both for
2002 self-assessment has been digested by the research and development and for ATC
EEC and has been used to improve EEC simulations and the demand has usually
functioning and operations. exceeded the EEC’s work capacity.
This submission is being made at a time when the Competition for the EEC has been virtually non-
EEC is undergoing an important transition. Major existent since both ATC service provision and
initiatives have taken place in the ATM sector national research and development centres were
namely the ACARE initiative of the European government activities. Cooperation and
Commission and the formation of new industry collaboration has taken place but the absence of
alliances. In order to meet the challenges of this an overall view and management of research and
rapidly changing context, the EEC conducted a far development in Europe, has led to duplication and
nd
reaching strategy review in the 2 half of 2002 overlap of activities and wasted investment.
followed by a reorganisation to align the EEC
structure with the revised strategy. The former 9 Since the beginning of the 90s, many States have
business areas (pre 2003) were readjusted and privatised or corporatised their ATS providers
consolidated into 6 business areas in order to fully and/or their R&D Centres. The EEC now finds
align with ACARE and the revised ATM2000+ itself in an environment where competition and the
strategy. This transitional situation should be kept need to demonstrate cost effectiveness must be
in mind by the reader. carefully married with collaboration to ensure the
most efficient use of the overall European
investment in ATM research and development.
History
The EUROCONTROL Experimental Centre (EEC) In this context, the EEC has regularly reviewed its
was officially established as an external service of position and its role. Extensive discussions with
the EUROCONTROL Agency on 10 June 1963. the main stakeholders, through the EEC
The initial responsibilities were defined as: Consultation Group took place to define for each
• operational research and the testing of ATC type of activity the funding, the work allocation
methods mechanisms and the EEC role. The EEC does
• operational demonstrations of the validity of hold a unique position in European ATM, it being
the ATC system proposed the only European ATM R&D establishment, but
• operational and technical evaluation of control nevertheless in many aspects it is a peer among
centre equipment several players.
The EEC was the first establishment in the world Over many years, the EEC has gradually build a
to execute a totally digital real time simulation for strong partnership with the European
ATC. Commission. In Q1 2003 after long negotiations
inside and outside the Agency, this partnership
The resources and scope of the EEC have been has been further consolidated with EATM, and the
gradually increased over the years and the EEC EEC has been given full responsibility for ATM
has become a leader in the provision of ATM R&D in Europe. This transition, referred to at the
simulation services and a major ATM/CNS R&D beginning of this chapter, will see the EEC and
centre. the European Commission constitute a Joint
Programme Board which will oversee ATM R&D
Page 4 of 60
in Europe articulated through an ATM R&D and to set short-term capacity targets for ANSPs.
Master Plan. Detailed working arrangements are Other projects explore the feasibility and benefits
currently being developed. of new airspace organisations, and new working
methods as applied to current operational
systems, and recommendations are often
Business of the EEC implemented in the short term.
The mission of the EEC is to carry out research
and development in order to improve Air Traffic Most of the other business areas are concerned
Management in Europe. with medium to long term research. One
example, and a key EEC project is COSPACE.
We deliver this mission through 6 business areas: Its objectives are essentially to determine the
operational feasibility, applicability, and potential
EEC Business Areas (2003) benefits, in terms of safety, capacity and overall
APT Airport throughput efficiency, of partial delegation of separation
ERIS EATMP reference industry-based simulation assurance from ground ATC to aircrew. If this line
platform
INO Innovative research
of research delivers the expected benefits,
NCD Network capacity and demand management operations could be in the 2015 timeframe.
SEE Society, Environment and Economy
SPP Sector Safety and Productivity The EEC develops a large range of software
applications for its own use. It is not the business
As any research centre, the activities comprise of the EEC to develop and deliver operational
experiments, studies, validation, tests, and products, that is the business of industry, but
prototyping. A major tool is simulation, ranging simulators, tools, prototypes and demonstrators
from analytical modeling through to real time which achieve a high level of maturity can interest
simulation and field trials. Simulations are an the ATM community at large. These spin-off
instrument for evaluation, validation and products are made available normally free of
acceptability testing of R&D products. They are charge. See chapter 6
also provided as a service to member states and
ANSPs in order to support improvement actions
such as airspace reorganisation, changes in
working procedures, and the introduction of new Funding and Resourcing
tools. A major EEC activity is software All 2003 budget figures in this report correspond
development, of simulators, tools, and to the state at the time of writing. The budget of
middleware, and of prototype components of ATM the EEC is a component of part 1 of the Agency
systems. budget, which is funded by Member State
contributions according to Agency rules. In 2003
The work of the EEC is organised as a set of this amounts to 57.72 MEUR and covers staff
projects, and a project is managed by one of the costs, operating expenditure and investment
business areas. The totality of the projects credits. This EEC budget is augmented by 20.33
constitute the work programme. The following MEUR in the form of delegations from other
types of deliverable are project outcomes: sponsors, both internal and external to the
• Reports Agency, in payment for work done.
• Publications in learned journals and
conferences Budget delegations
• simulators Origin Amount
(MEUR)
• tools Other Agency directorates, 12.37
• prototype ATM system components mainly EATM and CFMU
• demonstrators External to the Agency, 7.96
mainly European
Commission, ENAV, FAA
Different projects in the EEC work programme Total 20.33
address different periods in the research time
spectrum, from short term through medium term With the addition of delegations, the total budget
to long term. Experience shows that there is managed by the EEC in 2003 is 78.05 MEUR.
normally a constant of 10-20 years to bring new
concepts into operations. The chart below shows the amount of resources
allocated to the different business areas,
Some projects in deliver benefit in the short term. enablers, and support in 2003. Funds are
For example, NCD provides a unique capacity allocated based on agreed plans in the Business
planning service to the ATM community to deliver Plan complemented by subsequent negotiation
ATFM delay forecasts and yearly capacity plans during budget execution.
Page 5 of 60
The EEC staff complement is 272 budgetary posts

6%
of which 15 are frozen to reduce overall Agency
staff costs resulting in 257 posts which can be
24% 14% Innovative
filled. 252 staff are currently in post. This staff
Network Cap.
complement is supplemented with more than 200
Sector Safety Prod.
external persons made up of contract staff and
Society Env. Eco. students and seconded staff from national
Airport administrations. The EEC building is set on a site
9% ERIS of some 90.000 square metres. It has a total floor
26% Safety and Val. Metho. space of some 15.000 square metres which
3% Technical Enablers comprises office space, meeting rooms, a
9% Support conference facility, experimental rooms and
2% 7% workshops, in addition to a showroom and the real
time simulation area consisting of two control
rooms, a demonstration room and a pilot room.
EEC Organisation
The EEC operates a matrix organisation across the whole of its organisation, core business and support.
There are 6 business areas and 4 principal business enablers on the vertical axis and 6 centres of expertise
on the horizontal axis. A business area contains projects which deliver outcomes to customers. A business
enabler contains services and projects which deliver outcomes to other units of the EEC. A centre of
expertise gathers a pool of specialist knowledge and supplies skills in a dynamic manner to projects. A
centre of expertise supplies skills to projects and services in business areas and business enablers as the
needs arise. It is the responsibility of a centre of expertise to manage staff and skills and their development.
Key methodologies auch as safety, validation, software engineering, reside in centres of expertise and are
developed and promoted and supported by the centre of expertise. Key methodologies are applied across
all core business projects.
, el
g f ic ure onn
t i s t
Centres of rin n ce y c rs
ru e
ee ie d vi lit st & P
S in Sc t an S er aci t ra
Expertise CN E
ng
an
d
en on na
l F n Inf ion s
n e t r
Business n d ms sis pmrati tio t io em ce, ma ide
a te l y o
l g ra a
l a g an or v
e u o
Areas/Enablers M ys
An
a v te
Op
e m an Fin inf pr
AT S De In Si M
Sector Safety and Productivity
Network Capacity
Airport Throughput
Society Core
Airports
Airports
Safety
Safety
Software
Software
Business
Innovative R&D Database
Database Validation
Validation Engineering
Engineering Manager
GEN-
GEN- Simulation
Simulation
Unit
Unit
EATMP Reference Industry-based ATM Human
Human
Space
Space exploitation
exploitation
Simulation and Trials Platform BADA
BADA Factors
Factors Outsourcing
Outsourcing Support
Laboratory
Laboratory
Finance and Project Support Business
Manager
Infrastructure
Information Technology Director
Human Resources
Communication
Page 6 of 60
The Experimental Centre Consultation Group

(ECCG) is the principal forum for consulting EEC
Governance stakeholders. The ECCG is an official entity in the
The EEC is an external unit of the EUROCONTROL organisation. It was established
EUROCONTROL Agency. The DEEC is in 1998 in order to advise the DG on the role,
responsible to the DG for the efficient operation of strategy, and performance of the EEC. An EEC
the EEC. The EEC is overseen by the EEC staff representative who is elected by EEC staff,
Management Board (EEC MB), which sets and attends the ECCG meetings. The ECCG meets
approves EEC strategy and which directs EEC twice per year normally in April and October.
activities. The EEC MB meets twice per year, and ECCG consultation is an essential step in the
approves the EEC Business Plan. Business Plan lifecycle, and the Business Plan is
amended following ECCG advice.
EEC MB Composition
Director General ECCG composition
Head of DG Cabinet Chairman:
Senior Director EATMP Marc Baumgartner
Director Finance (President & CEO IFATCA)
Director Human Resources
Director CFMU Secretary:
(EEC R&D Co-ordinator
EEC Core Management members attend the EEC
MB meeting. The representative of the local Staff EEC staff representative
Committee participates for agenda items which Member States
concern the Staff Committee. ANSPs
ATM system providers
Two other Agency steering committees are key to IATA
the functioning of the EEC, the IFATCA
EUROCONTROL Programme Appraisal ATCEUC
Committee (EPAC), and the EATMP Management R&D establishments
Committee (EMC). Airports
European Commission
EPAC is the investment Board at Agency level. It Military
reviews investment proposals, being programmes,
projects, services or simply equipment
acquisitions, whose total capital value exceeds 5 An overview of EEC governance is depicted in the
MEUR (this financial threshold being 1 MEUR in following diagram.
some specific cases).
For work which the EEC conducts for EATMP, Agency Stakeholders
then DEEC is functionally responsible to Senior

Director EATMP (SDE). EATMP is managed by DG
the EMC, of which SDE is the chairman. The Advice
EMC meets approximately 9 times per year. EEC MB

ECCG
Directives
Internally, the EEC is managed by the Core Consultation
EEC CM DEEC
Management (CM) which comprises five
members, DEEC plus four senior managers. The
CM meets approximately once every other week.
The DEEC assistant is the secretary of the CM
meetings.
EEC Governance
CM composition
DEEC
Core Business Manager
Support Business Manager
R&D coordinator
Special Advisor
Page 7 of 60
Journey to Excellence
Experimental Centre Journey to Excellence (1)

Year Highlights Features and detail
Pre • World leader for the • Process management:
1995 provision of ATC real time § Software engineering standards (IEEE based)
simulations. § Real time simulation handbook
• Emerging process § Project management training
management § Simulation management group
• EEC pressure leads to the § Change and problem control procedures.
creation of the Agency
Quality Group in 1994
1995 • Jean-Marc Garot director • Total quality (TQ) principles:
• Hierarchical organisation § Customer satisfaction
flattened § Continuous process improvement
• Domains of expertise § Total staff involvement.
• Democratic reorganisation • Seminars by external quality experts, Tom Gilb and James Teboul
process • The mission (1995) of the EEC is to carry out R&D in order to
• TQM initiated improve ATM in Europe
• EEC mission and vision • Vision 1995
§ Reinforce EEC objectivity
§ Become more business-like
§ Build on the excellence of our staff
§ Further strengthen R&D
1996 • Organisation focusing on • Organisation: Centres of Expertise, Administrative Services,
projects and stakeholders technical Services, and Core Management all in support to
• Comprehensive project projects.
reviews • Subsidiarity: wide distribution of extracts from the book by Charles
• Subsidiarity Handy “The Empty Raincoat", extensive debate on the electronic
• TQM newsgroups.
• Intranet and external web • TQM: 11 improvement projects launched involving 30 people.
site created
1997 • Focus on organisational • Internal communication on organisational development and
development and leadership was spearheaded by a seminar delivered by Manfred
leadership Kets de Vries (INSEAD) a world authority on the subject. Notion
• Restructure of support of a fun factor.
services and core and • Restructuring of the technical and administrative support sections.
middle management Four work programme managers and four functional core
• Framework contract for managers.
external effort procurement • TQM: new staff performance appraisal scheme which was entirely
• Business planning launched developed within the EEC. Centre of Expertise (CIC) created with
• Stakeholder survey 1 the core management special advisor as champion. Agency
• Pilot performance appraisal Quality Policy signed by the DG, EFQM mandated.
• TQM: CIC CoE, EFQM.
1998 • EFQM self-assessment 1, • EFQM awareness sessions attended by 150 people.
score 203 Questionnaire issued on the intranet for all to respond.
• First Business Plan drafted • Business planning process focused on wide consultation inside
• Building renovation started and outside the Agency
• ECCG created • Extensive building project was necessary to ensure conformity
• Staff satisfaction survey 1 with legislation: fire, electrical installations, building materials
1999 • Business Plan v1.0 • The main objectives of the organisational adaptation were:
approved by the DG § better alignment with EATMP
• Organisation EATMP § a reinforcement of projects and programmes
alignment § a reduced and strengthened core management.
• EFQM self-assessment 2, • EFQM self assessment again used the questionnaire approach,
score 287 issued on the intranet and on paper.
• Stakeholder survey 2 • IT facilities management outsourced. Significant improvement in
• IT facilities management quality of service, staff retrained and reallocated mainly to core
business
Page 8 of 60
Experimental Centre Journey to Excellence (2)

YEAR Highlights Features and detail
2000 • Matrix organisation • Main objectives of the matrix organisation were:
• Business Plan v2.0 § Facilitate alignment of organisation with strategy
approved by DG. § Increase flexibility of staff and projects
• EFQM self assessment 3, Centres of Expertise (CoEs) were retained as the basic staff
score 306 management unit, but their number was reduced to five. Contract
• Building renovation staff were no longer assigned to CoEs but were allocated directly
completed to projects. Projects were no longer managed in an ad-hoc
• Staff satisfaction survey 2 fashion within CoEs but were grouped together into nine business
• Budget checkpoints areas which implemented strategy.
• The pro-forma interview approach was used for the EFQM self-
assessment. This required more resources but is more insightful.
A sample of 10% of staff was interviewed by a team of 7.
• Suggestions Box launched
• Major improvement to the financial processes through the
introduction of quarterly budget checkpoints where each project
and business area is scrutinised
2001 • Think-tank • The Think-tank cross functional team of 9 people undertook a wide
• Business Plan v3.0 ranging review of the functioning of core business. Main findings:
approved by DG. § Reduce the number of projects
• HR section reorganisation § Better define roles and responsibilities within the matrix
• Major process improvement § develop knowledge management in CoEs
• IT facilities management § communicate the staff plan
§ restart systematic project reviews
§ re-energise internal communication
Improvement actions were launched to address each of the above
findings. The functioning of the organisation should be reviewed
every 12-18 months.
• Major process improvement::
§ Budget monitoring process
§ Staff planning
§ Access to business information (ACB).
§ Intranet "How to Guide" to improve access to information
•
2002 • Business Plan v4.0 • EFQM self-assessment using the award simulation approach,
approved by DG assessed by external assessors.
th
• Major revision of strategy • Matrix extension to enabling services, 6 centre of expertise
• EFQM self assessment 4, added (FIP, Finance, infrastructure, information, and personnel)
score 350 • Major process improvement::
• Matrix extension § Enabling services web site
• Major process improvement § Process mapping based on initial process framework
• Staff satisfaction survey 3 § Review and enhancement of key performance in dicators
• Stakeholder survey 3 § Clarification of the matrix and roles
• Values project § Process to measure the effectiveness of training
• Internal communications • Staff satisfaction survey 3. First common survey undertaken in all
improvements Agency directorates.
• Major revision of EEC strategy to prepare for increased
responsibility for R&D in the Agency and in Europe and to ensure
alignment with ACARE and ATM200+ strategies.
• DEEC initiates the values project to study in depth the current
values of the EEC and the values to which the staff and
management of the EEC aspire. Improvement actions will follow.
• Improvements in internal communication, weekly information
corner, internal newsletter, revised EMM
2003 • ERC • The EEC is given the total responsibility of R&D in the Agency
• EFQM self-assessment 5 and, jointly with the European Commission, the responsibility for
• Staff satisfaction survey 4 R&D in Europe
• EEC reorganisation • EFQM self-assessment again using the award simulation
approach, assessed by external assessors
• EEC restructured to align with the revised EEC strategy.
Page 9 of 60
1 LEADERSHIP
Excellent leaders develop and facilitate the achievement of the mission and vision. They develop
organisational values and systems required for sustainable success and implement these via their actions
and behaviours. During periods of change they retain a constancy of purpose. Where required, such
leaders are able to change the direction of the organsation and inspire others to follow.
Effectiveness of leadership is reviewed firstly
The EEC policy of subsidiarity requires that through a series of questions in the staff
leadership competencies exist at several levels satisfaction survey, and secondly through the
of the organisation. Leadership is expected annual performance appraisal. Core
from all levels of management as well as from management away-days are organised once a
people in situational leadership positions during year, each one focusing on a particular theme.
specific meetings or interactions. The next one, for example, will focus on the
conclusions to be drawn from the Values study
described above. The conclusions of core
1a Leaders develop the mission, vision, management away-days are reported on at all
values and ethics and are role models of a staff meetings. To review and improve the
culture of Excellence effectiveness of core management leadership is
The mission and vision of the EEC were the declared objective of these meetings, which
developed in 1995 through a process of staff are usually facilitated by an external consultant.
consultation and wide debate led by the Core Informally, leadership effectiveness is also
Management Special Advisor. The resulting reviewed through the open and democratic
vision expresses the fundamental values of the culture of the EEC, through personal interaction
EEC culture. The mission and vision are and through wide use of the electronic
systematically deployed to all EEC activities via newsgroups. DEEC, and to a lesser extent
the strategy and work programme and are some senior managers, dialogue directly with
reviewed on an annual basis as part of the the staff through the electronic newsgroups.
Business Plan revision cycle.
Trust and empowerment are key elements of the
In 2002 a Task Force was established to EEC organisation. Since 1995, the traditional,
investigate more closely the values of the EEC. rigid, hierarchical structure has been replaced by
With the support of external consultants, the a flatter organisational structure which, through
group used a survey of all staff to identify what subsequent and regular assessment and review
are, and what people feel should be, the values actions, has been transformed into the current
of the EEC. The findings of this group are being powerful and flexible balanced matrix
discussed with staff at present through a series organisation. Such an organisation facilitates
of presentation. Each presentation was given and encourages empowerment, the latter being
several times to ensure maximum effectiveness. further developed through coaching and training.
The aim of the project is to improve the collective Project and unit managers at the EEC have full
understanding and move the EEC towards the responsibility for budget and staff and other
common goals. resources and are accountable both horizontally
and vertically through regular assessment and
EEC Leaders, both members of core review processes. Budget reviews are held
management and middle management, act as quarterly and all budget holders are required to
role models for a culture of excellence by account for transactions and confirm planning.
personal and active involvement in improvement Similarly people managers have been
activities. Improvement projects are either encouraged to extend the performance appraisal
generated from EFQM self assessments, or are process by holding intermediate review
generated by regular assessment and review meetings with their staff and this has become
activities, or are generated spontaneously from standard practise in each Centre of Expertise.
the continuous improvement culture. The Core
Management Special Advisor is a member of the Communication has been identified as a key
suggestions box board. Many of the major success factor for the EEC and was a topic that
improvement actions such as strategy reviews, emerged from staff surveys as needing more
organisational realignments, outsourcing, attention. Based on this feedback it was decided
facilities management, drive for business to reinforce the role of the various management
excellence etc., have all been triggered by core meetings as a means of ensuring
management. communication in both directions.
Page 10 of 60
Minutes from Core Management Meetings CMM The section Overview-Journey to Excellence
are published on the Intranet. Attendance at the above shows that the EEC has undergone
CMM is high. Since July 2001 there have been several major reorganisations in order to
28 CMM. At least 4 Core Managers were respond to changing context. More recently, the
present at 26 of these meetings and there was EEC underwent a major restructuring in mid-
full attendance at 19 of them. 2000 which resulted in its core business being
Collaboration is the essence of a matrix organised as a classical matrix. People
organisation where people and resources come management activities, grouped into ‘Centres of
together in project teams to achieve a clear set Expertise’, were placed along one axis, and
of objectives. In 2002, in reaction to feedback projects, grouped into ‘Business Areas’ on the
from the Staff Satisfaction Survey, the CM other. The choice and naming of Centres of
participated in team-building exercises Expertise and Business Areas is highly
supported by an external consultant. significant, as they incorporate the strategic
Collaboration is also encouraged on a less elements of the EEC and its deployment
formal basis through voluntary participation in framework.
consultative committees such as for the canteen
and for major building projects. EEC Business Areas (2000)
ACS ATM concepts and studies
ATI ATM implementation
The EEC adopted an approach of continuous CNS Communication, navigation and surveillance
improvement over fifteen years ago. This ENV Environment
initially used total quality principles and then ERS EATMP reference industry-based platform
transitioned to continuous improvement when GNS Satellite navigation
the activities were formalised around the EFQM INO Innovative research
PFE Performance, flow and economics
model and techniques in 1998. Throughout this
SAF Safety
period, staff members have been encouraged to
participate in improvement projects on a
In 2002 the matrix was extended to include the
voluntary basis. Senior managers also will lead
center’s support activities through the
or participate in improvement projects. It is part
appointment of Business Enabling Managers
of the approach that managers allocate time for
(BEMs) and the addition of a sixth Center of
continuous improvement activities.
Expertise. They are listed below:
Appropriate training was provided through the EEC Centres of Expertise (2002)
quality module of the project management ACE ATM and CNS system engineering
training and more recently through specific SAS Safety analysis and scientific
EFQM training: both introductory and assessor DAI Development and integration
training. There are also regular internal OPS Operational services
SFM Simulation facility management
presentations. In 2003, 3 middle managers FIP Finance, infrastructure, iformation and
have followed the EFQM self assessment people provider
training and one scientist has qualified as a
EFQM European Excellence Assessor. EEC Business Enablers (2002)
MIM Marketing & information management
This document, the report for the EFQM self- ITM Information technology management
AMI Administrative and management information
assessment award simulation, is being written
software
by a team of 7 people, all volunteers, some HRM Human resources management
managers, who are drawn from different EEC SMU Social medical unit
units. Many other people contributed to the SPP Service for prevention and protection at work
development of the report via interviews and by TIG Transport & mail infrastructure general
support
their supplying data for the results chapters of
FIN Finance
the report. FPA Financial planning and analysis
PSO Programme support office
At the end of 2002 and beginning 2003 in

1b Leaders are personally involved in
response to the report “ Proposed EEC
ensuring the organisation's management
reorientation v2”, the 9 business areas were
system is developed, implemented and
regrouped into 6 new business areas in order to
continuously improved
implement the new strategic direction in a
demonstrative manner and to align with the
Aligning the organisation's structure to EATM reorganisation taking place at the same
support delivery of its policy and strategy time.
Page 11 of 60
EEC Business Areas (2003) The Gantt chart on the powerpoint slide below
APT Airport throughput depicts the business planning process which
ERIS EATMP reference industry-based simulation
platform
drives the re-orientation process. This slide also
INO Innovative research shows the way that the process is
NCD Network capacity and demand management communicated and explained to staff and to
SEE Society, Environment and Economy stakeholders. This slide is part of standard EEC
SPP Sector Safety and Productivity presentations.
The EEC reorganisation implementing the This ability to respond to the evolving
“reorientation” was described and agreed by the environment demonstrates the effectiveness of
EUROCONTROL Director General in Decision the EEC’s matrix structure to accommodate
N° VII/1(2003) on 13 January 2003. change and reflect the needs of its stakeholders.
EEC Core Business Re-orientation Process
Management board
ECCG
EUROCONTROL Experimental Centre
acceptance of the matrix structure but identified

The organisational structure and operation have some weak areas, notably in communication
been assessed and reviewed on an annual and collaboration. The formulation of
basis to seek to optimise the delivery of strategy. improvement actions to address these areas for
A review took place in Q4 2001 in the form of a improvement will form the subject of middle
facilitated brainstorming exercise with the management meetings in 2003.
participation of representatives of senior and
middle management. This led to improvement Starting in 2002 and continuing through 2003, a
actions in the area of internal communication major initiative was launched to establish a
(see section 3d) and project management, framework of key processes (see section 2d)
project reviews (see section 2d) and contract and to map and document processes. Owners
management (see section 4a. were clearly identified. This work was triggered
by self assessment feedback in 2002. An
In Q2 2002 the heads of Centres of Expertise improvement action was started and was
reviewed the impact of the matrix organisation reinforced by actions led by the core business
on the EEC work programme. A survey of manager and the support services. Processes
Project Managers and Business Area Managers are documented on the intranet.
was undertaken, which showed a high level of
Page 12 of 60
An Intranet tool, the "How to?" Guide, has been introduction of the Business Planning process, a
developed to facilitate access to intranet more systematic approach to performance
information including processes. In addition a indicators has been initiated and these
separate process indexing mechanism has been constitute chapter 7 of the current Business
developed, accessible from the intranet home Plan. These indicators are assessed and
page. reviewed by core management and the KPI
owners on a quarterly basis (see section 2b).
Assessment and review of processes is Performance indicators are co-ordinated at the
gradually becoming more systematic. For level of the Agency and this resulted, during the
example there are systematic annual reviews of 2001 assessment and review, in the introduction
the business planning process and the of two new indicators, the timeliness of project
promotion process. This and previous self- milestones (see section 6b), and the project
assessment exercises as well as the increasing management quality index (see section 9b).
maturity of the organisation have acted as Systems have been developed as part of ACB to
catalysts for a more systematic examination of support the measurement of these performance
key business processes. It should be noted that indicators. See section 3a below for further
many processes especially in the finance, details of ACB.
procurement, and human resource domains, are
mandated at the level of the Agency. In these The EEC is recognised as one of the best
cases the EEC seeks, through appropriate performing directorates in the Agency, for
training, to ensure that EEC staff understand example, budget expenditure performance
and correctly apply Agency processes. Training consistently exceeds 95%, and the EEC is
material has recently been developed on the leading the Agency in the use of Balanced
subjects of outsourcing and procurement to help Scorecard techniques. Nevertheless, the EEC
project managers deal with changes to Agency is very aware that performance can always be
procedures. improved. Leaders constantly encourage staff
to work on improvement activities by allocating
The EEC has been instrumental in introducing time to continuous improvement at management
improved processes at the level of the Agency. meetings, by personal involvement in the
Examples are performance appraisal, business identification of improvements and the
planning, staff planning, budget monitoring and establishment of performance indicators and by
framework contract. their support of self assessment, staff surveys,
and customer surveys.
Since 1997 the EEC has adopted the industry
best practise of using a Business Plan to
communicate and deliver strategy. The Director
General approved the first EEC Business Plan in
1999, after wide consultation with external 1c Leaders interact with customers, partners
stakeholders and Agency staff. The Business and representatives of society
Plan explains the strategy and indicates how the The EEC has established several approaches to
strategy is deployed throughout EEC operations understand and respond to the needs and
via the work programme and support activities. expectations of stakeholders. Leaders, both at
This is further supported by the matrix senior and other levels, are fully involved in the
organisation as explained earlier in this section. initiation and operation of the associated
The Business Plan process ensures that the processes.
Business Plan is assessed and reviewed on an
annual basis linked to the annual budgetary All EEC leaders are encouraged to network with
cycle. Approval of Business Plans is recorded in stakeholders on a regular basis in order to keep
the Overview- Journey to Excellence. The EEC abreast of changing needs and expectations.
has been instrumental in introducing a Since the EEC is a research centre, the main
harmonised Business Planning process delivery chain is the project, and stakeholder
throughout the Agency, and the EEC Business involvement is paramount from initial
Plan is viewed as best practice throughout the requirements elicitation through to final
Agency. acceptance of deliverables in order to ensure
continuing alignment with evolving stakeholder
For over a decade the EEC has been measuring needs. Specific activities in the project lifecycle
performance indicators linked to the delivery of process ensure full stakeholder involvement and
simulations, which has been its core business these are supported by the provision of
since the establishment of the EEC in the early adequate funding for visits to stakeholder sites.
1960s. More recently and due to the
Page 13 of 60
A special programme of VIP visits to the EEC standardisation, and seeks to accelerate the
was started in 2000 and is led by the DEEC. operational deployment of research results.
The objective of this approach is to invite to the Partnership with ATM service providers, with
EEC on a regular basis the CEOs of stakeholder EATMP our number one stakeholder, and with
organisations in order to exchange views, other stakeholders is essential to ensure that
understand the strategy and needs of EEC activities respond to the global needs of
stakeholders, explain EEC and Agency strategy, ATM in Europe and the world. Partnership with
and explore opportunities for collaboration. A the European Commission (EC) seeks to
visitors database application was created in contribute to the EC R&D effort in the most
2003 in order to better track and follow up efficient manner by making EEC resources and
stakeholder visits and contacts. expertise available to consortia working on EC
projects. Since 1999 the EEC has provided a
A stakeholder survey has been carried out every staff member on secondment to the EC to
two years since 1997. This is a primary source consolidate this partnership. The EC's high
of objective feedback that is used to gauge regard for the EEC is evidenced by the recent
stakeholder needs and expectations, to assess decision to establish a Joint (EEC-EC)
alignment of EEC strategy, to measure Programme Board (JPB) to oversee all ATM
stakeholder satisfaction and to obtain R&D in Europe.
stakeholder perception of EEC operations and
performance. Improvement actions are planned Partnership is also important in the support
and implemented based on the results of the activities where outsourcing has been used to
survey. Senior management actively supports improve EEC performance and to allow EEC
this process and fully participates in customising staff, where possible, to be retrained and
the questionnaire according to evolving needs transferred from support activities to core
and context. business activities. The following activities have
been outsourced:
The Experimental Centre Consultation Group • IT service provision
(ECCG) was established in 1998 to advise the • Print shop service provision
EEC and the Director General on the role, • Building maintenance
strategy, and performance of the EEC. (See • Mission service provision, partnership with a
section Overview-Governance above). The travel agency
ECCG is the only forum that is dedicated to all • Mission expenses, partnership with a
EEC stakeholders. The principal working financial services company
papers are the draft Business Plan of year n and
the Annual Report of year n-1 and these are the One particular partnership, the framework
vehicles for debate and advice concerning the contract, has greatly improved the procurement
role, strategy, and performance of the EEC. The of contractor support especially for core
draft Business Plan is modified as a result of the business. A framework contract has been
stakeholder advice before being submitted to the concluded with a set of consortia who have
EEC Management Board and the Director agreed to maintain the required pools of
General for final approval. In addition to the expertise and to reply extremely rapidly to
standard agenda, each meeting comprises one requests for support at agreed rates.
or more special themes, determined by the Time to procure contract support has diminished
evolving EEC strategy e.g. safety, environmental from 2-6 months to 3-4 weeks.
issues, flow management and economic issues. The EEC pioneered this technique in the
Agency. Now several other directorates have
Partnership is of paramount importance to a adopted a similar framework contract.
research organisation through all phases of
delivery. Partnership is thus an important part of The support activity partnerships are subject to
EEC strategy. An overview of partnership is regular assessment and review with the partners
given here. Further details are provided in in order to identify areas for improvement and to
section 4a, and indicators and results pertinent organise joint improvement actions.
to partnership are documented in sections 9a
and 9b. Senior managers fully support and participate in
joint improvement actions with other Agency
Partnership with other research units and directorates. Some examples are:
universities stimulates creativity, maximises • DEEC initiated regular meetings with other
synergy, and optimises the combined use of Agency Directorates in order to dialogue on
resources. Partnership with the ATM system a regular basis and to identify ways that the
supply industry seeks to advance Agency as a whole can improve. Through
Page 14 of 60
this mechanism the EEC has succeeded in beginning of 2001 a policy decision was taken to
transferring best practice to the rest of the increase the EEC contribution to the global ATM
Agency in the domains of human resources, research effort through the publication of
finance, and technology. research papers. Business areas were
• Business Plan Task Force which seeks to encouraged to publish research papers and
harmonise the business planning process budget was increased to allow greater
throughout the Agency contribution to conferences. Results are
• Improvement of the performance appraisal recorded in section 6b.
process
• Improvement of contractor procurement The Director himself regularly speaks on the
through the framework contract subject of ATM research and development at
• Promotion of an intranet culture in the important conferences in the ATM community.
Agency He has also participated as expert witness in
• Improvement of dialogue with unions and two debates broadcast on radio. He has also
staff committee throughout the Agency participated as an authority on ATM in four
Many of these actions have necessitated strong colloquia at the French parliament:
senior EEC management participation in order • Activites aeroportuaires, amenagement de
th
to lobby for their adoption at the level of the territoire et developpement durable, 7
Agency February 2001
• La croissance du transport aerien en Europe
st
The main EEC stakeholder forum, the ECCG, is est-elle encore gerable?, 31 May 2001.
always encouraged to give advice to the EEC in • Reconcilier developpement du transport
order to improve performance, not only technical aerien et qualite de l'environnement urbain,
th
and operational performance , but also 7 June 2001
organisational and management performance. • Les retombé es é conomiques et fiscales des
st
Recommendations to this effect are recorded in grands sites aé roportuaires francais, 21
ECCG meeting minutes. October 2002
The EEC's senior management have adopted The EEC is co-sponsor and co-chair of the
the following approach to recognise stakeholder USA/Europe Air Traffic Management R&D
contributions: Seminar. This seminar is organised in turns
• Explicit recognition and thanks from the under the leadership of the US Federal Aviation
Director in the Introduction to the EEC Administration or the EEC and takes place every
Annual Report 18 months, alternately in the US and Europe.
• Written acknowledgement of valuable About 150 researchers from both sides of the
stakeholder participation included in project Atlantic participate.
reports.
• Personal recognition and thanks at end of One of the four main orientations of the EEC
project events, delivered orally by the strategy is to support sustainable growth of the
Director or other manager. aviation industry. To this end a dedicated
business area was established in 2000 to
In addition, a feedback brochure is sent to all address environmental issues. As a result of the
stakeholders to thank them for participating in most recent re-organisation of 2002, this
the regular stakeholder survey and to provide Business Area has been expanded to include
them with a summary of the main findings and the impact on society at large of aviation. The
planned actions. business area has four main threads:
• Noise an air quality nuisance around airports
Participation in conferences and seminars is one • Fuel burn and emissions
of the main vehicles to disseminate and discuss • Social attitudes to aviation
research results. This process is fully supported • Sustainable aviation
by EEC senior management. In 1999, the EEC The EEC approach is to gradually increase
made a presentation of the its continuous funding of this business area.
improvement strategy and actions at the
EUROCONTROL Quality Forum, to attendees ENV funding in MEUR
from all over Europe. The same presentation 2000 2001 2002 2003
was also given at the ISTIA Quality Seminar to planned
15 participants from all over Europe. 0.9 1.8 3.1 5.5
Researchers regularly submit and present
papers to conferences and seminars. This is
part of the researchers way of life. At the
Page 15 of 60
Senior management has supported the performance appraisal, in order to deploy

introduction of recycling measures at the EEC. strategy throughout the organisation.
These are reported in chapter 8 below.
The annual appraisal is also an opportunity for
debate with line managers at all levels. This is a
1d Leaders reinforce a culture of Excellence 180 degree appraisal where appraisees are
with the organisation's people encouraged to comment on management
EEC senior management regularly behaviour and offer constructive criticism.
communicates the EEC's mission and strategy
through various channels. The prime vehicle is Outside scheduled meetings senior managers'
the Business Plan. The Business Plan is doors are always open and people are
available to all EEC people on the EEC intranet. encouraged to come and talk whenever they
wish. If preferred, appointments can be made.
Management meetings take place on a regular Managers' electronic agendas are visible to all
basis, led by a senior manager and dedicated to staff, thus facilitating informal meetings.
core business or support or people management
or general issues. Fixed slots are provided to In order to help people to achieve plans and
present the latest information concerning objectives, the EEC approach is based on
political context and possible strategy training and retraining. This has been initiated
evolutions. See section 3d for further details of and fully supported by senior management. A
management meetings. Minutes of each scholarship system was developed during 2001
meeting are published on the intranet within 8 with the full support of senior management and
days. There are other, quarterly meetings to HRM. The EEC contributes to the cost of long-
review the detailed implementation of the term higher education for courses which will
strategy and budget usage and reallocate benefit people's career development at the EEC.
resources as necessary. The Director (See section 3b). Senior management has also
comments the EEC political context and strategy fully supported the development of a
in the twice yearly all staff meetings in June and secondment policy to enable suitable staff to
December. work for partner organisations for limited
periods. The secondment, while being in the
To reinforce the corporate message, the Director interests of the Agency, also give staff
General is invited to the EEC once or twice per invaluable experience and the opportunity to
year in order to speak to the staff about broaden their knowledge and skills.
corporate political, institutional, operational, and
strategic issues, as well as issues concerning Mobility is an important element of the EEC
specifically the EEC approach to Human Resources management.
This is encouraged by EEC senior management
Over the years the EEC has tried to foster a and is firmly anchored in EEC strategy. Skill
culture of openness, trust, tolerance, and shortfalls are identified within the EEC staff plan
democratic debate. We believe that we have and retraining is organised so that people can
gone some way to achieving this objective. gradually transfer to other jobs in order to better
support EEC strategy. A key performance
Extensive use is made of electronic mail, indicator tracks skill reorientation and is reported
electronic newsgroups and the intranet. The in section 9a below.
EEC has adopted the approach of maximum
transparency and consequently EEC people are Recognition by leaders is an essential aspect of
widely informed on political issues which may a modern human resources policy and the EEC
affect EEC strategy. Strategy is also debated leadership takes every opportunity to implement
and clarified as needed on the electronic this policy. Some examples follow.
newsgroups. Debate and diverse opinions are The annual promotion round is the formal way to
encouraged. Senior managers and especially recognise individuals for excellent work and
the Director actively participate in these debates potential. It is a transparent and democratic
and respond to questions, comments, and process based on merit.
criticisms. Democratic debate is also Excellent performance by a team is recognised
encouraged in management meetings and at the end of project event where participants
everyone has the opportunity to air their views. will be thanked by the Director or a senior
manager.
Managers at all levels communicate personal Spontaneous public thanks is posted on
objectives and targets to staff during the annual electronic newsgroups by senior managers and
Page 16 of 60
other members of staff when praiseworthy

achievements are reported. The effectiveness of change is assessed by
The Core Management Special Advisor is a review and survey. For example the functioning
member of the suggestions box board. The of the organisation is reviewed approximately
suggestions box is an important source of every 18 months, and the impact of the matrix
improvement across all EEC activities. The best organisation on the work programme was
suggestion, elected annually by an all staff vote, assessed via survey in Q2 2002, see section 1b
receives recognition with a certificate and prize above.
which is presented by the Director at the all staff
meeting in June.
1e Leaders identify and champion

organisational change
Since 1995 the EEC has undergone 4 major re-

organisations {1995, 1998, 2000 and 2003},
each time in order to respond to the changing
external environment. These re-organisations
have been managed with very full staff
consultation. Individuals have been encouraged
to contribute their own ideas on the organisation
of the Centre and consensus has been sought
through discussion. Early re-organisations
allowed the identification of the Centre’s key
competencies. As the Business Plan has
matured, subsequent re-structuring has
produced a matrix structure which directly
supports the strategy of the Centre.
The two primary reasons for the implementation
of a matrix structure were to increase flexibility
and facilitate empowerment. Another important
reason was to facilitate the alignment of the
organisation’s structure to support delivery of
policy and strategy. The horizontal view of the
matrix is structured as a set of business areas,
directly derived from the EEC strategy. See
Overview above.
The effective delivery of change is ensured

initially through thorough preparation via
planning and especially communication to
explain to staff the reasons and the plans. All
communication channels described in section 3d
are used. Change often requires reallocation of
staff to different tasks. This is facilitated through
planning with the HR section to facilitate mobility
and retraining.
Since 1998 self-assessment has been an

essential means to stimulate and involve staff in
improvement and to identify and implement
improvement actions. After each self-
assessment, staff are encouraged to lead and
contribute to improvement projects and
managers are committed to release staff to work
on improvement projects. Senior and middle
management lead by example and participate in
improvement projects.
Page 17 of 60
2 POLICY AND STRATEGY

Excellent Organisations implement their mission and vision by developing a stakeholder focused strategy
that takes account of the market and sector in which it operates. Policies, plans, objectives, and
processes are developed and deployed to deliver the strategy.
2a Policy and Strategy are based on the A further consideration is the fact that some of
present and future needs and our member states, which formerly had
expectations of stakeholders substantial government-funded facilities, are
looking to reduce their own costs. Under these
circumstances R&D is often an early casualty,
Eurocontrol Experimental Centre stakeholders and EEC is therefore increasingly regarded as
range from public service providers to an agent useful in the coordinated dispersion of
commercial organisations, from ordinary citizens European ATM R&D activities.
(which could be airline passengers or residents
in an airport environment) to government The strategy loop
ministers. The institutional context of the Given our complex and changing context, the
Eurocontrol Agency, which includes the setting of strategy and policy is a continuous and
Experimental Centre, is constantly under review. dynamic process. It can be characterised by the
Issues include; the need to separate regulatory following loop:
functions from service provision, the tendency
towards greater ‘corporatisation’, and changes in
our relationship with political bodies such as the Business
European Commission. For all these reasons a context and
key requirement in the establishment of policy drivers
and strategy for the Experimental Centre is
flexibility and responsiveness, while remaining
confident in, and building upon, our particular
strengths and special identity.
Develop
Market context strategy and
policy
The Experimental Centre executes research and
development (R&D) in the area of Air Traffic
Management (ATM). Our immediate Stakeholder
stakeholders, those for whom we most directly feedback
work, are the air traffic service providers of our
member states. There exist other organisations
within Europe and beyond which also perform Publish and
ATM R&D, and there is potential for conflict communicate
between these organisations and ourselves.
One reason for this is that the Agency is an
intergovernmental organisation with an ‘internal’
supply of funding originating from
EUROCONTROL member states or, more
precisely, from the collection of route charges. Broadly speaking, policy and strategy is
This means that some of our products can developed on the basis of:
subsequently be made available to states within
the EUROCONTROL Organisation without − our legacy of skills and experience
charge. Other R&D organisations, however, are embodied in an existing strategy,
increasingly obliged to compete on a
− moderation and amendment by stakeholder
commercial basis, marketing and selling their feedback,
expertise and products. The potential exists
therefore for market distortion, and our policy − yearly review in the light of a changing
and strategy must take this into account. In business context.
practice we have made specific efforts to include
In 2002 this included input from a task force
senior representatives of such ‘competing’
asked to explore the direction the EEC should
organisations in our strategic consultative
take in the light of the 2020 Vision from ACARE,
processes to obviate this problem.
new ATM actors such as Boeing and the ATM
Alliance. The task force proposals are published
Page 18 of 60
in “Proposed EEC Re-Orientation V2.” The some specific project requests. Input also comes
proposals drove the realignment of the EEC from our particular knowledge of the state of Air
organisation in 2003. Traffic Management based on analytical data
and forecasts, which are often generated by our
Stakeholder feedback own internal projects.
Stakeholder feedback is critical to keep EEC
policy, strategy, services, products, and projects
aligned with stakeholder present and future Market watch activities comprise careful reading
needs. Key inputs are: of air transport trade magazines, the specialised
• Stakeholder/market survey and general press, company annual reports,
• ECCG web sites of companies and organisations such
• Visits as the European Commission. Articles and
• R&D co-ordination information are systematically placed on the
• Market watch intranet and/or distributed to senior and middle
management depending on the type of
Stakeholder/market survey process information. Market watch activities contribute
The process has two objectives: to our general understanding of market evolution
1. Identification of stakeholder future needs which we feed into Business Plan development.
2. Extraction of stakeholder satisfaction. The draft Business Plan is presented to the
The two aspects are combined in a Experimental Centre Consultation Group
questionnaire. The survey is conducted every (ECCG) for comment and discussion.
two years. All EEC stakeholders receive the
questionnaire. The survey is contracted to a Comments and feedback from the ECCG are
specialist consultancy in order to benefit from taken into account when developing the final
their specialist knowledge and to ensure version of the Business Plan, which is then
objectivity. Additionally in 2002 a specific survey presented to the EEC Management Board for
was conducted amongst ECCG members at final approval. Details of the ECCG and EEC
their meeting in May. Results have been used to MB are provided in the section Overview-
re-orient EEC strategy and activities. Governance above. The main role of the EEC
Stakeholders receive a synthesis of the results MB is to ensure that all considerations and
and the EEC responses. Results are provided guidelines coming from EUROCONTROL
in section 6a. Agency controlling bodies are suitably taken into
account in the Business Plan, and to give final
approval for the document.
The Business Plan
The principal expression of our policy and
strategy is to be found in our Business Plan.
2b Policy and Strategy are based on
This is based on a standardised format for information from performance
EUROCONTROL Business Units and is updated measurement, research, learning and
each year, with its fifth edition to be published in external related activities
May 2003. The annual process by which the
Business Plan is developed is shown in the The origins of policy and strategy as embodied
Gantt chart above. in the Business Plan are varied. Three
significant contributions in 2002 include the task
force report on “ EEC Reorientation”, the Agency
Development starts in the Spring. The first part reorganisation and the results from the 2002
of this process involves a complete review of the Stakeholder Survey. Inputs also come from the
previous Business Plan, with sections updated Balanced Scorecard approach, instituted in
and rewritten as necessary. This is the 2002. See Chapter 9.
responsibility of the Core Business Manager, Additionally in a response to a need to better
with relevant sections written by the Business target our resources and expertise we have
Area Managers, who have a more direct day-to- pursued our policy of support to EATMP and
day contact with stakeholders for their particular European Commission programmes which are
areas. In addition we take into account the of benefit to all EUROCONTROL members in
requirements of our Agency partners such as preference to support to individual states.
EATMP and CFMU, and external partners,
especially the European Commission. The We are in addition responsible for performing a
content at this stage is derived from our number of studies related to the current day
understanding of stakeholder requirements performance of European ATC, and studies to
accumulated during the previous year including forecast future ATC capacity and demand. This
Page 19 of 60
means that we have direct and early access to of general and specialised press, of European
much of the source data which is used to drive Union and national government official
plans for Europe-wide ATC systems publications, and by regular monitoring of
development and harmonisation, and this is relevant web sites.
included in our own strategic thinking.
On the more creative side, we continue the
A different, and equally important input to our internal ‘brainstorming’ sessions, held in both in
strategy results from the role of the Experimental 2000 and in 2001. These were organised as full
Centre as leader of the ATM community in day open sessions in which all staff was
research and development, which means that encouraged to participate, and express
parts of our Business Planning is ‘proactive’ and themselves on various ATM issues. They were
breaks new ground. The novel elements of our led by a single ‘facilitator’ and, apart from some
strategy are sometimes potentially controversial. basic rules of courtesy and protocol, participants
Examples of leading-edge planning include the were encouraged to freely express their views.
introduction of research into societal trends These brainstorms provided some animated
while maintaining the emphasis on debate, and many of the ideas expressed
environmental studies and the pursuit of safety therein have been integrated into our strategic
as an end in itself. A safety culture survey has thinking. Recent brainstorm topics have included
been conducted to measure the implementation EEC Values and placement of external
of safety culture within the EEC. Results are contracts.
reported in section 9a.
New technologies
In order to allow comparison of our strategy with
that of other institutions, EEC projects are To support strategy and policy development, the
1
included in the ARDEP database. This is a Experimental Centre stays abreast of new
Europe-wide census which collects and technologies in two specific ways.
categorises information on R&D projects in Air
Traffic Management. Positioning ourselves in a − First, we keep our experimental
wider context gives two specific benefits. First, infrastructure up-to-date. This is necessary
we are able to avoid duplicating research that is since our experimental facilities, software
being done elsewhere, and second, we are able and hardware, need to simulate increasingly
to identify gaps in current activities. This was, for complex models and tools, which amongst
example, one of the mechanisms by which the other things require constantly increasing
chronic lack of investment in innovative research computing power. In addition, we are
was identified (ARDEP ‘Yellow Book’, 1998), something of a ‘showcase’ for new
resulting in new initiatives at EEC in this technologies applicable to ATM. One
direction. example of this is the progressive upgrade
of the controller ATC displays used in
We have initiated an annual R&D symposium simulations to use the latest large flat panel
targeted at high level management of ATM R&D. devices. A second example is the AudioLan
This is a forum where current trends and future product where the EEC was the leader in
prospects of European activities are discussed. developing voice over IP functionality.
US contributors are also invited to these
meetings. Much valuable feedback is derived − Second, we have an entire Business Area
from these. dedicated uniquely to innovation. By
definition this area looks into new, and
A general understanding of social, political, sometimes radical, technologies with the
economic, institutional, operational, and expectation that some of results can be fed
technical issues as they affect ATM are an into the other Business Areas. One of the
essential input to Policy and Strategy benefits of this work is an increased contact
formulation and evolution. This is achieved with universities, where academics are
through the creation of a Business Area actively encouraged, sometimes by means
addressing social, economic and environmental of financial support, to engage in research in
issues in the context of ATM. In addition we are ATM. Currently 11 PhD or MSc students are
in the process of determining a social and supported with theses such as: Air-rail
environmental policy with regard to our intermodality from the Passenger’s
interaction with the non-ATM community. These Perspective and Modelling of Aircraft
actions are supplemented by a regular reading Trajectory Uncertainty with Semi-Markov
Model.
1
Analysis of Research and Development in
Eurocontrol Programmes.
http://www.eurocontrol.int/ardep
Page 20 of 60
2c Policy and Strategy are developed, least 8 European Commission projects. Such
reviewed and updated cooperation did not previously exist.
− We should set more realistic objectives and
Depends on EEC mission and vision properly complete projects, “make it work
Our strategy accommodates a mix of short and properly before moving on to the next
long-term activities, and the balance between technology horizon”. In response to this we
these is important. have initiated specific project structures to
ensure completion and reusability of our
On one hand our stakeholders expect result, for example c.f. Business Plan 2002
increasingly rapid results, since they themselves and the AGI project structure. We are also
are more and more subject to short-term building on in-house simulation results by
commercial constraints. Some of our fast turn- taking platforms out into operations rooms
around activities include analysis of delay and connecting to live data feeds cf MTCD
figures and forecasts for, say, one year into the in Malmo, Maastrict and Rome,– this is a
future. Another example is the direct support we significant new contribution to the overall
provide to air traffic service providers when they validation process. See also section 9a.
wish to prototype and test their new controller
interface designs. Results of such work have − We should improve analysis methods. In
been implemented directly in operations rooms, response we have launched a major
a good example is operational application of initiative to implement high quality validation
Medium Term Conflict Detection in the Rome methodologies and have created a
ATCC. validation cell within the SAS CoE . We are
implementing this by providing validation
On the other hand the EEC is one of the few management for the major EC Gate to Gate
organisations capable of centralising longer-term project.
activities, and our stakeholders understand and
encourage this. Here, for example, we perform Our most recent (IPSOS) stakeholder survey
longer term forecasting activities up to 2010 and conducted in 2002 has identified:
beyond, for example in the Constraints to
• a need to improve the communication of our
Growth project, and develop innovative products
results. Efforts are in hand to address part of
within our Innovative Research Business Area.
this element through improvements to the
A further business scenario that we have Activity Report, and through the compilation
recently embraced is one of industrialisation, of a web based external newsletter sent to
where we have decided to identify products over 4000 subscribers every quarter.
which could be further developed by partners
• to be more operational and concrete in the
outside the Experimental Centre, and to make
work produced. We seek to put more
the necessary agreements to do this. This is one
emphasis on field trials.
way in which we are developing a sense of
commercial awareness that was previously • to remain neutral and independent.
absent. Industrialisation is further described in
section 4a. • continue in the pursuit of creative and
productive research. We seek to increase
Evaluating relevance/success factors partnership with universities and maintain or
increase funding to the Innovative research
Stakeholder/market surveys (section 2a) give business area.
the EEC important insights which have had a
significant influence on our policies and strategy.
In the1997 survey was a clear message that we 2d Policy and Strategy are
should adapt our environment to changing communicated and deployed through a
demand, and in particular take on a central role framework of key processes
as coordinator of European ATM R&D. In
response to this we appointed a full time R&D Key processes for delivery of strategy
coordinator who forms part of the Core
During 2002 and 2003, a large effort was
Management team.
devoted to mapping and documenting processes
The 1999 survey indicated: and reaching consensus on the framework of
key processes which implement strategy. This
We were asked to better cooperate with projects
work was based on the strategy review of late
external to the EEC. Part of our response has
2002 and the subsequent reorganisation of
been to become active consortium partners in at
Page 21 of 60
2003, and is consequently a new framework content. Additional internal communication of

which is now being consolidated. policy takes place at twice yearly all-staff
meetings, where key initiatives are explained,
BUSINESS ENABLING PROCESSES quarterly Enlarged Management Meetings
(EMM), which are addressed to all middle
INTERNAL STAKEHOLDER ORGANISATIONAL
COMMUNICATION RELATIONS LEARNING managers and specific issues are addressed in
Weekly Information Corners open to all staff.
During 2002 an initiative was launched to link
individual objectives identified in the
STRATEGY and BUSINESS CYCLE
Performance Appraisal process to EEC Policy
PROJECT MANAGEMENT and Strategy in an endeavour to better acquaint
staff of their individual contribution.
SAFETY,
CORE METHODOLOGIES: VALIDATION,
INNOVATION
The working-level guardians of policy and
strategy are the Business Areas, and the
R&D COORDINATION activities of each are reviewed in detail at least
once per year in open meetings. During 2002 all
Business Areas spent at least half a day
TECHNICAL
HUMAN
RESOURCES
BUDGET and
FINANCE SUPPORT AND explaining their activities. There is, twice a year,
INFRASTRUCTURE a management away-day involving core
management, Business Area managers and
heads of Centres of Expertise and separately
We are currently studying how best to link the
core management and Business Enabler
key process framework to cascading process
Managers. On these occasions a number of key
descriptions using the intranet.
strategies are exposed and discussed, and the
In practice it is the Core Business Manager, value of our activities is reviewed Business Area
supported by the Business Area Managers, who by Business Area.
is responsible for implementing Experimental
Every person working at the Experimental
Centre policy. Work-programme Management
Centre, staff and contractors, has direct access
Meetings (WMMs) are held approximately every
(via his or her desktop computer) to the intranet,
two weeks to exchange information necessary
on which a wide range of strategy-related
for the execution of the work-programme. On
information is freely available. For example, all
occasion we open these meetings up to external
EEC publications, minutes of management
stakeholders (e.g. European Commission) to
meetings and relevant documents from partner
improve our visibility at working level and allow
organisations are readily accessible. The ‘home
feedback.
page’ includes a diary of forthcoming events,
Further supporting processes include systematic hyperlinked to detailed descriptions, and there is
reviews of Business Area Portfolios, individual a column for senior management to transmit key
projects and CoE direction. A special review messages.
takes place at the proposal stage to ensure that
There is a set of internal news discussion
only projects that are consistent with policy are
groups within the Experimental Centre. These
launched. Regular reviews take place thereafter
include groups concerned with management,
to ensure continued alignment.
ATC, infrastructure, social and staff issues.
In many cases our activities are bound up with Contributions to these groups are often directly
those of some stakeholders: for example, we related to strategy issues.
execute several key workpackages for some
External communication of policy and
EATMP programmes, and we are active
strategy – closing the loop to strategy setting
partners in European Commission consortia. In
these cases our processes are integral with Our policy and strategy are communicated
those of our sponsoring organisations. For externally via a number of public forums. For
example, when we are working with the EC, example, our senior management made
there are specific budgetary control and presentations at major ATC conferences both in
reporting processes. Europe and worldwide eg. ATC 2002 Maastricht,
Advanced Workshop on ATM in Capri and “Les
Internally communicating and cascading
rétombes économiques et fiscales des grands
strategy/policy
sites aéroportuaires française’’. The EEC
The principal instrument for communicating external web site is an important public
strategy and policy is the Business Plan. This is communication vehicle where the Business Plan
a public document, and Experimental Centre can be viewed, a quarterly newsletter,
staff are expected to read and understand the introduced in 2002, can be viewed and
Page 22 of 60
subscribed to, and where the EEC Policy and

2001 - 2002 Budget
Strategy is explained: Com m unic a tions
http://www.eurocontrol.fr/ Support
a nd Public
Re la tions
4% Mana ge m ent Budget :
2001
77 M€
Servic e s 8%
1 9% Staff : 274
Contractors: 240
Core Business
We host, on the premises of the Experimental 69%
Centre, a large number of working groups 18000

16000
involving direct and indirect stakeholders. These

14000 O th e r s (1 % )
12000 E u r o p e a n C o m m i ssi o n (1 3 % )
PRU
include international groups such as RTCA and

10000
C F M U (2 % )
8000
E A T M P (2 6 % )
EUROCAE. We provide conference chairs,

6000 O p e r a ti n g / I n v e stm e n t (2 1 % )
4000 I n te r n a l S ta ff (3 6 % )
2000
session chairs and rapporteurs for a number of 0

2002
R & ve
pm tor
gem ity
isa ce
nt
on gt,
con ATM
D
S
ty
ts
ent.
e nt
n
ati
SS
y
tim spa
international R&D conferences, for example the
me
CN
na acil
velo ula
Ec Mn
tio
om
cep
fe
2001
nov
GN
Sa
on
Op Air
De Sim
Ma o n F
w
w
vir
In
Ne
Flo
En
ti
ula
Europe/US ATM2002 R&D conference, and the
rf;
Sim
Pe
EUROCONTROL Experimental Centre
Digital Aviation Systems Conference. In 2002

our articles for books, journals and professional
magazines, plus our conference and workshop
papers totaled 66 contributions. In addition we Establishing organisation wide reporting
were present on the stands of various mechanisms to track progress
international exhibitions such as ATC
Maastricht. All these events give the opportunity The ACB tool is the main repository for all
to further expose our activities and in particular project related information. It generates
to receive feedback from our peers and numerous reports on a daily basis which are
stakeholders. used to track staff allocations, budget usage.
These reports and others are used in the
During 2002 we received approximately a dozen quarterly budget checkpoint reviews which
high-level visitors at the Experimental Centre, review progress and reallocate funds as
plus 357 others including engineers and air
required.
traffic controllers. Amongst our high level
visitors were several Directors and CEOs from The project support office organises at least
national service providers and industry eg annual reviews of business project portfolios to
Airports Council International (ACI), French ensure strategy alignment. Projects are
Direction del la Navigation Aérienne (DNA), and reviewed at least twice per year to review
Aircraft European Contractors Manufacturers
progress, ensure continued alignment with
Association (AECMA). A yearly report – strategy and to ensure conformity to quality
Rapport de Activities MIM, tracks all these public standards.
relations activities. All high-level visitors, and
many of the others, received a presentation of On a quarterly basis Core Management and KPI
our activities. Standard powerpoint files for this owners meet together to review the state of the
are available to all on our internal computer balanced scorecard (see section 9a).
network, and this ensures that the same Achievements to date are examined and
message on our policy and strategy is being projected end of year results are checked to
given to all visitors. Many of the visitors receive determine if progress is on track and, if
live demonstrations of our products either in our necessary, what corrective action to initiate.
showroom or in their ‘working’ context. The During the meeting, documents are reviewed
feedback we receive from these presentations, which detail the lower level components of the
although informal, is a vital part of our strategy- KPI which are aggregated to produce the KPI
setting and effectively closes the strategy loop which appears in the balanced scorecard. KPI
depicted in section 2a. owners are clearly identified. The main
Shown below is a MS Powerpoint slide extracted responsibilities of a KPI owner are:
from the current standard presentation • owner of the associated process
illustrating the type of information shown. • yearly target proposals
• monitor and regularly report on progress
towards the announced target
• issue alert if process is inadequate and
propose corrective action.
Page 23 of 60
3 PEOPLE
Excellent organisations manage, develop and release the full potential of their people at an individual,
team-based and organisational level. They promote fairness and equality and involve and empower their
people. They care for, communicate, reward and recognise, in a way that motivates staff and builds
commitment to using their skills and knowledge for the benefit of the organisation.
All EUROCONTROL staff work at the Bretigny

site except for the small number of people on
3a People resources are planned, secondment to national administrations or
managed and improved. industry. Secondment is normally for one year
renewable. Currently there are 3 secondees: 1
at the European Commission, 2 at the
Today, the EUROCONTROL Experimental EUROCONTROL Air Traffic Control Centre,
Centre has 272 budgetary posts. Due to Maastricht, while 1 person has just returned
budgetary restrictions at Agency level, the EEC from the Mitre Corporation in the United States,
is authorisd to fill 257 of these posts. Currently, and 1 has just returned following 2 years at
252 of these posts are occupied, while 3 AENA, the Spanish air traffic services provider.
recruitment campaigns are in progress. In
addition 252 non-EUROCONTROL people were The EEC has undergone 4 major
working on site made up as follows; 178 reorganisations since 1995. Over this period,
contractors, 2 national experts, 3 interim the original hierarchical organisation has been
workers, 18 students and approximately 50 transformed into a responsive matrix. See
people working on facility management sections 1e, 2a, and Overview-Journey to
contracts. Just over half of the staff members Excellence for further details.
are French, the remainder currently being made
up of nationals of 14 of the EUROCONTROL Staff Management
member states. Of the 252 people in post, 83
are female, and 169 are male, and the The inclusion now of almost all EEC staff (229)
breakdown by grade is as follows: A – 95 (88 in the matrix, has given new impetus to the
male, 7 female), B – 91 (63 M, 28 F), C – 66 (18 development of the Staff Plan. The Resource
M, 48 F). Allocation Management Meeting, RAMM (a
forum responsible for allocation of staff to
projects and for the prioritisation of filling vacant
posts), has reviewed and revised the skill
families present at the EEC. The Staff Plan
describes the skills of each staff member and
maps these against the current utilisation of
these skills by the different Business Areas and
Business Enablers. This allows the identification
of areas where the supply and demand of skills
do not match. Furthermore, using the strategy
given in the EEC Business Plan it is possible to
predict skill requirements of the Business Areas
and Business Enablers over the next 5 years
(currently to end 2007). Turnover of staff through
retirement and requests for re-assignment are
also accommodated in the Staff Plan. The end
result is a clear plan of how the needs of the
EEC can be met over the next 5 years through
recruitment, re-training and internal mobility. In
fact in 2002, we succeeded in re-orientating 6
skills in line with the needs defined in the
Business Plan. The following table is an extract
of the current Staff Plan.
Page 24 of 60
EEC Posts (Headcount) on March 1st 2003

Frozen Vacant
Skill Family Skills Officials in post Detachment Recruitements open posts posts Nominal Posts
ATM Syst Engineering Air & Ground System Engineering 34 0 0 1 0 35

ACE + SFM CNS 9 1 0 1 1 12
Total 43 1 0 2 1 47
Information Technology IS Management 12 0 0 0 0 12
DAI + SFM Software systems 23 1 0 1 1 26
System administration 9 0 0 0 0 9
Total 44 1 0 1 1 47
Management Management 25 0 0 0 0 25
Management Assistance 18 0 1 2 0 18
Quality & methods 5 0 0 0 0 5
Total 48 0 1 2 0 51
Clearly, in order to remain useful, the Staff Plan time due to the need for EEC HR staff to double-
has to be maintained on a regular basis. It is check input made at HQ. The Director EEC has
reviewed continuously by the Heads of CoE and taken an initiative with the support of HRM to
HR at the Resource Allocation Management further decentralise data base processes, and a
meetings (RAMM). During a review of the first meeting was held on April 14 with a senior
defined skills contained in the Staff Plan which manager from HR Brussels during which a
took place in March 2003, the number of highest number of processes were identified as potential
level skills has been reduced from 36 to 19, for optimisation.
grouped for the most part by CoE.
HR processees
By using the Staff Plan to identify skill shortages,
it has been possible to develop our recruitment Many HR processes and procedures are
strategy. A list of recruitment priorities has been documented on the intranet under the "Services"
agreed, along with a timetable based on the section. The process documentation initiative is
anticipated retirements of the next 5 years. The being pursued as well as the integration of HR
posts which will become available in this period processes into the key process framework as
will be allocated according to the Staff Plan. The described in section 2d The EEC recruitment
application of this process at the EEC, agreed process has recently been updated and has
by DHR and DG, has enabled the EEC to been approved by the PMM (People
streamline the recruitment process. The fact that Management Meeting).
the EEC has the lowest rate of unfilled posts in
the Agency is evidence of the effectiveness of Staff Satisfaction Surveys
the overall recruitment process at the EEC.
Staff Satisfaction surveys have been performed
A web-based tool, ACB (Access to Business), at the EEC in 1998, 2000 and 2002. Response
monitors the EEC’s work programme and rates in the first two were relatively low possibly
budget, and supports the application of the Staff due to the design of the survey and concerns of
Plan. As well as containing information on all the confidentiality. In 2002 a standard Agency
active projects of the EEC, the ACB tool is survey was used and measures taken to assure
available to track which staff are assigned to anonymity of all respondents. The result was an
which projects and over what duration. The exceptionally high return rate of 85%: which is
allocation of staff to CoEs is extracted from the one of the best in the Agency. Results are
HiRIS data base. Project Managers can also use communicated to everyone through reports
the tool to note their requirements in terms of posted on the intranet and through presentations
resources. at all staff meetings, management meetings, and
at a Weekly Information Corner. Improvement
HR Tools actions are derived and all people are
encouraged to participate in improvement
The HR database HiRIS, is updated by HRM projects. The next survey at the EEC will take
and maintained by the AMI support service. place in Quarter 3, 2003. Results of staff
Graphical presentations of the staff satisfaction surveys are provided in section 7a
demographics are updated weekly on the EEC
Intranet. Human Resources Management Unit
The data base contains comprehensive
information on staff members. However many of HR processes at the EEC are owned by the
the processes are managed by Headquarters, Human Resources Management (HRM)
which leads to some inefficiency in terms of lost Business Enabler (BE). These processes
Page 25 of 60
include Recruitment, Training and Staff of the Training Plan is to identify training needs
Management. The unit shares the management according to strategic requirements, while at the
of processess with the Core and Middle same time, recognising individual training needs.
Managements as appropriate. The link between the Business Plan, the Staff
With a view to improving its service to internal Plan and the Training Plan is being
customers, HRM requested an internal audit of consolidated, leading to the development of a
its activities and services. A series of interviews more coherent and planned training strategy. In
of a sample of staff members was carried out by Parallel, a Task Force has been set up to
a staff member with experience in Continuous monitor training effectiveness.
Improvement. The results of the survey were
presented to all staff at a Weekly Information Staff are encouraged during the Performance
Corner in January 2003, and the complete report Appraisal process (see this section below) to
is available on the Intranet. think about their training requirements. These
HRM is committed to addressing the findings of requirements are fed into the training plan.
the survey, which although not of a statistical
nature, nevertheless highlight areas for Finally, all staff have access to training support
improvement. As a quick win, the Staff via the Educational Assistance and Scholarship
Management office now has published opening programmes. Currently 3 staff are availing of the
hours each morning during which staff may support provided by the Scholarship scheme to
come with questions and problems of an follow higher educational courses such as MBA.
administrative nature. This initiative has allowed Staff who wish to undertake study in their own
the HRM staff concerned to better manage time are encouraged to do so if the nature of the
workload by having un-interrupted time in the study has relevance to their professional
afternoon, and so being able to deal more development. They receive financial support
rapidly with routine tasks from the training budget and are entitled to time
off work for the preparation and sitting of
examinations.
3b People's knowledge and The Performance Appraisal process

competencies are identified, developed Annual Performance Appraisal has been
and sustained systematic at the Eurocontrol Agency since
1998 although there has been some evolution in
the process used. In fact it was the EEC which
Matrix Organisation
initiated the pilot scheme of Performance
Appraisals in 1996. Prior to that date there was
See also sections 1b and Overview-EEC
a system of annual notation but no formal
Organisation.
dialogue. The pilot scheme was adopted and
developed by the Agency into the current
One of the main reasons for the first major re-
procedure which entails an interview and written
organisation of the Experimental Centre was to
report. The regulations specify that each official
better manage and develop the competencies of
must have an appraisal every two years. In
those working here. The key element in meeting
practice, appraisals take place at least once a
this goal is the Centre of Expertise (CoE).
year. A guide book has been produced by HR
Whereas staff are allocated to one or more
Directorate and training courses for Appraisers
Business Areas or Business Enablers for their
provided. All staff participate in the process
day-to-day work also belong to a CoE, according
except those who would be retiring in the next
to their area of competence. The Head of the
12 months. This point was raised in the Feeback
Centre of Expertise (HoCoE) is responsible for
Report as an area for improvement, and should
the long-term career management and personal
be compensated to some extent by the recent
development of each staff member. In addition,
introduction of exit interviews for retiring or
the HoCoE has the role of anticipating the CoE’s
resigning staff. In 2002 90% of performance
requirements in terms of skills and knowledge,
appraisals were completed, the highest
and ensuring that staff are trained appropriately.
completion rate in the Agency. As a result of
These requirements are then fed into the Staff
benchmarking with EUROCONTROL
Plan and Training Plan respectively.
Luxemburg (IANS), mid-term performance
appraisal is encouraged and is widely accepted
The Training Section
by the Heads of CoE as a means to have more
continuous dialogue with their staff.
The Training Section is a unit of HRM and is
There is an increasing appreciation among staff
responsible for the development and
and managers of the benefits of a well-
management of the EEC Training Plan. The aim
conducted Appraisal process.
Page 26 of 60
and on Wednesdays. This initiative, called the

Eurokids project, is further described in section
3c People are involved and empowered. 8a below.
Director's Policy facilitates involvement Unions

Since his arrival in the EEC the Director has Two unions are currently recognised at the EEC.
insisted on the importance of openness and It is EEC policy:
visibility with a view to encourage people to be 1. to enable the unions to function effectively
involved and to facilitate empowerment. Staff for the benefit of the staff and of the EEC in
Representatives (see Staff Committee below) general
are present at certain management meetings 2. to develop and sustain a meaningful and
and participate in the development of processes constructive dialogue between management
and procedures. For example the Staff and unions.
Committee participated in all meetings dedicated Union meetings are held during working hours:
to the Agency Job Management project (see one annual general assembly, and ad hoc
3e). meetings on particular topics as required. The
All senior managers operate an open-door unions are an essential partner in the social
policy. Their electronic agendas are public, and dialogue between staff and Agency. There are
are regularly consulted by staff. on average 4 consultation meetings per year
between DEEC and the unions at the EEC.
Involvement of people in re-organisations Finally the unions are allocated a slot at the
Staff have fully participated in the definition of all twice yearly all staff meetings and at the
re-organisations. For example, during the 1995 quarterly EMM. They are also permanent
re-organisation, staff were freely invited to sign- members of the PMM.
up to the CoE of their choice. A Working Group
comprising a broad range of staff managed the ECCG
most recent re-organisation of 2000. A similar The ECCG is described in sections 1c and
Working Group was tasked in November 2002 to Overview-Governance above. An EEC staff
review the effectiveness of the new EEC representative who is elected by EEC staff at the
structure. The so-called Think Tank was same time as the Staff Committee elections,
supported by an external facilitator and attends the ECCG meetings and reports back to
produced a series of recommendations which staff by means of a newsgroup posting. This is
have since been implemented in the latest re- an important way of involving staff directly in
organisation which came into effect in January stakeholder consultation.
2003.
Suggestions Box
Staff Committee The suggestions box, started in June 2000, is an
Members of the local Staff Committee (SC) are important vehicle to stimulate staff to formulate
elected for a two year period. The SC is made and propose improvements. It is recognised
up of 2 representatives of each of the three staff that staff on the front line are best placed to
categories (A, B and C) elected by secret ballot identify opportunities for improvement.
of all staff. Suggestions are managed by an intranet
The SC is a permanent member of the application and everyone can monitor
Personnel Management Meeting (PMM), and suggestions which have been proposed and
participates as an observer in the EEC their implementation state. A suggestions board
Management Board (see section Overview- comprising staff volunteers, a representative of
Governance above) and it may be asked to the staff committee, and a representative of core
speak and express its opinion on particular management, facilitates the implementation of
subjects. The policy of the Director is to suggestions. The best suggestion, elected
encourage the participation of the SC wherever annually by an all staff vote, receives recognition
possible. The result of this is SC participation in with a certificate and prize which is presented by
the promotion procedure, the recruitment of new the Director at the all staff meeting in June.
staff and in the Centre’s ad hoc Working Results are provided in section 7b below.
Groups. In fact, the SC’s participation in the
recruitment process was an EEC initiative which
has now become standard Agency practice,
despite resistance from other Directorates.
The SC initiative to provide crèche facilities
during the summer vacation has been a great
success and now runs during all school holidays
Page 27 of 60
The EEC makes active use of its Intranet. The

3d People and the organisation have a EEC’s home page comprises a list of
dialogue. forthcoming events, latest news and
publications. Given the amount of information
Communication available on the EEC Intranet, we know that staff
in Head Quarters regularly log on to our site to
The three pillars of the EEC’s internal receive the latest information on a wide range of
communication are 1. Informal communication, Agency issues. There are regular and frequent
2. Management meetings and 3. Publishing and debates on the internal newsgroups. Moderators
electronic communication. have been assigned to each newsgroup. These
are staff members whose role is to generate
The objective of informal communication is to discussion and ensure that replies are given to
promote informal exchange of information and any questions raised. A current objective of the
open discussions by providing opportunities for MIM team is to measure the numbers of staff
staff to meet and discuss in the Cafeteria, the reading each Newsgroup. This becomes
Canteen, through the AIPE clubs and activities, possible with MS Outlook. The EEC has recently
in the Language courses and in Conferences taken the initiative to produce two publications,
open to all staff. the Experimental Centre News for external
circulation and focusing on ATM issues, and an
The management meetings are: internal newsletter, EEC News. Each edition of
CMM: Core Management Meetings occur every the EEC News contains a number of features
2 weeks with additional ad hoc meetings as and includes an interview with a member of staff
required. Participation is limited to the Core who may be a new arrival, somebody who may
Management and special invitees depending on be leaving us shortly or somebody with an
the agenda. interesting project to describe.
EMM: Enlarged Management Meetings occur
quarterly and include all the management of the Communication Channels
centre (CM, HoCoE, BAM and BEM and Co-
ordination Units). These are information An Internal Information Monitoring Group has
sessions where the Core Management reports been set-up, and a Weekly Information Corner
the strategic and political situation. takes place on most Tuesdays outside of holiday
WMM: Work-programme Management Meetings periods. Attendance at the WICs varies
are held every two weeks as a forum for according to the subject, however the
discussion for BAM and HoCoE. accumulated average attendance so far in 2003
BEMM: Business Enabler Management is 59, with a high of 155 and a low of 33.
Meetings occur every 2 weeks for the managers
of the Business Enablers. The management open door policy referred to in
PMM: People Managers Meeting occur each section 3c above also provides a valuable
month. The attendees are the HoCoE and HRM communication channel between management
plus Staff Committee and Union representatives. and staff.
These meetings discuss general HR issues.
3e People are rewarded, recognised and
RAMM: Resource Allocation Management
Meetings are held every two weeks to discuss cared for.
project resourcing and specific instances of HR
policy e.g. the recent Job Management process Promotions
was treated in this meeting. The meetings are Working conditions and remuneration at the
attended by the HoCoE and HRM only. EEC are good. Levels of staff satisfaction are
high compared to other benchmark
An all staff meeting is held twice yearly in June organisations. However there is some discontent
and December, and all Centres of Expertise hold with the rewards and recognition possibilities.
monthly meetings. Currently, the only means to reward good
performance is through the annual promotion
The objective of publishing and electronic process. The Agency allows for a maximum of
communication is to develop and maintain an 20% of promotable staff to benefit each year.
integrated information system for the EEC based However the availability of promotion ‘slots’ is a
on the principles that non-confidential function of the number of budgetary posts
information should be accessible as early as available in each grade. This has led to
possible, and that all staff deserve trust and imbalances between grades, whereby for the
should be informed. most part, there have been more promotion
Page 28 of 60
possibilities at A grade level as compared to B with quarterly reviews of the impact of this way
and C grades. This has led to some frustration of working on the staff member and his
especially at the lower grade. The EEC has colleagues. Staff are allowed to work at home
made considerable effort in the past to rectify for a maximum of three days per fortnight.
the perceived imbalance in the number of Others also benefit from ad-hoc home-working
promotions given to A-grade staff in comparison which allows staff to work in this manner on up
with B and C grade staff. The Director EEC and to 30 days per year and for specific tasks.
the Staff Committee attach high importance to Results are provided in section 8b below.
ensuring as far as is possible, an equitable
distribution of promotions across the grades. Building improvements
The contribution of staff to collective activities
outside their normal professional activities are The EEC building was completely renovated
taken into account as secondary criteria for over a period of 2 years from 1998 to 2000. The
promotion. The EEC ensures the greatest working conditions are now excellent, and in the
possible level of openness in how the process is latest phase of improvement, an air conditioning
handled locally and continues to support efforts system was installed in the area known as the
to have the process revised at the Agency level. extension which was built in 1995. Another
simple but effective innovation has been the
Job Management installation of water fountains in all conference
rooms.
The objective of this project is to develop clear
and standardised information on all Agency jobs, Environment and social responsibilty
and to ensure that individual staff members are
assigned the grade which corresponds to the To promote world environment day on June 5 a
actual work they are doing. The principle series of exhibitions and events is being
outcome from the first phase of the project is organised. The aim is to raise the awareness of
that about 60 staff should benefit from an up- environmental issues amongst the people
grade. This further indicates the principle of working on the Bretigny site:
empowerment which exists at the EEC, whereby § an art and photography competition for staff
capable people are allowed to take on and their children
responsibilities which would normally § promotion of public transport with an extra
correspond to a higher grade. shuttle
§ exhibition on water and the environment
Safety at Work and Welfare Officers § "bio" products stand
The EEC had a Welfare Officer under contract at § "bio" meals at the canteen at lunchtime
the EEC from 1996. In 2001 this position was § visits to the local waste disposal/recycling
made into an Agency post. The Welfare Officer site
is active in the integration of newcomers but is § films on ecology themes in the auditorium
also available to all staff with personal or family
difficulties. The first full-time Welfare Officer is
no longer with the Agency and a recruitment is
in progress to fill the vacancy.
A post was also created for a Safety and
Prevention and Protection at Work Officer.
Several benefits have already been seen such
as regular fire drills, and staff are being trained
as fire wardens and first aiders.
Flexitime and Home-working
The EEC operates a system of flexible working

hours. The system is popular with most staff as
it allows the recuperation of 1 day’s overtime per
month as a leave day, and allows flexibility in
start and finish times. Flexitime is managed at
the unit level.
A pilot study of the use of home-working was run

during 2001 with 5 staff volunteers participating.
In 2002 the pilot scheme has been extended
Page 29 of 60
4 PARTNERSHIPS AND RESOURCES

Excellent organisations plan and manage external partnerships, suppliers and internal resources in order
to support policy and strategy and the effective operation of processes. During planning and whilst
managing partnerships and resources they balance the current and future needs of the organisation, the
community and the environment.
mainly at the suppliers’ sites. This encourages

our Industrial partners to understand our needs
4a External partnerships are managed and focus on deliverables. It also tends towards
a ‘level playing field’, since proximity to EEC is
no more an advantage.
Strategic Partnership
Simulation Partnership.
The Experimental Centre Consultation Group A Simulation Partnership Scheme was
(ECCG) is the main general forum for consulting established in 1997 in order to make use of
EEC stakeholders and for building and existing simulation capacity in Europe when that
strengthening strategic partnerships. See of the EEC is not sufficient to meet EATMP
section Overview-Governance above. The requirements. Under this scheme simulations
ECCG has met 7 times between May 1998 and have been run for Portugal Oceanic at NATS
April 2003. and for RVSM at ENAC, DFS and Skyguide.
An EEC Strategy Task Force of 10 EEC staff Industrial Partnership and Industrialisation
was created in July 2002 to define a strategy for Policy
the EEC that would benefit the whole ATM A report on the relationships between the
system. It reported in October 2002 with the first Agency and Industry was produced in1997 by
version of the ‘Proposed EEC Strategy’ for the Industrial Policy and Supplier Relations Task
presentation and discussion at ECCG in April Group. The EEC contributed to this work and
2003. The report formed the basis of a subsequently built on this foundation in order to
reorganisation of EEC Core Business carried out develop its own industrialisation policy. An EEC
st
in the 1 quarter of 2003 and approved by the Task Force on Industrialisation Policy was set
Director General. Version 5 of the EEC Business up from October 1997 to April 1998 to evaluate
plan will be based on the agreed strategy. the different options to be considered for the
deployment of R&D products by industry so that
The principal feedback on EEC performance proper support, maintenance and training would
from strategic partners comes through the be ensured by industrial partners. Its report was
stakeholder/market survey. See section 2a endorsed by ECCG in November 1998.
above. Results are provided in section 6a
below. The development of partnerships with industry is
now a cornerstone of EEC strategy. The EEC
Business Plan contains an action to further
develop co-operation with Industry. The EC-
Forming value added supply chain th
sponsored 5 FP and TEN-T projects encourage
partnerships the involvement of Industry in the specification
and development of EEC simulation platforms.
Framework contract A framework was defined in co-operation with
Since 1996 the EEC procures external the legal service of EUROCONTROL HQ to
assistance using a ‘framework contract’ with address licensing and intellectual property rights
industry consortia. The objective of the contract issues. A standard licensing agreement was
is to set up partnerships with the consortia that developed that can be used most cases. This
are able to provide support to EEC in the EEC policy was widely presented to and was
execution of its work programme. This well received by industry.
arrangement has reduced the time to let a
contract to an average of 6-7 weeks. The A notable success of the industrialisation
contract is renewed every 3 years the most strategy was the AudioLAN product, an
recent being April 2002. innovative venture exploiting voice-over-IP
technology, which is now commercialised with a
The emphasis in using external assistance is
increasingly on fixed-price tasking undertaken
Page 30 of 60
non-exclusive licensing agreement via more

than five separate companies.
AECMA
The monitoring of the industrialisation approach The European Association of Aerospace
has been reinforced since the end of 2000 by Industries (AECMA) represents the aerospace
initiatives to create dedicated user groups. The industry in Europe in all matters of common
AudioLAN user group gathers seven user interest. EUROCONTROL and AECMA
establishments (EEC, MUAC, IANS, CRDS, established formal working relations through a
ENAC, DFS and ENAV). The group’s objective bilateral steering group. Its aims are to identify,
is to ensure that an adequate level of propose, promote and monitor joint initiatives
development and support is provided for the aimed at preparing a joint Master Plan for a
product through appropriate outsourcing of pragmatic implementation of the European
effort. It meets 4 times a year. Single Sky.
The ECAPE User Group was formed in 2002 to Boeing

gather the users of the ESCAPE real time The Boeing Company has taken the view that
simulation platform (EEC, MUAC, IANS, CRDS, congested skies and inefficient ATM will hamper
SICTA, and two ANSPs). The group meets x market growth for commercial airline sales. The
times per year. A Service Level Agreement company has consequently created new
(SLA) between the EEC and the CRDS has business area committed to the development of
been drawn up. The support for the distribution an efficient and secure ATM system. The
of the simulation platform is provided by EUROCONTROL Experimental Centre has over
EEC/SFM. The service includes the provision of the years established excellent working relations
a hotline and a problem reporting channel. with Boeing through the exchange of staff and
through the development of aircraft performance
The objective of the ERIS business area is to modelling.
provide an industry based reference validation
platform and integration facility to EATMP and EUROCAE
EC validation projects. The outsourcing
The European Organisation for Civil Aviation
approach has been used to provide external Equipment (EUROCAE) was formed at
components to the main platform (Flight
LUCERNE on the 24th April, 1963 as a forum
Management and Trajectory Prediction: INDRA,
where administrations, airlines and industry
Arrival Management: Barco/Orthogon,
could meet to discuss technical issues.
Integrated Datalink Server: ThalesATM).
EUROCAE minimum performance specifications
for airborne electronic equipment (MOPS)
ERIS is based on the development of the documents are considered by Joint Aviation
AVENUE standard created between 1998 &
Authorities (JAAs) to be referenced by the JAA
2001 in the context of a project sponsored by
Joint Technical Standard Orders and other
the European Commission. This has led to an
regulatory documents. The main European
EEC/Industry/ANSP partnership around
administrations and the main aircraft and
commonly agreed simulation architecture and equipment manufacturers are members of
interfaces.
EUROCAE and actively participate in the
Working Groups, which prepare these
specification documents. The EUROCONTROL
Experimental Centre actively participate in some
of the working groups:
WG61 : standardisation of intra-centre
architecture. EEC participation includes drafting
the development plan, participation to meetings
and will also include contribution to technical
standardisation. In principal WG61 will use
AVENUE as the basis for architecture
standardisation.
WG59 : Interoperability. Primarily concerned

with the standardisation of FDP interoperability,
using the ODT as the basis for most of the
requirements. EEC participates in meetings.
There is a strong connection with AVENUE.
Page 31 of 60
WG51 : Automatic dependant Surveillance. complex cross-Agency project since expertise

Primarily concerned with the use of broadcast was drawn from most Agency services. The
communication for increased airborne EEC Core management Special Advisor led the
surveillance information, the EEC participates in project. The EEC was well placed to lead this
the context of Airborne Situation Awareness project to set up the new ATM R&D centre since
Systems (ASAS). the EEC is regarded as the leading ATM R&D
centre in Europe.
Gate-to-Gate
th
The CRDS is now running a simulation
In 2002 the EC 5 FP Gate-to-Gate project programme in support of CEATS. The EEC has
started work. This project brings together EEC, also helped the CRDS to initiate research
Industry (INDRA, ThalesATM, Alenia Maconi, activities and partnerships, including
BAE, Airbus and Sextant), ANSPs (DNA, AENA, collaboration with of Belgrade University. The
ENAV, DFS, LFV) and R&D Centres (NLR, CRDS is expected to provide synergies and
CENA). The project will develop and validate contributions to the overall ATM R&D effort and
operational concepts including departure, en- to the opening of EUROCONTROL to central &
route and arrival management. It will also Eastern Europe
develop a reference validation platform using
AVENUE standards. European Commission Projects and
Relationships.
Ensuring cultural compatibility Since 1995 the EEC has been extending its
relationship with the European Commission
through participation in successive framework
Management training applied throughout the programmes for research and development.
Agency helps management and project leaders
to be responsive to multicultural aspects in The EEC successfully negotiated in 2001 its
th
projects and working groups. This training has participation in eleven new projects of the 5
been reinforced at the EEC by the unique EEC Framework, TEN-T and Thematic Networks
language training policy. Knowledge of foreign projects as peer to the principle research
languages is an important enabler of institutes and to major players in the European
multicultural understanding. Courses at all Aeronautics supply industry. These projects
levels in the principal European languages are further strengthen the strategic development
organised at the EEC. The courses are open to orientations of the EEC’s business areas.
everyone working at the Bretigny site.
The accession of the European Community to
EUROCONTROL in 2002 further strengthened
the partnership with the EEC. Throughout 2002
Supporting mutual development
the EEC continued to work on the following 11
EC projects: AERONET II, EVP, LEONARDO,
Internal partnerships
TALIS 2, ASAS-TN, Gate to Gate, NUP II,
The activities of the EEC directly contribute to
Wakenet 2, ATC Wake, HYBRIDGE,
the agency programmes and are developed in
SAFESOUND.
close co-operation with the corresponding
sponsors (EATMP, MUAC, CRDS, IANS, CFMU,
Research Partnership
PRU, SRU ..).
Specific partnerships are established with peer
research establishments. Research topics are
These partnerships are formalised and
selected that may include collaboration on
supported by agreements such as EATMP
specific products or work on operational
Project Delegation Agreements, Service Level
procedures and methods.
Agreements and Project Charters. Progress is
reviewed with sponsors at regular intervals.
Particular fields of co-operation were identified
with CENA. A co-operation agreement has been
CRDS
established between the EEC and CENA that
The EEC led the Agency project to implement
has allowed mutual progress and development
the CRDS in Budapest. The CRDS is one of the
of tools such as the COSAAC ATFM simulator. It
support units of CEATS, which will establish a
has also resulted in collaboration and exchange
regional ATC system in central Europe. The
of staff as in the context of the CARE ASAS
CEATS ATC centre will start operations in 2007.
project. The Directors of both establishments
meet each year to monitor the co-operation.
The CRDS implementation project started in
1999 and was completed in 2001. It was a
Page 32 of 60
The EEC has started a cycle of visits to its peer The EEC also receives requests from trainees
research establishments in order to complement who wish to take part in our activities. An
the mutual information and actions. Results are internal committee makes the selection of
provided in section 9b below. Such visits are an candidates. Results are provided in section 8a.
opportunity to inform partner establishments on
the strategy and the work programme as well as Other contacts with universities are taken by all
getting direct feedback on the approach. The business area managers on subjects of direct
contact allows to better position the EEC concern to their activities.
business plan prior to presentation to the ECCG.
The Innovative Research Advisory Board was Creating synergy in working together to
set up in 2002, comprising three external improve processes and add value to the
prominent scientists and experts, among which customer/supplier chain.
1 University Professor from the US, and 1 Head
of National Research Center in ATM from
Europe. The board is functioning and provides The EUROCONTROL Agency has developed a
input to all proposals and theses. series of Action Plans in co-operation with the
US FAA. The EEC contributes to the planning
Generating and supporting innovative and implementation of these co-operative
and creative thinking through the use of actions in all areas of common interest. The
partnerships topics covered include: ASAS, VDL, Decision
Support Tools, Flow Management, ATC Working
Methods, and Wake Vortex. The practical
Research Co-ordination. development of the co-operation is performed
A research and development review process through Technical Interchange Meetings, which
exists in the Agency in the form of the R&D allow an exchange of views as well as sharing of
Review Group. Although this process is data, methods, and software. The overall
currently being revised, the data gathering process is monitored twice a year through
process which is the key element of the review meetings of a dedicated R&D Committee
is still in place under the form of the ARDEP including staff from the two Agencies, FAA and
database. The EEC contributes to the provision EUROCONTROL.
of data to ARDEP.
The US/Europe ATM R&D seminar, which
An annual review, led by EUROCONTROL convenes every 18 months, is another forum
headquarters, of the ARDEP data is conducted where the ATM community exchanges research
by all R&D establishments. ARDEP web site: results. A selection committee examines and
http://www.eurocontrol.int/ardep. selects research papers for inclusion in the
seminar. The papers are made available on an
A similar framework (ARDA) to ARDEP has Internet site managed by the EEC.
been established in the US by the FAA to collect
information on Aviation R&D in the US. This
action is co-ordinated with EUROCONTROL and
includes a common classification by domains of
European and US R&D. 4b Finances are managed
University partnerships. Financial Planning

Contacts are maintained with universities of The budget of the EEC is prepared annually
potential interest due to their specific fields of based on a cycle applied to all directorates of
knowledge. Study topics fall generally into three the Agency. A five years budget proposal is
areas: in-depth studies in a PhD context, study elaborated on the basis of the business plan and
of specific topics (such as optimisation) and therefore based on EEC strategy. The draft
exploratory experiments. budget is reviewed by the ECCG and endorsed
by the EEC Management Board before being
The R&D conducted in co-operation with submitted to the EUROCONTROL Advisory
universities is reviewed by an internal EEC Financial Group (AFG). The proposal is made in
group that examines the progress of co- October of Year N for the plan starting in Year
operation topics and reviews the requests for N+2. The budgetary envelope for the whole
PhD work. Results are provided in section 9b. Agency is examined in May of year N+1.
Adjustments are made in the period May-
October and the first year of the plan is
Page 33 of 60
approved by the Agency governing bodies deliverables by expense managers and project
based on the AFG proposal. leaders.
Financial Regulations Financial Relationship with sponsors

The application of the financial regulations of the Many projects of the EEC are co-financed with
Agency is guaranteed at the EEC by procedures funding from sponsors either internal or external
and tools developed to facilitate their direct use to the EUROCONTROL Agency (EATMP,
by expense managers. The definition and use of CFMU, CEATS, FAA, ENAV, PRU, MUAC, STS,
the EEC financial procedures and tools is and EC). Support is provided by the Financial
facilitated by the Financial Tools and Regulation Planning and Analysis unit in the monitoring of
Interface (FTR) unit, which also monitors the the associated budgets as well as in establishing
consistency of their application. relationships at financial level with the sponsors.
The Local Procurement Review Group (LPRC) A specific support is provided in all aspects
meets weekly to review procurements in order to linked to the management of contracts with the
verify that financial regulations are followed and European Commission. This support covers the
procurements are in line with EEC strategy. The preparation of formal responses to call for
LPRC regularly issues process measures. proposals, setting up of contracts, and setting up
of cash flow. In addition, support is given to
The Financial Unit of the EEC operates as a facilitate relationships with consortia members.
service to Project Leaders/Expense Managers,
in the implementation of procurement requests. Missions Office
Approval of the agreed procurements is given by
designated officials from the Core Management, The provision of a travel service for EEC staff
or the head of the financial unit, or by the missions has been outsourced to a travel agent
Director of the EEC depending on the amount of under the framework of the Agency Travel
the procurement. The Technical Manager Policy. The fixed costs of the travel agency are
confirms that a service or good has been financed by EUROCONTROL, while as a
delivered according to contract. After counterpart, the commission obtained by the
confirmation, the accounting department pays agency is refunded to EUROCONTROL.
the invoices.
In order to facilitate the reimbursement of
Budget Monitoring mission expenses to staff, an agreement has
The use of the budget is monitored though a been signed with a finance company, which
series of quarterly budget checkpoints. Initial provides staff with corporate individual credit
budget allocations to expense managers are cards. An extensive partnership in this area
based on the agreed annual allocations derived would facilitate the invoicing of mission
from the Business Plan and hence from the Five expenses.
Year Plan. Budget checkpoints are based on a
number of indicators showing the performance
of payment planning and the use of the allocated
budget to date. Credits allocated are 4c Buildings, equipment and materials
renegotiated based on new planned needs and are managed.
cash flow planning and financial performance to
date. The ACB tool has been updated with Infrastructure management
features allowing Project Managers to enter their Most aspects linked to buildings, equipment and
own Planned Payments. materials are managed as outsourced projects
monitored by the TIG unit.
Cash flow management
An increasing level of performance in budget st,
Since January 1 2001, for a period of 3 years,
consumption has been achieved since 1996. the EEC building maintenance has been let to
Once contracts are passed with service an external company. This single outsourcing
providers, the payments can be monitored contract replaced over 30 individual contracts.
directly by the expense managers through the
The contract covers air conditioning, purification,
ACB. The ACB has in 2002 been enhanced with power etc. The company keeps a
reports showing budget allocation, usage and representative permanently at the EEC site, and
payments The actual payment of services and a team of four people, which can be extended to
goods is subject to a validation process initiated ten people, can be called on if required. The
by the financial services who seek approval of problems are managed using a GMAO system
(Computer Assisted Maintenance Management)
Page 34 of 60
which allows the monitoring of problems and projects and it monitors progress during the
provides maintenance checklists for each piece implementation phase.
of equipment on the basis of information
gathered during the renovation of the building. A During 2002 a contracts were let to install air
hotline service is provided using a generic email conditioning in the so-called extension. As well
address, and problems are tracked and solution as the installations themselves, work was done
reports are provided to the initiators of requests. to provide temporary accommodation to staff
It is planned to introduce a more direct interface and to move them out and back in stages so that
with the GMAO system on the Intranet, which work disruption was kept to a minimum.
will provide more widely visible feedback.
Transport and Mail
Building reconstruction, evolution, The TIG unit manages EEC Service Vehicles,
maintenance which is in charge of the monitoring of their use
The EEC building renovation was initiated in and their maintenance. More extensive
1998 following an expert examination regarding transport requirements, for example to transport
conformity to building regulations. A staff the controllers participating in real time
monitoring group was created in order to simulations, are also managed by TIG.
guarantee that staff opinions and interests were
taken into account. Although the reconstruction The handling of mail and parcels has been
was heavily constrained by the initial structure of contracted to an external company, which also
the building the facilities were designed to allow assures the internal mail distribution.
high degrees of synergy and interaction within
the building. The renovation was successfully Print shop service
completed, within time and budget, in July 2000. Since September 1999, the printing facilities of
The renovated building was inaugurated on 29 the EEC are provided under an external
September 2000 in the presence of the contract. This includes:
President of the EUROCONTROL Permanent • a printshop facility onsite for large print
Commission, the French Minister for requests;
Infrastructure, Transport and Housing, the • a number of self-service print facilities by
President of the EUROCONTROL Provisional means of networked printers/copiers;
Council, the Director of the European • the management of supplies (paper, toner).
Commission's Air Transport Directorate, and the
EUROCONTROL Director General. Staff previously allocated to the printshop were
reallocated to other tasks.
New infrastructure projects are managed
depending on the magnitude of their funding. During 2002 a project was initiated and
For projects over 100K€, it is considered that the completed to replace all network printers.
corresponding proposals should be aligned and
reflected in the Business Plan. Once validated, Meals and refreshments
and the budget agreed, initial contracts may be During the building renovation, meals and
initiated to prepare technical requirements, with refreshment facilities were created which would
possible sub-contracts to address specific facilitate and encourage staff to mix and meet in
requirements issues (security, supervision). An informal surroundings. This increases formal
overall consultation for the main project is then and informal information exchange and fosters
launched on the basis of the technical internal and external communication. A large
requirements. and attractive cafeteria is located in the central
area of the building, close to the atrium, meeting
Smaller infrastructure projects, up to 100K€, rooms, and showroom. This is the place to meet
(which may concern limited improvements to the people from outside the normal professional
infrastructure) can be initiated on the basis of a circle and the place to meet and talk to visitors.
request formulated to the TIG unit, which enters The second informal meeting point is the
in a cycle of budget allocation and execution, modern canteen, which is also situated near to
most generally through an external contract. the centre of the building complex. The catering
service is outsourced, and provides lunch to
To ensure that staff concerns and expectations over 250 people each day, including visitors. A
are taken into account wherever possible, a separate room, which anyone can reserve and
consultation group of staff representatives has use, is available for small groups.
been created: Groupe de Co-ordination
Infrastructure (GCI). This group is consulted General Support
during the initiation phase of infrastructure
Page 35 of 60
General support is provided through specific

contracts with external companies, which are Equipment
monitored by the TIG unit. One example is the The IT systems of the EEC are managed by the
reception desk service. Tools were either ITM unit, which establishes the data processing,
designed or made available at the reception to needs in line with the business orientations of
improve its efficiency. These tools include the the EEC through dialogue with the Business
web access to the Intranet where the daily Areas and the Centres of Expertise. Policy and
events are published, and an access to a strategy are documented in the IT Strategy
specific interface allowing recording and keeping Document. ITM also provides support to
in contact with current visitors to the EEC. projects in defining their needs in IT systems,
and solving usage problems. The ITM unit
Cleaning of the offices and common space is assists in the preparation of acquisitions through
also provided under contract. A quality check price enquiries and preparations of calls for
procedure is being defined. Part of this service tenders. A large proportion of the IT budget is
is a continuous cleanliness check during the dedicated to maintenance contracts and
daytime, which also allows reporting of defective licences which require a significant monitoring
equipment to the infrastructure team. effort. An inventory of all equipment and
licences is maintained.
Office and workspace management and
allocation of office tools are facilitated by an The computing facilities of the EEC have
Intranet application, which allows indicating and dramatically evolved over the past decade in
monitoring of new planned arrivals. External keeping with technological advances. The
staff performs necessary furniture removals original central IBM mainframe, used for batch
under a specific contract agreement, which processing, gradually evolved (1992-1995)
allows a removal to be performed within 72 towards the General Computing Facility (GCF)
hours. which added local area networks, a Novell
system, PCs for general purpose computing,
Security and Unix workstations for technical work. The
The protection of EEC premises is covered by a mainframe was finally decommissioned in 1997,
security service contract. Security measures to leading to a fully distributed network computing
be applied by the security company are defined facility.
in a handbook written by the TIG unit.
In 1999 the entire IT service was outsourced
The access to the building is monitored by video and staff were reallocated to core business and
cameras. Security staff initiate actions support tasks. The reliability and efficiency of
according to the security procedures. Access to the service has increased significantly. Overall
the recorded video information is restricted and system availability is now close to 100% and
can be viewed only by the Security Officer in the problem solution times are well within the targets
presence of the Staff Committee chairman. set by the service level agreement, 4 hours for
level 1 problems, and 8 hours for level 2
Safety problems. The IT service provision contract was
The Service Prevention and Protection at Work awarded for a period of 3 years. The IT contract
(SPP) provides assistance and advice to define is monitored by means of various procedures
and implement the Prevention and Protection at and meetings:
Work policy. The SPP assesses risks at the • The evolution of systems is jointly
EEC, and supervises the application of the elaborated between the contractor and ITM
policy defined by the Central Service for in technical meetings;
Prevention and Protection at Work, in co- • A Pilot Committee meets monthly to check
operation with the EEC Director or his the contract status, examine on-going
representative and the Local Committee for problems and user requests, examine the
Prevention and Protection at Work (CLPP). evolution of the equipment stock;
• A strategic committee meets annually to
The 2002 SPP programme is as follows: review the overall status of the contract and
• to further develop a prevention and control evolutions.
protection at work policy at the EEC; • A Users Committee meets every 2 months
• to follow the implementation of the with the objective to review the IT strategy,
regulatory mechanism concerning the to propose evolutions, and discuss and
management of prevention; validate IT approaches.
• to develop a prevention culture EEC-wide
(staff and contractors).
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The procedures dealing with the services 4e Information and knowledge are
provided are being progressively documented managed
and published through a web site on the
Intranet, as part of the quality improvement effort
of the EEC. Knowledge management.
Both the Think-Tank initiative of 2001 and the
The ITM unit in co-operation with its Peer feedback from the 2002 EFQM self-assessment
Agency unit, DF/MIS, manages specific pointed out the lack of a knowledge
information technology projects. Such projects management policy and system at the EEC.
have included Agency wide corporate tools such This is of special concern to the EEC because of
as electronic mail and calendar, information the probability of early retirement which will
security systems. The governing body at the result in much knowledge being lost, and
Agency level is the Corporate Information because of the large number of contract staff
Systems Committee (CISC). working on key projects.
During 2002 the ITM unit conducted an internal To respond to these concerns the EEC has
satisfaction survey. The results of this will be launched a knowledge management study
examined and needed improvements supported by a specialist consultant to see what
implemented starting in 2003. approach to knowledge management would best
fit the EEC situation and needs. The EEC is
determined to take a very practical approach.
4d Technology is managed Initial conclusions of the study will be available
in July 2003. A questionnaire has been issued
Managing technology - Technology watch. to senior and middle management to start to
All business areas and units where it is relevant map the current state of knowledge at the EEC.
monitor the evolution of technology. In the
External communication
domain of large ATC screens and simulation
equipment, a common EUROCONTROL policy
including CRDS and EHQ has been elaborated The creation of a Marketing and Information
with the aim to set up a framework agreement Management unit in 1999 has contributed to an
for the procurement of simulation equipment. overall reflection on how marketing approaches
could be relevant to a research establishment
Leading edge technology such as the EEC. Although most of the
Advanced display technology is monitored for its stakeholders and partners are well known in the
potential applicability in the fields of ATM. ATM environment, the reflection around the
Exploratory projects involving 3-D visual and preparation of regular stakeholder surveys
sound systems development have been allows to review the existing range of partners
launched in view of augmenting the realism of while consulting the current base of
data representation in a more human-centred stakeholders. The evolution of the strategy is
direction. Examples of investigations include taken into account by including in the survey
Controller Working Positions using techniques in those partners who are becoming directly
Augmented Reality for applications such as concerned by the EEC actions. It is planned to
Stack Management at Airports and 3D volume include lobbies and pressure groups in the next
sectorisation at Terminal Areas (Project stakeholder survey, considering the increased
VIRTUAL and 3 Ph.D. Theses). Other importance of society and environmental
alternatives for short-term capacity improvement aspects in the EEC strategy.
are also explored by focusing on the use of
proven technology to suggest new operational A large part of external communication at the
procedures. EEC is based on the dissemination of the EEC
reports and technical notes. The reports and
The latest Internet technology was exploited to notes are distributed to around 250
develop the voice-over-IP functionality, which representatives of our stakeholders. Since 2001,
culminated in the AudioLAN product, see section taking into account the wider use of the Internet,
2b above. the reports and notes are announced to our
stakeholders by emails pointing to the download
Web technology is used to implement many address of the reports. Postal mailings of reports
administrative support tools to provide and notes are maintained for a smaller number
generalised access. See sections 3a and 4b of requests, either in paper form or in CDROM
above. form. This approach has greatly reduced paper
consumption. See results in section 8b.
Page 37 of 60
Information is also communicated through Infocentre allows the creation of categories and
participation to conferences, the organisation of subcategories and to manage the documents.
internal workshops, seminars or events as well
as numerous visits. Procedures have been set A classical library service is available which
up to deploy these communication actions. offers subscriptions to periodicals, purchase of
books, loan of books, as well as assistance for
The installation of a permanent showroom in the information search through databases. External
renovated building has given the ability to database searching is co-ordinated with other
perform demonstrations without pre-notification Directorates.
on a series of selected projects. Projects in the
showroom are changed several times per year. While electronic mail has been extensively used
for professional external and internal
Short interviews with the press and the media communication since 1996, questions of general
are sometimes provided either by the Director and social interest to staff are also posted and
EEC or by staff members. These declarations discussed on dedicated internal newsgroups.
are co-ordinated with EUROCONTROL
headquarters when the subject goes beyond the
work programme of the EEC. During 2001, two
French TV magazines, broadcast on ARTE and
FR3, featured sequences shot at the EEC.
External web sites are extensively used for

communicating. They are tailored either for
general-purpose information on the EEC or
designed for specific groups of ATM users.
The design of the official EEC web site conforms
to the corporate style defined for the
EUROCONTROL web site. The EEC was the
first directorate in the Agency to provide all its
staff with Internet access.
Information on innovative technology is

disseminated through the OpenATC web site,
which includes data on research projects, and
specific software.
Internal Communication
All staff meetings are held twice per year, in
June and December. Middle management
meetings which target different domains of EEC
activity are held quarterly. Following the
recommendation of the think-tank in Q4 2001,
these information meetings have been
complemented from 2002 by a “weekly
information corner” and by an internal
newsletter. These two new media, as well as
internal communication in general, are
monitored by an internal information monitoring
group in order to detect information needs and
opportunities, and to respond to these needs
The Intranet and electronic newsgroups are key

aspects of EEC internal communication.
The Intranet is a repository of information of

general interest as well as project information. It
offers an access to administrative, financial and
general-purpose tools. It also includes an
"Infocentre" where all information and working
documents are accessible by category. The
Page 38 of 60
5 PROCESSES
Excellent organisations design, manage and improve processes in order to fully satisfy, and generate
increasing value for, customers and other stakeholders.
EEC and its market context. Staff , budget and

activities (projects) combined through the
5a Processes are systematically business plan, and stimulated by internal and
designed and managed external communication and consultation,
deliver value to stakeholders through projects,
services, and products. The staff-activity-budget
Since its origins in the 1960s, the main activity of triangle is the heart of the ACB tool which is the
the EEC has been simulations and more repository for all work programme information.
specifically real time simulations. Formal
process mapping started in the early 1990s and A key process framework has been established,
not unnaturally, concentrated on real time through reviews at Core Management level and
simulations which is a large and complex in consultation with Middle Management,
undertaking. Processes were well initially wherein EEC top level processes are structured
documented in what was then called the Real in order to match the strategy needs. This top
Time Simulation Handbook but their application level framework has started to evolve towards a
was erratic and they were not kept up to date. set of common processes for all Core Business
Since these early attempts, the management areas as well as support units. See section 2d
process of real time and fast time simulations above.
has matured and is consistently applied. Typical
teams are being set-up to manage each At the end of 2002, as part of the reorganisation,
simulation using a recognised efficient was created a unit in charge of defining and
approach. The facilities are managed by a implement processes based on sound project
dedicated centre of expertise (SFM). The access management principles. This unit initiated a
to simulation facilities is managed through a general process mapping in view of checking
common schedule and there is a common consistency of the processes with the top level
access to the tools allowing change requests process framework as well as identifying
and problem reporting. The simulation process redundancies and possible gaps. A web based
itself will have its description updated and made matrix view of the process map was developed
available through the intranet on which which includes identified processes, their
reference documentation are available. owners an the supporting documents. It will
However, there is already a wide collection of allow in the continuous improvement trend, to
supporting documentation for the technical better identify potential interface issues of our
actors of simulations. processes with internal and external
stakeholders.
Since1998, the EEC Business Model evolved in
A particular emphasis was given in 2002 to
Stakeholders
complementing the documentation of existing
processes and in particular to :
Activities • Project Management processes
• Finance and Procurement Procedures
• Support Services (Human Resources,
Finances, IT, Programme Support,
Stakeholders
Stakeholders
Internal
Business
Plan
Communication, General Services,
Communication Prevention, Health)
Staff Budget The processes are documented in standard text

External format and available on the intranet through
Communication dedicated web sites cross referenced in the
various levels of the intranet entries.
Stakeholders
The process framework and the processes
concert with the development of the EEC matrix which it contains is also indexed in the "How to?"
organisation. The model represents the Guide, a Web based key word facility which
fundamental entities and principles within the
Page 39 of 60
guides staff via the intranet to useful procedures financial processes and the testing processes of
and information. the real time simulation life cycle. This has lead
to documenting the corresponding processes.
Applying standards
In the field of software development, the SEU Innovation and creativity is stimulated at the
promotes the use of norms and standards, for EEC through the open and democratic trust
EEC project management. A series of culture and the flat matrix organisation. This has
references to standards are provided on the not only benefited core business activities but
intranet . also support activities and continuous
improvement. Opportunities for process
SEU standards are based on IEEE software improvement are sought from as many sources
engineering standards and ISO9000 standards. as possible, and have resulted in incremental
changes and some breakthroughs. In this flat
SEU also provides support for software quality in organisation the development of methodologies
three areas: is the role of the Centres of Expertiise as well as
their promotion to staff. This is particular the
1. Quality assurance techniques case for the common validation methodology
2. Definition of quality requirements which has been introduced as a specific process
3. Software quality audits mentored by a dedicated unit created in ???.
Training in project management methodology is Project management method deployment has

provided as part of the staff general training been monitored through the introduction of a
plan. KPI on project management quality and
timeliness of milestones.
The safety key methodology uses the standard
industry Safety Culture Maturity Model to Since year 2000, during which were introduced
implement and measure deployment of the new financial regulation including multi-annual
safety culture at the EEC. See survey results in budget planning, improved cash-flow planning
section 9a below. processes were developed. A strict budget
monitoring process was already in place since
In the field of security a Service for Prevention 1999. These improvements allowed an
and Protection at work (SPP) has been created. increasing awareness of budget status through
As an example of the deployed security targeted internal communication and improved
approach, 2002 saw the establishment of the information, and training in the essentials of
compulsory periodic checks of the technical budget and finance for project managers. EEC
installations (electricity, heating etc.) by an budget usage performance is now best in
independently approved company. A prevention Agency. An integrated information system (ACB)
plan was also established for all the external is providing support to the project planning and
companies working more than 400 hours in the budget processes and is also supporting the
EEC according to the Decree of 20 February procurement process since early 2003. The use
1992. The EEC is currently considering an of this integrated tool by project leaders and
approach to using the ISO14001 environmental business area managers has drastically
standard. improved the budget planning.
The 1997 stakeholder satisfaction survey

(section 5e) revealed that stakeholders were not
5b Processes are improved, as needed, receiving adequate information concerning
using innovation in order to fully satisfy projects and research results. This prompted a
and generate increasing value for review of the external distribution process for
customers and other stakeholders. EEC reports, notes (section 4e), and for the
Annual Report . The management and content
of the stakeholder database was also reviewed
The significant step towards management by
and improved, and the accessibility and speed
process taken in 2002, where the existing
of delivery of documents was improved by
processes were systematically reviewed
gradual transition from paper distribution to a
started from the interview of Heads of Unit in
web based service.
order to understand what they considered as
their key business processes, and to obtain their
The self assessment process itself is a valuable
view of what is not working well and what can be
source of process improvements. The 1998 self
done to improve. Initial interviews identified
Page 40 of 60
assessment generated an improvement action

to develop a people satisfaction survey (section
3a). This was a breakthrough as far as the EEC 5c Products and Services are designed
was concerned. A small multi-disciplinary team and developed based on customer needs
developed a questionnaire based on standard and expectations.
practice and the process was initiated with the
first survey in 1998. This process has since
evolved and from 2002, the people satisfaction Work at the EEC is organised in projects,
survey uses a questionnaire which is common to ranging from large scale projects to portfolio of
the whole of the Agency. This will enable data smaller studies. Unlike production-line
to be aggregated and conclusions to be drawn companies, where the client is buying the end
for the Agency as a whole. product, each of the EEC projects involves a
great deal of interaction with stakeholders due to
The learning culture ensures the establishment the required link of our research with field
of focus groups when particular issues need to experience. For some of our projects, our
be addressed. The matrix organisation is stakeholders are part of the project teams at our
assessed and reviewed periodically with a view or at their premises. This gives a very direct and
to further improvement. In 2001, a review took open feedback, and allows the client to have a
place in the form of a brainstorming exercise direct influence on the end product during the
with the participation of representatives of senior process. Other forms of projects involve a high
and middle management and with the support of degree of partnership with members of consortia
an external facilitator. Details of the exercise, from industry and research bodies; the EEC has
the findings and the improvement actions, are developed this ability take part and manage this
given above in chapter "Overview", section type of interaction since the early days of
"Journey to Excellence", year 2001. (????) collaborative ATM research programmes
(PHARE 1989).
In 2002, the matrix structure was extended to
the support units and the core business matrix Project outcomes are reports, demonstrators
was aligned to better fit the proposed and prototypes. "Products" which do emerge
reorientation of the EEC towards a longer term from the projects are, as a general rule, made
strategy as proposed by the “strategy task available to stakeholders free of charge. We
force”. The management structure of business also deliver open source products to industry,
areas was adapted to larger size units by allowing them to commercialise and sell a new
setting-up management teams (early 2003). product.
Electronic newsgroups (section 3d) are a All customer related activities, based on
valuable source of improvements especially projects, have commonly agreed project plans
regarding improvements to the working that are approved and signed by the client at the
environment. Senior management and beginning of the project. These project plans are
Suggestions Board members regularly monitor regularly submitted to pear reviews by the
newsgroups to identify potential improvements. business area managers, heads of centres of
In 2002, the newsgroups, as well as the minutes expertise and the work programme manager in
of management meetings, were the source of a order to assess their adequacy with the EEC
semiotic analysis in the context of the EEC overall strategy as well as to the
VALUES project. See section 1a above. customer/stakeholder needs. A change
procedure ensures that changes can be agreed
The suggestions box (section 3c) is an and accommodated based on mutual
established method for identifying and understanding. We use the result of each project
implementing improvements. Results are given to build up our know-how and expertise, in order
in section 7b below. to serve present and future customers.
Stakeholder/market surveys (section 2a) seek to

determine stakeholder satisfaction with the
scope and structure of current EEC activities as
well as their expectations for future activities. In
2002, the customer survey conducted by
IPSOS included interview of a group of
personalities as well as a parallel mirror survey
of staff opinions. See results in section 6a
below.
Page 41 of 60
partner. Mediterranean Free Flight (MFF) is a

ECCG meetings (section 2a) are also used to major project led by ENAV, and supported by
validate re-orientations of EEC strategy, EC TEN-T funding. AFAS and MA-AFAS are
th
services, and products through the ECCG EC collaborative 5 framework projects with
review and endorsement of the draft EEC strong involvement of airframe manufacturers.
business plan.
The EEC has provided extensive support to
Some examples of EEC re-orientations based States for controller working position
on the perceived future needs of stakeholders specification in preparation for new system
follow. procurement. The DSI project started in 1997
and produced an HMI specification for the future
In 1998 a major initiative was launched to Danish ATC system, DATMAS, and the future
expand the partnership with the European Swedish ATC system S2000.
Commission (EC) because of the increased
th
importance given to ATM in the EC 4 The HMI specifications are much appreciated by
framework programme for research and the ATM system providers and the HMI is
technological development. Because of its emerging as a de-facto industry standard. The
neutral and objective positioning, the EEC was final specifications were delivered in 1999. The
able to respond to the ATM community SWI project started in 1999 and took results
requirement to provide a site for the provided by the DSI project as a model to start
development of the first instance of a European developments to define the HMI of the future en-
integration and validation platform for the future route and approach controller working positions
unified European ATM system. Further of the future Swisscontrol ATC system. A
responding to the needs of the ATM community similar project is being undertaken with ENAV,
and the EC, the EEC work has been expanded the Italian ANSP.
and restructured into the ERIS programme
which now also contains the Gate-to-gate-2005 Creativity coupled with the consideration of the
th
project of the EC 5 framework programme. longer term stakeholder expectations as
expressed by high level white papers of the ATM
In support of the EATMP 2000+ strategy and in community has been the approach taken by the
order to contribute to an increased Strategy Task Force created in 2002 in order to
understanding of safety risks in the European identify potential conceptual orientations of the
ATM system, safety activities have been EEC research; this has been achieved through
gradually expanded at the EEC from the early the application of creativity methods through
ACAS activities which started in 1991. Since numerous organised brainstorming sessions
1997, the ATM Automatic Safety Monitoring Tool within a multidisciplinary expert group.
(ASMT) has been developed by the EEC. It
provides an automatic monitoring facility for
safety related occurrences based upon 5d Products and Services are produced,
operational data. The tool encourages the delivered and serviced.
concept of automatic safety monitoring in a non- The business of the EEC as expressed in its
punitive safety culture. The tool underwent mission is to carry out research and
operational evaluation at Maastricht UAC, and development in order to improve ATM in Europe.
entered into operations in August 2002. It is not the business of the EEC to deliver and
Several specific or generic implementations of support operational products, nor to build
ASMT were achieved or initiated in 2002 operational ATM systems, this is the domain of
(Bratislava, Gatwick) and interest wa sshown by the ATM system supply industry. To implement
other sites. this policy, the EEC has adopted an approach
whereby industry is involved as early as possible
The long development lead time and the in the lifecycle through partnerships and
enormous financial, regulatory, social, and consortia membership, and through the ERIS
operational impact of new concepts makes it business area by progressively greater
mandatory to work extensively with all involvement of industry in ATM system
stakeholders when researching and developing component prototyping. Results are given in
new tools and systems. A very promising section 9a below.
research area concerns the delegation of
separation responsibility from the ground to the The infrastructures provided by the ERIS and
air. The work at the EEC comprises several SFM units are used internally by business areas
inter-linked projects most of which are to achieve their objectives in terms of concepts
collaborative efforts where the EEC is an active and operational validation. The facilities allow to
Page 42 of 60
explore the feasibility and benefits of new section 4a above. Further results concerning
airspace organisations, new traffic flow spin-off products and services are given in
management schemes, and new working section 6b below.
methods and systems. The EEC offers the
unique service of large multi-ATC-centre, multi-
state real time simulations. The total lifecycle of 5e Customer relationships are managed
a large real time simulation lasts up to 18 and enhanced
months. The ANSP customers are involved
from the very beginning of the project to
accurately specify the requirements, and An essential feature of the matrix organisation,
controllers from the participating member states (see "Overview") is that the responsibility for
work at the EEC for up to 4 weeks during the customer relations related to our products is
simulation execution. The results of the project centred on the Business Areas (BAs). When
are a set of recommendations to improve the looking at each BA it becomes clear that the
efficiency of the airspace under consideration. types of customers and the products are
These recommendations are then considered for different for each BA. Different BAs have
operational deployment by the participating different customers that range from airlines,
ANSPs. airports, ATM service providers to the European
Commission and other Eurocontrol units. Each
In the field of flow management research, the Business Area Manager (BAM) is responsible
EEC is providing the Central Flow Management for the improvements in his own BA.
Unit and its stakeholders with a research
environment where the exploration of specific A project for a corporate contact management
flow management issues can be performed. tool was launched in late 2000; the selection of
Such projects result in recommendation for new the relevant products was made in 2001 an
operational procedures as well as prototypes 2002 was dedicated to the population of the
which are then raised to the standard of real database and correction of discrepancies. The
time systems. The use of macroscopic recording of customer details and contact
simulations allows to evaluate the potential management is now made through the
improvement identified and eventually to check deployment and use of this agency contact
their performance following their implementation. database which allows to identify the links to the
numerous working groups ; this corporate tool
An industrialisation process (section 4a) was allows as well to perform targeted mailing lists.
started in 1998 as a direct result of feedback to be expanded...
obtained from the 1997 stakeholder survey. The
objective was to transfer EEC products to Stakeholder/market surveys (section 2a) are
industry thereby allowing the EEC to better designed to provide satisfaction levels for
focus on research projects. different aspects of the stakeholder relationship
such as EEC ability to deliver results on time,
There is one notable exception to the policy of the professionalism of EEC staff, the availability
focusing on research rather than the support of of EEC staff, and the relevance of services
operational products, and this concerns the EEC offered. Results are detailed in section 6.
real time simulation platform based on the
ESCAPE, IPAS, and AudioLan components. On a project basis, the greatest numerical
This simulation platform is probably the most involvement of customers occurs in real time
powerful real time ATC simulation platform in the simulation execution where up to 40 controllers
world, but its complexity is such that until now can participate in a real time simulation. After
industrialisation is judged to be impossible. each simulation we ask the participating air
Instances are deployed at three Agency sites, traffic controllers to rate our performance. An
Luxembourg, Maastricht, and Budapest. To example of improvement based on this feedback
reduce to a minimum the support workload on concerns the simplification of the payment of
the EEC, extensive training is provided to daily allowance to the controllers. The simplified
recipients so that they can be as autonomous as procedure satisfied controller wishes and
possible. Platform development is centralised at simplified the administration for the EEC.
the EEC and new versions are delivered to other
sites after they have been validated at the EEC. Proactive involvement of customers has been
The EEC has set up the SFM coordination cell organised for customers of the ESCAPE real
which interfaces with remote sites to co-ordinate time simulation platform. User groups have been
deployment and to provide a hotline service. established and meetings are organised on a
ESCAPE deployment is further described in regular basis to discuss their needs and
Page 43 of 60
expectations with respect to platform support

and also with respect to simulator functionality.
This is further described in section 4a above. As 2001 2002
explained in section 5d, day to day contact is missions to ECAC 1546 1037
assured by the SFM co-ordination cell. (European Civil Aviation
Conference)
At a strategic level, as explained in section 1c missions to non ECAC 128 97
above, stakeholder VIPs are periodically invited countries.
to the EEC. The objective is to exchange views,
to understand their needs and expectations, to Among these missions, external contacts are
present EEC strategy, and to explore enriched through participation to external events
opportunities for collaboration. Visits are and seminars. In 2002 , the EEC took part in
organised by the Public Relations unit. several major international exhibitions: ATC
Maastricht, ATCA Washington and NAVSAT
A high emphasis has been given to external Nice.
communication; a long experience of EEC site
visit showed the benefits of such a At the project level, project leaders and project
communication and an approach has been team members are in regular or constant contact
taken to reinforce communication with with customers and partners in order to clearly
stakeholders and the media. The establish objectives and specifications and
communication is targeted explicitly towards subsequently to ensure continued alignment
groups such as : with customer needs and expectations.
• ECAC members states representatives Customer representatives are frequently
• ATS service providers integrated into project teams.
• Airlines and airlines organisations
• Professional ATC and aeronautical
organisations
• Aviation press
• Research establishments
• Industry
• European Union representatives and other
international organisations
The communication is customised according to

the visitors profiles. A database project has been
initiated to enhance the visits organisations and
to better plan future visits. The needs has been
recognised that this database could be evolved
to track the visits to our stakeholders as well as
feedback concerning visits from and to
stakeholders.
A considerable increase in the number of visits

was noted in 2002. Guests are not only
Europeans, but originate from a wide variety of
countries world-wide including America, Japan,
and China.
2001 2002
Workshops, seminars 12 17
Major Visits, VIPs 51 10
Visitors 220 347
Visits of EEC staff to stakeholder sites also

maintain and enhance stakeholder relations.
Missions have decreased for two main reasons.
Firstly as a contribution to overall cost reduction
measures, and secondly as a result of the
increased use of visio-conferencing and the
increased use of electronic networking.
Page 44 of 60
6 CUSTOMER RESULTS
Excellent organisations comprehensively measure and achieve outstanding results with respect to their
customers.
in order to make the feedback a part of the

The EEC is a public service organisation, which delivery process. Despite the modest result in
exists in a complex environment comprising the 2002 the deployment of this process is seen as
public and corporate/private sectors. A careful a major step forward for the EEC to improve
line must be steered between partnership and customer feedback. The "not satisfied"
competition and consequently it is often more responses are being followed up in order to
appropriate to use the term stakeholder rather identify problems and improvement actions
than customer. The EEC does not sell anything. linked to the business area concerned.
The primary deliverable of the EEC is research
results in the form of reports, demonstrators,
and prototypes. It is not the role of the EEC to Stakeholder Satisfaction
deliver operational products and services. That
is the role of industry. Nevertheless, because of The EEC aims to conduct a comprehensive
the unique position and expertise of the EEC stakeholder survey every two years in line with
there are research spin-offs, which can be Agency policy. The 1997 survey was organised
directly valuable to the ATM community, and this to gather data for the first EEC Business Plan. It
does lead to the provision of some operational concentrated on EEC positioning. The 1999
products and services. survey expanded the scope of the survey and
this trend continued in 2002. In 2002 for the first
The demonstration of customer results is a time an internet based survey was used. Prior
major challenge to a public service organisation to that date the EEC conducted a paper/postal
and even more so to a research unit which survey. In the following table, satisfaction levels
works with lifecycles which are often ten to thirty are the sum of “completely satisfied” and “rather
years. Despite this the EEC is constantly satisfied”.
seeking ways to better measure the benefit that
it delivers to its "customers", and to increase the Stakeholder satisfaction
feedback from "customers" in order to improve 1997 1999 2002 target
Overall satisfaction 73% 80% 82% 85%
EEC performance.
responds well to its mission - 99% 98% 90%
Positioning - 73% 72% 90%
Loyalty 73% 71% 94% 90%
6a Perception Measures Recommendation - - 95% 90%
Relations with EEC staff 86% 93% 95% 90%
Communications media 90% 89% 90%
Project management 61% 75% 85% 90%
Business Plan deliverables
Not all subjects were addressed in earlier
Business Plan deliverables cover all business surveys. In general, satisfaction levels have
areas. Starting in 2002 a short e-mail been sustained or are increasing. Detailed
questionnaire was sent to each customer of a results segmented by Business Area are
Business Plan deliverable, in order to determine obtained in order to target the detailed feedback.
their satisfaction level. This covered 81 These detailed Business area results are not
deliverables. reproduced in this report.
Business Plan deliverables satisfaction The survey response rates are shown in the
2002 target
Response rate 25% 90%
following table.
Very satisfied 70% 75% Stakeholder survey response

Rather satisfied 25% rates
Not satisfied 5% 1997 1999 2002 target
62% 30% 20% ↑
The response rate was low due to the fact that
the questionnaire was not issued at the time of Several factors contributed to the decrease in
delivery but when the survey action was response rate over the three surveys. The 1997
initiated. The process is being improved in 2003 survey was a pioneer and the novelty and the
intense lobbying resulted in an exceptional
Page 45 of 60
return rate. Because of the exceptional return staffing and controller involvement. A dedicated
rate of 1997, a significant decrease was questionnaire is sent to sponsors after project
expected in 1999. The decrease in 1999 and completion in order to obtain specific feedback.
2002 can also be attributed to the lack of The table illustrates the results for the three
maintenance of the stakeholder database. This largest real time simulations in 2002:
weakness is being tackled in 2003 by the MIM LINK2000+, COSIBA, and TRAMS.
business area in collaboration with the Business
Development Manager.
Real Time simulation sponsor satisfaction
2002 target
Link Cosiba Trams
Qualitative market survey 2000+
Overall satisfaction 80% 85% 70% 80%
In 2002 for the first time a qualitative market
survey was carried out by a specialist Project management 75% 75% 100% 90%
consultancy, IPSOS. High ranking managers in Meeting timescales 100% 100% 75% 90%
Meeting objectives 75% 75% 75% 90%
the air transport industry were interviewed to Simulation facilities 75% 75% 75% 90%
obtain their views on sector evolution, Analysis and reporting 50% 100% 25% 90%
EUROCONTROL, and the EEC. See section 2a
above.
ECCG Feedback 6b Performance Indicators
The Experimental Centre Consultation Group

(ECCG) is the main consultation forum for EEC Business Plan Deliverables
stakeholders. The ECCG advises the Director
General on the strategy and performance of the A process to track the timeliness of Business
EEC. During the meeting participants are asked Plan deliverables has been in place since 2001.
to complete a short satisfaction questionnaire, Figures for each project are aggregated at
which addresses two separate issues: Business Area level and are then averaged to
1. The strategy and positioning of the EEC produce the overall EEC performance indicator.
2. The ECCG process Projects are reviewed at the initiation of each
In the following table, satisfaction levels are the phase and at least twice per year. Business
sum of “completely satisfied” and “rather Area portfolios are reviewed twice per year.
satisfied”. These review mechanisms coupled with the
budget checkpoints which are held quarterly,
ECCG feedback
2002 target enable problems to be detected early, and
Response rate 70% 90% corrective action is initiated as necessary. The
detailed Business Area results are not
Strategy and EEC strategy is well 90% 90% reproduced in this report.
positioning focused on critical
European issues
Average timeliness of BP
EEC strategy fits well with 71% 90%
milestones
other R&D programmes
2001 2002 target
72% 76% 85%
ECCG Meeting style and 95% 90%
process subjects
Research publications
The questionnaire also asks for comments. In
2002 many participants asked to be better The principal deliverables of the EEC are
informed of EEC events and project results via a research papers in the form of reports,
regular newsletter. To respond to this request conference proceedings and publications in
the EEC now issues a regular newsletter to all refereed journals. They cover all research
stakeholders. See section x.x. activities of the EEC. They contribute to the
body of ATM research knowledge. Based on
the work programme in the Business Plan, at the
Real Time Simulation satisfaction beginning of the year, each Business Area
announces the planned output for the year.
Real time simulation is one of many tools used Plans and results are reviewed quarterly as part
in research projects. The larger multi-State real of the quarterly key performance indicator
time simulations require a very large investment review, and corrective action is taken as
in terms of technical equipment, funding, project appropriate. The table shows the aggregated
EEC indicator, the total number of research
Page 46 of 60
papers. The detailed Business Area results are

not reproduced in this report.
Aggregated number of research papers

1998 1999 2000 2001 2002 target
39 32 60 92 93 90
Products
Operational products are a spin-off of research.

The following table shows the main operational
products and their deployment.
EEC Product Deployment

unit
NCD COSAAC CFMU (B)
SSP CORE Prague
Budapest
SFM ESCAPE Prague (CZ)
IANS (L)
Maastricht (NL)
ENAV (IT)
SICTA (IT)
ENAC (F)
CRDS (H)
SAS InCAS D, UK, DK, CH,NL,US,
Interactive collision MUAC
avoidance simulator
Services
Operational services are a spin-off of research

or are initiated to support the delivery and
deployment of a spin-off product.
EEC Service
unit
SSP Validation of ARTAS v6
Validation of VDL2 for ICAO
Aircraft and transponder monitoring
for the Mode-S implementation
programme
SAS ACAS analysis
ACE BADA
SFM ESCAPE support
NCD Capacity planning
RVSM height monitoring
SEE Noise studies
Page 47 of 60
7 PEOPLE RESULTS
Excellent organisations comprehensively measure and achieve outstanding results with respect to their
people.
7a Perception Measures
The EEC has conducted three staff satisfaction surveys in 1998, 2000,and 2002. As a consequence of
the EEC’s first EFQM self-assessment in 1998, a ‘people satisfaction’ task force was formed and
entrusted with developing a questionnaire for the EEC. The same questionnaire with minor modifications
was used in 2000. The Agency has recognised the importance of staff satisfaction surveys and the 2002
survey was the first one to be conducted Agency-wide with a unique Agency developed questionnaire,
thus allowing for comparison and transparency within the Agency. This questionnaire was more
comprehensive than the EEC local questionnaire but key questions remained enabling trend
identification.
The conduct of staff satisfaction surveys is now part of the annual EEC operational cycle. The
aggregated overall staff satisfaction and the response rate are both elements of the EEC balanced
scorecard. The survey results are communicated internally, via the EEC’s Intranet and at a dedicated
weekly information corner for all staff. A detailed and comprehensive action plan is set up and executed
in order to address the issues identified by the survey results.
Category Satisfaction factor 1998 2000 2002 Bench

mark
Overall results Overall job satisfaction 86% Ip85

Working Overall satisfaction with working conditions 73% 89%
conditions
I have the resources and technology I need to do my job well 58% 56% 89%
I can cope with the stress levels of my job 72% 92%
Advancement Overall satisfaction with advancement and personal growth 53%
and personal
growth
I believe I have the opportunity for personal development and 58% 38% 71%
growth
In my current job I have sufficient opportunities to receive training 65% 85%
Staff are rewarded according to their job performance 23%
Leadership Overall satisfaction with leadership through the direct manager 75% 70% 72%
My manager is available when I need him 80% Ip80
My manager delegates adequate authority to me to do my job 84% 70% 88%
My manager provides adequate coaching/guidance to me 70%
Overall satisfaction with leadership by EEC core management 53%
EEC core management demonstrates teamwork 39%
EEC core management will act on problems identified though the 47%
survey
Teamwork Overall satisfaction with the personal and professional contact 78% 70% 89%
with my team colleagues
There is a good team spirit in the EEC 12% 56%
I have good working relations with my team colleagues 73% 93%
Successful team efforts are appropriately rewarded 24%
Responsibility Overall satisfaction with responsibility and job challenge 79% 67% 83%
and Job
challenge
The EEC makes good use of my abilities and skills 71%
I have documented measurable objectives for the current year 68% Ip72
Communication Overall satisfaction with the level of communication 55% Isr37
The information I need to do my job is readily available 76% 75% 76%
Internal communication in the EEC is effective 46%
Organisational Overall satisfaction with organisational clarity 47%
clarity
Mission, goals and objectives of the EEC are clear 70% 66% 70%
I have a good idea of what is happening in other parts of the EEC 48%
The coding of benchmarks in the last column is as follows: Ip=IPSOS, Isr=ISR. The list of measures
which were taken as a result of the 2002 survey are provided in section 3a above.
Page 48 of 60
least one day. There were three accidents in

7b Performance Indicators 2002 all occasioned on the journey to work.
Accident frequency
2000 2001 2002
Staff satisfaction survey return rate 4.33 0.00 3.94
Staff satisfaction survey return rate

1998 2000 2002 Target Bench- Accident seriousness is defined as the total
mark number of calendar days lost per 1000 hours
33% 20% 86% 80% 92% exposure.
The benchmark is Yellow Pages 1999. Accident seriousness

2000 2001 2002
0.0173 0.0217 0.1955
The participation in the staff satisfaction survey
is an important measure of staff involvement and
motivation. Participation at the EEC is optional. The considerable increase in 2002 is due to one
The exceptionally high return rate in 2002 is due accident on the journey to work which resulted in
to a particular middle management initiative to a long absence.
explain to staff the importance of their opinion.
Also in 2002 and for the first time, an external
consultant (IPSOS) collected the questionnaires Training
and performed the analysis. This would have
contributed to the feeling that privacy was The EEC offers their staff professional training
preserved and thus probably had a positive courses in areas relevant for their work. These
effect on the return rate. courses encompass management and project
management skills as well as ATM-specific
issues, people issues and technical subjects.
Absences The figures are days training per staff member
per year. The EEC performs well and is very
Absences are a standard indicator of staff close to the TNT benchmark.
motivation. The EEC records two types of
Staff training
absence. Absenteeism is defined as the 1999 2000 2001 2002 Target Bench
average number of days of unjustified absence -mark
per staff member per year. Sick leave is defined 10.6 9.0 9.8 9.3 10 10
as the average number of days of justified sick
leave per staff member per year.
Suggestions Box
Absences
1999 2000 2001 2002 The submission rate of suggestions to the
Absenteeism 2.2 2.2 1.9 2.0
Sick leave 12.7 15.5 16.47 12.72
suggestions box (section 3c) is well above
industry standards. This is an indicator of high
There is a small decreasing trend for both of the people motivation.
absence indicators. Regarding absenteeism,
Suggestions submitted
the EEC compares well with the UK national 2000 2001 2002 Target Bench-
average for absenteeism which is 3.6%. For the mark
EEC, 3.6% equates to 7 days per staff member 52 46 44 45 25
per year.
The benchmark is based on the figure of 40-50
suggestions per year per 1000 staff for the
Accident levels private sector. The figure for the public sector is
25 suggestions per year per 1000 staff. There
Two standard indicators are tracked, accident are approximately 500 people on site at the EEC
frequency and accident seriousness. Accident
frequency is normalised and measured as the A set of KPIs and targets have been defined to
number of accidents per 1 million hours monitor the implementation of suggestions.
exposed. An accident is defined as an event at
the place of work or on the journey to work
which results in death or inability to work for at
Page 49 of 60
Suggestions By Status
60
50
Implementation
Implementation
40
Refused
Implemented
30
Not Supported
20
Supported
10 Under Review
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Services provided to the EEC's people
The EEC has recognised that moving to and

living in a foreign country brings about some
difficulties for their staff and thus encourages
and initiates social activities and provides
assistance to problems linked to expatriation.
Often, spouses and family members are
included in these activities. Foreign language
courses are open to spouses and partners.
Assistance is provided to newcomers to find
accommodation, and to find work for spouses
and partners.
The Association Internationale du Personnel

EUROCONTROL (AIPE) serves as our social
committee and provides social and sporting
facilities for staff and contractors. This includes
sports classes at the EEC, social activities, a
spouses club, and special conditions for the
purchase of cars, for insurance and bank
accounts. The Club Evasion offers reduced
airfares for staff on certain airlines. AIPE also
organises festivities on a regular basis, such as
barbecues and Christmas parties for
EUROCONTROL staff and contractors and their
families. The activities of AIPE are strongly
encouraged by the EEC management. The
AIPE subsidy figures are in euros
AIPE subsidy
2002 2003
21000 21000
Other benefits that EEC staff and contractors

benefit from are free coffee at vendor machines,
flexitime, personal telephone account for private
calls. The tennis court on the EEC premises is
available to staff and contractors alike and
sports classes are offered in the EEC’s
gymnastics room during the lunch breaks.
Page 50 of 60
8 SOCIETY RESULTS
Excellent organisations comprehensively measure and achieve outstanding results with respect to
society.
8a Perception Measures Eurokids (number of days)

2001 2002 2003
February 127 97
Involvement with the Communities April 153 126
Summer 573 510
The EEC seeks to provide training opportunities Autumn 45 66
for both local and international students.
Wednesdays 69 20
Internship duration varies from 2 months to 12
Christmas Show 17 50
months.
Students at EEC
2001 2002 2003 to
date
18 17 7
8b Performance Indicators
The EEC has introduced a scheme to
encourage staff to contribute small amounts of
foreign currency to charity when they return from
Ecological impact
mission. A collection box is placed in the EEC
main entrance. The charity "Secour Populaire"
Home-working
received the donation. The figure in the table is
The EEC has pioneered home-working in the
in euros.
Agency. See section 3e. This facility gives
Donations to significant added flexibility to staff who need it
charity and it also has a positive impact on the
2002 environment by reducing the number of
224 kilometers driven.
A partnership has been entered into with 2001 2002 2003 Target
another local employer, SNCF, the French Number of staff 5 15 24 ↑
national rail company, to ensure the viability of a home-working
Estimated kms not 3100 ↑
local childrens' activity centre. The activity driven per month
centre was threatened with closure because of a
reduction in the numbers of children. The
Eurokids project has delivered benefits on all Printer paper consumption
sides, to local children, and to the children of Despite the steady increase in the number of
EUROCONTROL staff. The increase in the persons working on site there has been a steady
numbers of children has ensured the decrease in the amount of printer paper
sustainability of the activity centre and has consumed. This has been due to two
enabled more ambitious and interesting approaches. Firstly research reports and notes
activities to be undertaken. are now made available and distributed
electronically, and secondly, printing equipment
Eurokids (number of kids)
has been continually upgraded to enable easy
2001 2002 2003
printing recto-verso and 2-up. Recto-verso
February 19 22 printing is now the default printing mode.
April 25 26
Summer 52 50 Printer paper consumption/tons/yr
1999 2000 2001 2002 target
Autumn 12 20
19.5 18 16.5 15.3 ↓
Wednesdays 10 10
Christmas Show 17 50
Page 51 of 60
Reduction and elimination of waste and Batteries/kgs/mth

packaging (estimated)
2002 Target
20 ↓
The EEC has started to systematically measure
waste. The approach was initiated in the course
of 2001 when only partial measurement was Printer cartridges
conducted. The 2001 figure is an estimate. The
tonnage shows a reduction in 2002 because of A specialised company (Les Cartouches
the introduction of some recycling measures. Ramassees) collects all the inkjet cartridges and
toners. The cartridges which can be reused are
Waste (tons)
2001 2002 Target sent on to other specialist companies. Those
55 48.2 ↓ which cannot be reused are sent to a specific
site (SARP Industries) for ecologically friendly
destruction.
Usage of utilities
Printer cartridge and toner
ecological disposal
The water figure for 2001 is an estimate since 2001 2002 Target
measurement was started during the course of 100% 100% →
2001. Despite the gradual increase in the
number of persons working on site, there is a
reduction in both electricity and water
consumption. The reduction in electricity
consumption is due to measures such as use of
better insulating materials during the building
renovation, and the use of lower consumption
bulbs. Measures to decrease water
consumption include the installation of taps
which switch off automatically and the
installation of two-flush systems in the toilets.
Utilities
2001 2002 Target
Electricity (kw/m2/yr) 373 321 ↓
Water (m3/m2/yr 0.38 0.34 ↓
Recycling
The EEC has started several recycling

initiatives.
Waste recycling
The figures in the table are in numbers of
standard skips.
Recycling (standard skips)

2001 2002 Target
Paper/cardboard 8 15 ↑
Neon lights - 1 ↑
Glass - 2 ↑
Batteries
We encourage everybody working on site to

bring used batteries to the EEC and to deposit
them in a container in the main cafeteria. They
are brought regularly to the local waste
collection/recycling site. The weight is estimated
as being the average weight of a full container.
Page 52 of 60
9 KEY PERFORMANCE RESULTS

Excellent organisations comprehensively measure and achieve outstanding results with respect to the
key elements of their policy and strategy.
EEC Balanced Scorecard
The EEC has identified and tracked performance indicators for many years, and is continuously
seeking to improve. During 2002 in collaboration with other directorates in the Agency, an EEC
balanced scorecard (BSC) was developed. This enabled the EEC to identify and mitigate
shortcomings in the coverage of EEC performance indicators.
CUSTOMER
2001 2002 2003
kpi result result target
Milestones 72% 68% 85%
Publications 92 93 91
EEC Balanced
Scorecard Stakeholder 80% 82% 85%
31.3.2003 satisfaction (1999) LEARNING AND GROWTH
RT sim volume 795 900 1000 2001 2002 2003
kpi
result result target
INTERNAL BUSINESS R&D diversity 12.9% 10.1% 15% Training 9,8 9,3 10
2001 2002 2003 Skill 9 6 6
kpi result result target orientation
Project 76% 80% 95% People 70% 80% 80%
management satisfaction (2000)
Business 306 350 400 PA completed 89% 90% 90%
Excellence (2000) SSS return 21% 86% 80%
Matrix 68% 80% 85% rate (2000)
efficiency Suggestions 92 88 90
FINANCIAL
Filled posts 97% 100% 98% Staff ratio x 33% 33%
2001 2002 2003 (min)
kpi result result target
OPS 37% 63% 66%
Cash flow 98% 98% 100% reallocation
efficiency
Overhead 27% 29% 30%
Funding ext 5 3 8
Funding int 14.5 12 14
The EEC BSC is a distillation of the most important EEC performance indicators and contains selected
indicators from customer, people, and key performance results. The BSC is reviewed quarterly in a
joint meeting of core management and performance indicator owners. Corrective action is triggered if
an indicator is off track regarding its target. The EEC BSC is an integral part of EEC management and
it is included in the standard EEC visitor presentation. See chapter 2 for further details.
9a Key Performance Outcomes
These measures are key results defined by the The three year trends in the second table
organisation and agreed in their policy and demonstrate that the EEC has largely
strategies. succeeded in aligning funding with strategy by
increasing funding to the main strategy
Funding the strategy implementing BAs.
The fundamental enabler of strategy

implementation is funding. Business areas
(BAs) implement strategy and funding is Funding aligned with strategy
allocated accordingly. The following two tables BA 2000 2001 2002 Trend Strategy
correlate EEC strategic choices with BA ACS 6.55 8.73 12.97 ↑ ↑

ATI 3.83 4.82 2.98 ↓ ↓
funding. The first table indicates the main BAs CNS 4.53 4.38 3.23 ↓ ↓
which implement EEC strategy. ENV 0.86 1.84 3.14 ↑ ↑
ERS 7.61 7.87 6.51 → →
Strategy implementation GNS 2.49 2.69 3.73 ↑ →
Strategy Implementing BAs INO 2.49 3.50 3.18 ↑ ↑
Safety first SAF PFE 5.20 5.75 6.76 ↑ ↑
Implement concepts ACS
SAF 1.72 1.94 3.00 ↑ ↑
Sustainable growth ENV, PFE
SFM 3.96 7.68 3.29 → →
Innovative research INO
Page 53 of 60
Strategy implementation:
Safety first
In 2002 the EEC was set an objective by its Business area SAF implemented the safety first
governing body to increase internal and strategy. The extract from the table above
external funding in order to increase the total shows that funding is aligned with strategy.
amount of funding available to research.
Internal funding is defined as funding originating Funding aligned with strategy
BA 2000 2001 2002 Trend Strategy
from other directorates in the Agency, currently
SAF 1.72 1.94 3.00 ↑ ↑
mainly EATM, and external funding is defined
as funding originating from outside the Agency,
Safety is an essential aspect of research and
currently mainly from the European
design in ATM and therefore it is important that
Commission. In order to gain insight into recent
the EEC strives for higher levels of safety
behaviour, the figures for 2001 were calculated
awareness, more positive attitudes, and
in retrospect. Figures are in meur.
commitment to safety. The deployment of this
Internal funding
safety culture strategy at the EEC is measured
2001 2002 target by a set of leading indicators, and a series of
14.5 12 14 lagging indicators based on a Safety Culture
Maturity Model (SCMM) survey.
External funding
2001 2002 target Safety culture deployment (leading)
5 3 8 2002 2003
planned
PMPs addressing safety 18% 40%
Safety related training - people 38 49
Safety related training - days 49 100
Skilling the strategy
The skill orientation plan is derived from the skill

The SCMM which is used at the EEC has been
needs of the strategy. See chapter 3 for a
used in high reliability industry sectors including
detailed description of the process.
ATM. The model contains 5 iterative levels of
maturity whereby organisations can progress
Skill orientation
1999 2000 2001 2002 target sequentially by building on their strengths and
6 9 9 6 6 removing the weaknesses. The five levels are:
1. Emerging
The figures in the table are the net number of 2. Managing
staff posts re-orientated from one skill to 3. Involving
another based on the needs of the strategy. 4. Cooperating
The decrease in 2002 is due to the difficulties 5. Continually improving.
induced by the freezing of 15 posts, which
corresponds to the EEC contribution to the The four main elements on which organisations
overall Agency staff cost reductions set by the can progress are highlighted in bold in the
Provisional Council. detailed survey results table below.
Within the skill orientation plan a second level The SCMM survey was carried out in the EEC
strategy aims to gradually reallocate a major during March 2003. There were 36
part of the operational skills (ex controllers) respondents from different projects and
from working on current operations projects to business areas. Both staff and contractors
working on research projects. This indicator is participated. The survey characterised each
the % of operational staff working on research level of maturity of each safety culture element,
projects. and respondents gave their opinion of where
the EEC was positioned.
OPS reallocation
2001 2002 target
37% 63% 66%
Page 54 of 60
Average Maturity Scores for Each Safety Culture Element

1. Management Demonstration Averag Stnd Min Max
e Dev
Management Commitment to Safety 2.77 0.79 1 5
Safety Performance Goals 2.77 0.80 1 5
Impact 2.4 1.10 1 5
Investment & Resource Allocation 2.68 1.00 1 4.5
Policy & Strategy on Safety 2.68 0.80 1 4.5
Safety versus Productivity 2.44 0.82 1 4
2. Planning & Organising for Safety
Safety Planning 2.40 0.80 1 5
Training & Competence 2.07 0.64 1 3
Knowledge of ATM Risks 2.57 0.83 1 4
Risk Assessment and Management 2.01 0.81 1 4
3. Communication, Trust &
Responsibility
Communication 2.57 0.97 1 5
Integrated Teams 1.96 0.86 1 5
Involvement/ Participation of Employees 2.13 0.89 1 4
Relationship with External Regulator 2.03 0.75 1 4.5
Involvement of Stakeholders 2.55 0.89 1 5
Trust & Confidence 2.62 1.09 1 4
Responsibility for Safety 1.90 0.83 1 4
4. Measuring, Audition & Reviewing
Organisational Learning 2.29 1.02 1 4.5
Safety Management System/ Auditing 1.78 0.82 1 3.5
Safety
Achievement of Safety Targets 2.23 0.97 1 4
Test and Evaluation of Safety in Design 2.58 0.97 1 5
The overall results indicate that the EEC is at level 2.38, indicating that we are between level 2
(managing) and level 3 (involving. The overall standard deviation between respondents was +/-
0.88,indicating that respondents generally had similar points of view. A follow-up survey is planned for
2004.
Page 55 of 60
Towards a real implementation of new concepts
Business area ACS is the prime implementer of the "towards a real implementation of new concepts"
strategy. The extract from the table above shows the steady increase in funding which is aligned with
strategy.
Funding aligned with strategy

ACS 6.55 8.73 12.97 ↑ ↑
As explained in BP section 4.1.2, one of the principal approaches to implement this element of strategy
consists of technical consolidation of the live trials platforms and more systematic use of these platforms
in the validation process. This allows us both to perform more realistic validations and to reach a wider
audience of ATC controllers through the installation of prototyping platforms close to the operations
rooms. This helps to obtain a real buy-in from ATC controllers and from ANSPs, which is a vital step
towards real implementation. The following table depicts the current state of the results of this strategy.
Segmentation ATM Component Field trials Pre-operations Operations Transfer to

EEC unit industry
SSP PROVE/MTCD Roma ACC 2003 Specs to be
Malmo ACC 2002 used for
ANSP specs
ASMT NATS LGW Bratislava ACC (SK) Maastricht UAC (NL)
Roma ACC
SHIELD ATM safety >10 deployments
data exchange tools
and support
ADS-B TLAT report
NCD CDM Deployed at 4 EU
airports soon to be
increased to 7.
CPDLC datalink In Europe using SITA In US using ARINC
(Petal2e) VDL2 VDL2
DSI HMI specifications Specs used
for ANSP
specs
[Note 1]
Notes on above table
1) The DSI controller working position HMI specifications were developed by the EEC over many
years in collaboration with ANSPs and industry. They were used as input to the specifications for
the new Swedish ATC system currently undergoing pre-operational trials in Malmo. The main
supplier is Thales who are basing their new core product on this system, S2K. Follow on clients
include: Hungarocontrol (H), Skyguide (CH), ANA (PL), and Naviair (DK). All these ANSPs used
the real time facilities of the EEC to develop their understanding of stripless systems and to
prepare system requirements.
Page 56 of 60
Co-operation with industry is another key Strategy implementation:

approach to implement this element of strategy. To stimulate innovative R&D
The ERIS business area is the main enabler
through its partnership with the European Business area INO is the main business area
th
Commission's 5 framework programme and which implements the "stimulate innovative
TEN-T projects. This co-operation bridges the R&D" strategy. Despite a small reduction in
gap between research and industrial 2002 because of Agency imposed budget
development, and is a prerequisite for a real restrictions, the trend extracted from the table
implementation of research results. above shows that overall funding is increasing
and aligned with strategy.
The following table lists the industrial
components which have been integrated onto Funding aligned with strategy
the ERIS platform at the EEC with a view to
INO 2.49 3.50 3.18 ↑ ↑
facilitating interoperability of ATM components
supplied by different ATM system suppliers,
The first key approach to stimulate innovative
through use of the standard ERIS platform
R&D is to build partnerships with universities
application programming interfaces.
which have air transportation departments. A
Integrated industrial components
programme of visits is established and
ATM system component Industry partner systematically carried out. Universities are
Arrival manager Orthogon situated in Europe, including eastern Europe,
Flight manager- Indra the US, and the far east. The table contains the
trajectory predictor number of different universities visited.
Datalink Thales
(on-going)
Partnership with
universities
2001 2002
8 14
To support a sustainable growth The objective of the partnerships with
universities is to identify areas of mutual interest
Until 2002 the business areas PFE and ENV where the EEC can sponsor PhD studies. PhD
were the primary implementers of the support students either continue their EEC sponsored
sustainable growth strategy. The extract from studies at their home university or come to study
the table above shows that funding is increasing at INO laboratories at the EEC. The following
for these two business areas and is hence table shows the number of PhD students. The
aligned with strategy. target of 13 is considered to be the current
optimum capacity of the EEC.
Funding aligned with strategy
PhD studies at the EEC
ENV 0.86 1.84 3.14 ↑ ↑ 2002 2003 target
PFE 5.20 5.75 6.76 ↑ ↑ 11 13 ↑
A powerful approach to implement this strategy The total INO sponsored PhD theses and
is to ensure that all projects, not only those university studies is shown in the following table.
which belong to the ENV and PFE business
areas, address economic and environmental INO sponsored PhD theses and
issues. This requirement is systematically university studies
checked in the regular project review cycle. The 2002 2003 target
objective if that all projects shall comply. The 17 20 ↑
EEC is at the beginning of the deployment of
this approach.
% projects addressing sustainable growth

2002 Target
2003
Environmental issues 10% 40%
Economic issues 16% 40%
Page 57 of 60
in the table above is the average monthly figure

9b Key Performance Indicators across the year.
Business excellence tracks the EFQM self

Financial measures assessment score.
Cash flow efficiency measures total expenditure

as a percentage of total allocated budget. This R&D co-ordination
is an aggregated figure for the whole of the
EEC. The indicator is tracked at lower levels of On 10 March 2003 the Director General agreed
decomposition: business area, project, and to the reorganisation of the Agency and
business enabler. research in particular whereby the EEC would
become an EATM directorate and would
Cash flow efficiency assume total responsibility for research in the
1998 1999 2000 2001 2002 target Agency and total responsibility, in collaboration
89% 92% 99% 98% 98% 100% with EATM and the European Commission, for
the planning and co-ordination of ATM research
Overhead measures the percentage of in Europe. The EEC has been working towards
expenditure which is spent on non core business this goal for many years and has deployed an
activities. approach to strengthen ties between the main
R&D actors in Europe and the US. See section
Overhead 4.3 of the Business Plan A programme of visits
1998 1999 2000 2001 2002 target
39% 43% 33% 27% 29% 30%
to R&D units in ANSPs, R&D units in the supply
industry, professional associations such as
The EEC has been using a combination of AECMA and AFATCA, and to national R&D
measures to reduce the overhead with the establishments has been planned and executed.
objective of transferring resources to core The Core Management R&D co-ordinator and
business: other core management colleagues visit the
different R&D unit and visits by R&D units to the
• Improving support productivity
EEC are arranged. The table shows the total
• Retraining and mobility to core business
number of visits to the EEC and to partner sites.
• Selective outsourcing of internal services
The EEC judges 30% to be an optimum figure. R&D partnership
Below this value the quality of the support 2002 2003 to
services suffer and adversely impact core date
business. 16 9
Process measures Another performance indicator, R&D diversity,

has been introduced in 2002 to measure the
2001 2002 2003 effectiveness of the EEC goal to increase the
target total value of tasking contracts which the EEC
Project management quality 76% 80% 95% places with other research establishments in
Matrix efficiency 68% 80% 85%
Filled posts 97% 100% 98%
Europe. In recent years, as a result of the
Business excellence 306 350 400 general economic slowdown, the budgets of
research establishments have been decreasing.
Project management quality is measured as the Diversity of ideas is essential in order to
percentage of projects which have a compliant maintain a healthy and creative R&D
project management plan which is regularly community, so the EEC seeks to maintain this
reviewed. diversity by funding the particular expertise of
partner R&D units. The table shows the value of
Matrix efficiency measures the percentage of contracts placed with R&D units as a percentage
staff in all Centres of Expertise who are of total contract value.
allocated to projects. Excluded are
R&D diversity
management, secretaries and people working
2001 2002 2003
on non project horizontal activities. target
12.9% 10.1% 15%
Filled posts measures the overall efficiency of
the recruitment process. On a monthly basis the
people in post is compared with the number of
posts which can be filled. This latter figure can
vary from month to month because of freezing of
posts to reduce Agency staff costs. The figure
Page 58 of 60
Continuous improvement
Using the EFQM model and techniques as

vehicles the EEC has for many years sought to
build a continuous improvement culture whereby
quality and continuous improvement are a part
of everyone's work. Consequently there is only
a small amount of dedicated effort (2
persons*50%).
We seek to maintain or increase the amount of

resources devoted to continuous improvement
by means of the operating budget which funds
improvement projects, suggestions box
activities, special events, and surveys. The
figures in the following table are taken from the
Business Plan and combine the cost of internal
effort and the operating budget. The figures are
in keur.
Continuous improvement
funding
2001 2002 2003 to
date
119 264 308
Page 59 of 60
GLOSSARY
ACARE Advisory Council for Aeronautics EPDA EATMP Project Delegation Agreement
Research in Europe ERS EATMP Reference Industry-based ATM
ACB Access to Business Information Simulation and Trials Platform (BA)
ACE ATM and CNS Systems Engineering ESCAPE EUROCONTROL Simulation Capability
(CoE) and Platform for Experimentation
ACS ATM Concepts and Studies (BA) EUROCAE European Organisation for Civil Aviation
ADP Aeroports de Paris Electronics
AECMA European Association of Aerospace FAA Federal Aviation Administration (US)
Industries FIN Finances (SET)
AFG Advisory Financial Group FREER Free Route Experimental Encounter
AMAN Arrival Manager Resolution
AMI Administrative & Management GNS Satellite Navigation (BA)
Information Software (SET) HQ/MIS Head Quarters/Management Information
ANSP Air Navigation Service Provider Service
ARDEP Analysis of Research and Development HRM Human Resources Management (SET)
in EUROCONTROL Programmes IANS Institute of Air Navigation Services
AS Administrative Services (EUROCONTROL)
ASAS Airborne Separation Assurance System IATA International Air Transport Association
ASC Analysis and Scientific (CoE) IEEE Institute of Electrical and Electronics
ATC Air Traffic Control Engineers
ATCEUC Air Traffic Controllers European Unions IFATCA International Federation of Air Traffic
Coordination Controllers Associations
ATFM Air Traffic Flow Management IFS Infrastructure, Finance, Staff (EEC Core
ATI ATM Implementation (BA) Manager
ATM Air Traffic Management INDRA Spanish ATM system provider
BA Business Area INO Innovative Research (BA)
BP Business Plan INSEAD European Institute for Administration
CARE Co-operative Actions of R&D in IP Internet Protocol
EUROCONTROL ITM Information Technology Management
CEATS Central European Air Traffic Services (SET)
CENA Centre d'Etudes de la Navigation LPRC Local Procurement Review Committee
Aerienne MEUR Millions of Euros
CFMU Central Flow Management Unit MUAC Maastricht Upper Area Control Centre
CIC Continuous Improvement Centre ODID Operational display and input
CM Core Management development
CNS Communication Navigation Surveillance OPS Operational Services (CoE)
(BA) PFE Performance, Flow Management,
CoE Centre of Expertise Economics and Efficiency (BA)
COSAAC Common Simulator to Access ATFM PMP Project Management Plan
Concepts PRIF Procurement InterfaceTool
CRDS CEATS Research Development and PRU Performance Review Unit
Simulation Centre R&D Research and Development
DAI Development and Integration (CoE) RADAR Results, Approach, Deployment,
DEEC Director EEC Assessment and Review (EFQM)
DFS Deutsche Flugsicherung RTCA Requirements and Technical Concepts
(German ANSP) for Aviation
DG Director General SAF Safety (BA)
DGAC Direction Generale de l'Aviation Civile (F) SDR Special Advisor (EEC Core Manager)
DG RTD Directorate General Research and SET Services Enabling Team
Technological Development (EC) SFM Simulation Facility Management (CoE)
DSI Denmark Sweden Interface SICTA Sistemi Innovativi per il Controllo del
EATMP European Air traffic Management Traffico Aereo
Programme SMU Social Medical Unit (SET)
EC European Commission SSS Staff Satisfaction Survey
EEC EUROCONTROL Experimental Centre TIG Transports & Mail Infrastructure General
EHQ EUROCONTROL Headquarters Support (SET)
EMB EEC Management Board TQ Total Quality
EMC EATMP Management Committee TQA Total quality Agent
EMM Extended Management Meeting TRS Task Requirement Specification
ENAC Ecole Nationale de l"Aviation Civile TS Technical Services
ENAV Italian ATM Provider VDL VHF data link
ENV Environment (BA)
Page 60 of 60

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EUROCONTROL

AUTHORITY NAME AND SIGNATURE DATE

Editor in Chief Eric WATKINS 02 May 2003

Director EUROCONTROL Jean-Marc GAROT 02 May 2003

EDITION ISSUE DATE AUTHOR(S) REASON

Editor in Chief: Editor in Chief:

Chapter Authors: Chapter Authors:

Context of this submission Changing market context

The EEC staff complement is 272 budgetary posts

Sector Safety and Productivity

Information Technology Director

The Experimental Centre Consultation Group

then DEEC is functionally responsible to Senior

EMC meets approximately 9 times per year. EEC MB

Experimental Centre Journey to Excellence (1)

Experimental Centre Journey to Excellence (2)

At the end of 2002 and beginning 2003 in

EEC Core Business Re-orientation Process

EUROCONTROL Experimental Centre

acceptance of the matrix structure but identified

Senior management has supported the performance appraisal, in order to deploy

other members of staff when praiseworthy

1e Leaders identify and champion

Since 1995 the EEC has undergone 4 major re-

The effective delivery of change is ensured

Since 1998 self-assessment has been an

2 POLICY AND STRATEGY

2003, and is consequently a new framework content. Additional internal communication of

subscribed to, and where the EEC Policy and

We host, on the premises of the Experimental 69%

Centre, a large number of working groups 18000

involving direct and indirect stakeholders. These

include international groups such as RTCA and

EUROCAE. We provide conference chairs,

session chairs and rapporteurs for a number of 0

Digital Aviation Systems Conference. In 2002

All EUROCONTROL staff work at the Bretigny

EEC Posts (Headcount) on March 1st 2003

ATM Syst Engineering Air & Ground System Engineering 34 0 0 1 0 35

3b People's knowledge and The Performance Appraisal process

and on Wednesdays. This initiative, called the

Director's Policy facilitates involvement Unions

The EEC makes active use of its Intranet. The

Flexitime and Home-working

The EEC operates a system of flexible working

A pilot study of the use of home-working was run

4 PARTNERSHIPS AND RESOURCES

mainly at the suppliers’ sites. This encourages

non-exclusive licensing agreement via more

The ECAPE User Group was formed in 2002 to Boeing

WG59 : Interoperability. Primarily concerned

WG51 : Automatic dependant Surveillance. complex cross-Agency project since expertise

University partnerships. Financial Planning

Financial Regulations Financial Relationship with sponsors