management plan 2016 - european commission · strengthening cybersecurity. under this pillar we...

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Management Plan 2016 Directorate-General for Communications

Networks, Content and Technology

Ref. Ares(2016)1293160 - 15/03/2016

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Contents

PART 1. OVERVIEW OF MAIN OUTPUTS FOR THE YEAR .................................................. 3

PART 2. ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR........................... 21

GLOSSARY ............................................................................................................. 32

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PART 1. Overview of main outputs for the year

The digital revolution has dramatically changed the way we communicate, the way companies deliver services and even how public administrations work. What we are witnessing is how digital is now profoundly changing the more traditional industrial sectors.

At European level, Commission President Juncker has made the digital economy and society and the realisation of a Digital Single Market (DSM) one of the top three priorities of his mandate. Heads of State and government endorsed this priority at the European Council in June 2015. In his speech on the State of the Union of September 2015, Commission President Juncker highlighted the role of the DSM to reducing obstacles to cross-border activities, to stimulate innovation, connecting talents and offering a wider choice of products and services. The DSM is included in the 2016 Commission Work Programme.

The Digital Single Market is Europe's main engine for growth and job creation and a key to investment and increasing European competitiveness. To reap all its benefits, it is crucial for its legislation to be transparent, simple and based on the most efficient tools. DG CONNECT will work in 2016 towards establishing the conditions to ensure that the DSM will be effectively realised, while adapting it to emerging challenges and minimising burdens on economic actors.

The first overarching goal is to realise very quickly a Digital Single Market, as set out in the Strategy presented in May 2015. The DSM strategy has three objectives:

Pillar 1 - improving access to online goods and services across Europe. We want to prevent unjustified geo-blocking and modernize our copyright framework. We also need to adapt our consumer rules to the borderless nature of online trading.

Pillar 2 - digital networks and innovative services. We need to overhaul our telecoms regulations and address issues such as combating illegal online content and strengthening cybersecurity. Under this pillar we also need to review audio-visual media services, and look at the issue of the power of Internet platforms.

Pillar 3 - maximizing the growth potential of the Digital Economy. We want a strong, data driven economy, taking advantage of technologies such as Internet of Things (IoT) or cloud computing. We also want to ensure that European citizens have the necessary skills to work with and benefit from the significant advantages that Information and Communication Technologies (ICT) solutions bring in their day to day lives.

The first General Objective is therefore "A Connected Digital Single Market" and it is translated into five Specific Objectives embodying a detailed set of actions, which all contribute to it in an integrated and consistent way.

The delivery of the specific outputs will create the conditions whereby European citizens can enjoy the same access to high quality digital services across borders, and European companies can compete globally, start-ups and Small and medium-sized enterprises (SMEs) can grow, and the results of European Research & Development (R&D) investment can translate into successful products and services on the world markets.

In the first half of the year, DG CONNECT will face a formidable challenge as 3 packages of DSM actions and several individual actions will need to be prepared for adoption by the

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College:

1st package – DSM technologies and public services modernisation. This package will include a chapeau Communication covering the Digitisation of European Industry; a Communication on a European Cloud initiative, accompanied by two Staff Working Documents on High Performance Computing and Quantum Technology; and an ICT Standardisation strategy, accompanied by a Staff Working Document on the Internet of Things. The package will also contain the eGovernment Action Plan 2016-2020.

2nd package – DSM eCommerce including a legislative proposal to prevent unjustified Geo-blocking in the Digital Single Market,

3rd package – DSM Content including the Audio Visual Media Services Directive (AVMSD) REFIT and a Communication on the role of platforms (including illegal content), a second set of Copyright measures (following the publication of the Communication "Towards a modern, more European copyright framework" and the proposal for a Regulation on cross-border portability of online content services in December 2015) and the review of the Satellite and Cable Directive 93/83/EC.

The review of the telecom framework will assess whether the telecom regulation needs to be adapted, in particular to face the challenge of growing needs for connectivity. A legislative proposal for a future-friendly regulatory framework will be tabled in the second half of the year.

Several additional initiatives are planned in the second half of the year, such as a proposal to establish free flow of data within the Digital Single market and address the emerging issue of data ownership and a reform of the e-privacy directive.

The second overarching goal is to foster European ICT research, development and innovation and boost investment. Investing in ICT research and innovation is one of the main instruments for playing a prominent role at a global level and contributing to economic growth and sustainability. While DSM actions on all pillars have impact on ICT Research & Innovation (R&I), at the same time the targeted R&I investments support DSM implementation through enabling technological breakthroughs, designing competitive products and services, attracting capital investment, establishing partnerships, and developing a stable innovation ecosystem in the EU. For this reason, both policy actions and R&I investment activities are included under the specific objectives to highlight their mutually supportive dimension. In other words, Horizon 2020 and CEF projects, in particular Public Private Partnerships and H2020 Focus Areas, which constitute areas of big investment, will play an important role in supporting the policies designed and managed by DG CONNECT and, conversely, the new policies will underpin decision making regarding future R&I priorities (e.g. liability, privacy-by-design).

The second General Objective is therefore "A New Boost for Jobs, Growth and Investment" and it is implemented through two Specific Objectives comprising a number of actions.

Almost 3 billion EUR have been earmarked for 2016 and 2017 in the Digital part of Horizon 2020. Around 40% of the budget (~1.1 billion EUR) will go to major Public-Private-Partnerships in 5G, Big Data, Robotics, Photonics, Micro-electronics, Manufacturing technologies and High Performance Computing. We expect that at least 20% of the budget will go to SMEs and start-ups.

The delivery of the specific outputs, detailed in this report, will boost the new digital

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technologies that are the engines of economic growth.

The position of Europe as a world leader on the digital market also largely depends on

international cooperation, both in taking into account the external dimension when realising

the DSM, but also in safeguarding that the same openness that third counties companies enjoy

on the European markets are also guaranteed from our trading partners. Barriers to global

digital trade particularly affect European companies since the EU is the world’s first exporter

of digital services. This will be achieved through regulatory cooperation to minimise Technical

Barriers to Trade and to further press for market access through an ambitious digital trade and

investment policy.

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Relevant general objective:

A Connected Digital Single Market

Specific objective 1.1: Digital goods and services are available to consumers and businesses across Europe.

Related to spending

programme(s) Creative

Europe MEDIA

Main outputs in 2016:

Policy–related outputs

Description Indicator Target date

Legislative proposals to review the EU

copyright legal framework including

possible measures stemming from the

review of the satellite and cable directive.

Adoption of Commission

proposal.

Q4 2016

(2016/CNECT/009)

(2016/CNECT/019)

Legislative proposals on the

implementation of the Marrakesh Treaty

(to Facilitate Access to Published Works for

Persons Who Are Blind, Visually Impaired

or Otherwise Print Disabled).


proposal.

Q4 2016

(2015/CNECT/025)

Legislative proposals to prevent unjustified

geo-blocking on the DSM.


proposal.

Summer 2016

(2016/CNECT+/002)

Main expenditure outputs

Description Indicator Target

Creative Europe MEDIA Work programme

2017 launching accompanying measures in

2015 Copyright Communication.

Adoption. Q2 2016

Strategic stakeholder dialogue through

European Film Forum and national Film

Funds on accompanying measures.

Holding 6 events in film

festivals in 2016.

Q4 2016

The modernisation of EU copyright rules was outlined in the Digital Single Market Strategy.

The step-by-step strategy had a first milestone with the Communication "Towards a

modern, more European copyright framework" and the proposal for a Regulation on cross-

border portability of online content services published in December 2015. DG CONNECT is

working on a second wave of legislative proposals to be tabled in Q2 of 2016.

DG CONNECT's objective is to submit a proposal in the first half of 2016, to put an end to

unjustified geo-blocking. In addition, the Single Market Strategy has announced legislative

action to address general discrimination based on place of residence or nationality.

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Removing such discrimination and getting companies to change their current behaviour

online would bring significant benefits to European consumers (such as improved access to

information or wider choice).

Ensuring wider access to content online across Europe is a matter of combining a wide array

of policy instruments. Along with a review of the copyright legislation, the support policy of

the European Union, embodied in the Creative Europe programme, can also play a part. The

larger availability of content across the EU also relies on the engagement of the creative and

distribution industry and of Member States. The former have the keys to evolving business

models, the latter are primarily responsible for culture policies within the EU's structure of

competences, and manage most of the 2.1 billion EUR of public funds supporting the audio-

visual industry.

Specific objective 1.2: Electronic communications networks and services, digital content and

innovative services benefit from favourable conditions and compete on a level playing field.


Policy-related outputs


Legislative proposal for a future-friendly

regulatory framework for electronic

communications networks and services.

Adoption of

Commission proposal.

Q4 2016

(2015/CNECT/007)

Review of the functioning of the wholesale

roaming market (Commission proposal for

a legislative measure by the European

Parliament and Council).

Adoption of


June 2016

(2015/CNECT/018)

Commission implementing regulation on

the application of roaming fair use policy

and sustainability mechanism.

Adoption by the

Commission.

Q4 2016

(2016/CNECT/011

subject to validation

by the First VP)

Establishment of a Cybersecurity public

private partnership (Cybersecurity cPPP)

Commission decision

and signature of the

contractual agreement.

Q3 2016

(2015/CNECT/004)

(2016/CNECT/003


by the First VP)

Implementing decision of the eIDAS

Regulation laying down standards for the

security assessment of information

technology products.

Adoption by the

Commission.

Q2 2016

(2016/CNECT/012)

Extensive assessment report on Online platforms. The Commission's conclusions following the comprehensive assessment will be adopted in the summer of 2016 in

Publication of

Commission report.

Summer 2016

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the form of Communication and Staff Working Document.

Legislative proposal on the review of the

Audiovisual Media Services Directive and

Staff Working Document on REFIT

evaluation of the Directive.

Adoption of


Q2 2016

(2015/CNECT/006)

(2015/CNECT/024)

Network Information Security (NIS)

Directive.

1) Final adoption of the

NIS Directive

2) Setup of a NIS

cooperation network at

European level.

3) Setup of a Computer

Security Incident

Response Team

network at European

level.

1) 01/06/2016

2) 31/08/2016

3) 31/08/2016

Legislative proposal on the review of the

ePrivacy Directive.

Adoption of


Q4 2016

(2016/CNECT/007


by the First VP)



Connecting Europe Facility (CEF) Safer

Internet Digital Service Infrastructure (DSI)

core platform hotlines.

DSI of hotlines

supporting notice and

takedown of illegal child

abuse material.

Q2/Q3 2016

CEF DSI Cybersecurity: Contract for the

establishment of a Core Service Platform

between participating Member States and

operation of cooperation mechanisms for

Computer Emergency Response Teams.

Signature of the

contract.

Q2 2016

Since the liberalisation of the EU telecommunications markets at the end of 1990s, the EU regulatory framework on electronic communications networks and services has been founded on the use of regulatory tools to open markets, free up bottlenecks and enable access to key inputs. However, important policy and regulatory challenges remain, including the lack of "infrastructure competition"; limited progress towards more integrated telecoms markets; significant differences with regard to spectrum governance; the absence of regulation of online electronic communication services (e.g. voice over IP); technological and economic developments, such as fixed/mobile convergence, network virtualisation and the shift to all-IP networks. Major additional benefits can be derived from a European market with genuinely common rules on key parameters, e.g. in the area of access regulation or spectrum allocation. At the same time, the content of the rules counts: it is time to examine

https://webgate.ec.europa.eu/agendap/agenda/protected/agendaItems/detailAgendaItemVersion.agenda?itemId=80756

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whether the framework of common rules devised for liberalisation of markets needs remains fit for purpose or needs to be adapted, in particular to face the challenge of growing needs for connectivity and changing consumer demand, habits and expectations.

In parallel to the Telecoms Framework REFIT, the ongoing review of the functioning of the wholesale roaming will contribute to the final realisation of an EU wireless market without roaming surcharges.

The DSM strategy called for a comprehensive assessment of the role of platforms, which will cover issues such as (i) transparency i.e. in search results (involving paid for links and/or advertisement), (ii) platforms usage of the information they acquire, (iii) constraints on the ability of individuals and businesses to move from one platform to another (interoperability). The Review of the Audio-visual Media Services Directive (AVMSD) was announced in the DSM strategy and will "focus on its scope and on the nature of the rules applicable to all market players, in particular measures for the promotion of European works, and the rules on protection of minors and advertising rules." Media convergence (the progressive merging of traditional broadcast services and the Internet), technological developments, new viewing habits, particularly of younger generations, lead to questions regarding the relevance and impact of existing AVMSD rules as well as on the need to adopt a different approach on certain aspects for the future. Cyber-security is fundamental to the effective functioning of the Digital Single Market. We need to ensure that citizens and businesses have trust in the security of our networks and therefore create an adequate layer of trust and security at the base upon which further develop a fully fledge digital economy. The Directive on network and information security (NIS Directive) will be the first step towards this goal. The NIS Directive aims to provide stable footing to enhanced preparedness at the EU and national level, and strengthened cooperation. The Cooperation Network at EU level that the Directive aims to set up is designed to build an EU-wide community that would work together, at strategic and at operational level, to face common cyber threats. The objective of the contractual public private partnership (cPPP) on cybersecurity is to stimulate the competitiveness and innovation capacities of the digital security and privacy industry in Europe. It should be instrumental in structuring digital security research & innovation in Europe, ensuring that there will be a sustained supply of innovative cybersecurity products and services in Europe for the benefit of citizens, enterprises and governments. Once the General Data Protection Regulation (GDPR) is definitely approved, the work on the revision of the ePrivacy Directive will officially start. The focus will be twofold: on the one hand, ensuring the rights of data subjects; on the other hand, ensuring a level playing field among different operators irrespective of the technology used. Operationalising eIDAS via the adopted implementing acts is a concrete step to building and unleashing the potential of the DSM.

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Specific objective 1.3: The digital economy can develop to its full potential underpinned by

initiatives enabling full growth of digital and data technologies.



DSM technologies and public services modernization package, including a Communication on a European Cloud initiative (accompanied by two Staff Working Documents: High Performance Computing and Quantum Technology), a strategy on ICT standards accompanied by a Staff Working Document on Internet of Things and the e-Government Action Plan (2016-2020)

Adoption by the

Commission.

Q2 2016

(subject to

validation of

individual

elements by the

First VP)

Legislative proposal and a Communication

on the free flow of data and data

ownership within the EU.

Adoption by the

Commission.

Q4 2016 (2016/CNECT+/001)

Better Digital Skills for all Europeans,

accompanied by H2020 support.

Re-launch of Grand

Coalition for Digital Jobs.

Q4 2016

Digital embedded in national policies and

reform programmes (European semester) –

First "Europe's Digital Progress Report"

(Staff Working Document)

Adoption of the SWD Q2 2016 (2016/CNECT/004)

Connected automated driving. Cross-sectorial agreement

on actions to be taken to

improve Europe's

competitiveness in this

domain.

Q4 2016



Pilot projects for Open Government

activities under H2020 Societal Challenge

(transparency, eParticipation, collaborative

production of services, etc.), including the

use of emerging technologies and SME

actions (mobile eGov apps).

Launch of pilots. Q4 2016

GÉANT – the pan-European data network

for the research and education community

interconnects national research and

education networks across Europe,

Signature of specific grant

agreements for:

1) connectivity to Latin

America

Q4 2016

https://en.wikipedia.org/wiki/Europe

https://en.wikipedia.org/wiki/Computer_network

https://en.wikipedia.org/wiki/Research

https://en.wikipedia.org/wiki/Education

https://en.wikipedia.org/wiki/National_research_and_education_networks

https://en.wikipedia.org/wiki/National_research_and_education_networks

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enabling collaboration between

researchers irrespectively of their location.

2) GEANT – Research and

Education networking.

High-performance computing strategy. Signature of grant for the

next PRACE

implementation phase.

Q4 2016

Validation of emerging standards

frameworks, testing of innovative business

models through implementation and usage

of IoT technology.

Launch of 5 IoT large

scale pilots for EU wide

technology and business

validation that involve

demand and supply side.

Q4 2016

Acceleration of the implementation of the

"once only principle"

Launch of a Large Scale

Pilot with Member States.

Q4 2016

Digital technologies continue to evolve at a very fast pace and permeate every sector of

society. In order to support the further development of the digital economy as targeted in

this specific objective, a collection of targeted measures has been undertaken, covering a

range of different domains where public policy intervention is justified. The instruments

chosen include both policy and research measures, and are described below.

The third pillar of the Digital Single Market Strategy aims specifically at maximising the growth potential of the digital economy. It highlights that digitisation of all sectors will be needed if the EU is to maintain its competitiveness, keep a strong industrial base and manage the transition to a smart industrial and services economy. DG CONNECT is working on a DSM technologies and public services modernisation package on Digitising European Industry, including a Standardisation strategy and an EU Cloud initiative and the eGovernment Action Plan 2016-2020. A set of Staff Working Documents are also planned, namely on the opportunities and challenges for Internet of Things; on High Performance Computing; and Quantum Technologies.

The planned Digital Industry Package will address: a) The need for further focusing and coordination of investments in digital innovations and relevant infrastructures, b) Availability of standards in prioritised ICT fields such as the Internet of Things, Big Data, 5G, Digitisation of manufacturing processes, c) Fit-for-purpose regulatory measures notably in the areas of data ownership, security and liability and d) The need for a renewed social dialogue on the impact of digital innovations on jobs and skills and the need to expand current mechanisms such as the Grand coalition for Digital skills.

The vision of the eGovernment Action Plan 2016-2020 is to make public administrations and

institutions in Europe open, inclusive and participatory, providing borderless, personalised,

user-friendly digital public services to all EU citizens and businesses. The Action Plan will

focus on four strategic policy priorities: 1) digitise and grow (all Member States will have

'once only principle' policies in place for businesses and citizens in due respect of data

protection rules); 2) enabling cross-border mobility with digital public services; 3) facilitating

digital interaction between administrations and citizens/businesses; 4) enabling and

facilitating the development and provision of digital services across borders, based on

agreed standards and technical specifications.

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The Big Data Value Private Public Partnership will start implementation of the Strategic

Research and Innovation Agenda through the first H2020 calls, including on privacy

preserving technologies, large scale pilots and cross-sector "innovation spaces". It will also

contribute to the work on the Free Flow of Data, notably by providing expert input from

industry to the definition of the framework conditions and to emerging issues such as data

ownership and liability.

In order to maximise the growth potential of data technologies and services through the

uptake of cloud computing and through the free flow of data across the EU, the third pillar

of the DSM Strategy includes the following commitments: i) tackle unjustified restrictions on

the free movement of data for reasons other than the protection of personal data within the

EU and unjustified restrictions on the location of data for storage or processing purposes

and address ii) emerging issues of ownership, interoperability, usability and access to data.

Legal certainty as to the allocation of liability is recognised as important for the

development and uptake of digital data-driven services, particularly the IoT.

To enable all Europeans to reap the full benefits of digital technology, whether they are

consumers of digital technology, or in the workplace, they need to have the right level of

digital skills. The Commission will address solutions and actions to boost digital skills in the

technologies and public services modernisation package and the forthcoming new Skills

Agenda for Europe. DG CONNECT will further contribute with the relaunch of the Grand

Coalition for Digital Jobs in Q4 2016 and several smaller actions on better skills anticipation,

using digital technology.

Smart mobility is a cornerstone for the full development of the digital economy, and

resilient, fit-for-purpose ubiquitous connectivity is the basis for smart mobility. Automation

in road transport – in particular in a connected eco-system – is a game changer towards a

data-driven society. The automotive and telecommunications sectors are cooperating

among themselves and with Commission services to develop a roadmap and an action plan

for the acceleration of connected automated driving in Europe and elsewhere in global

markets. Further stakeholders (such as users, service providers etc.) need to be involved,

and a multi-stakeholder platform will ensure cross-sectorial cooperation and quick

deployment, supported by H2020 calls in LEIT and the Transport Societal Challenge.

In the Internet of Things (IoT) cross-cutting domain, 5 Large-Scale-Pilots plus a horizontal

Support Action will involve all value-chain actors and ensure the longer-term evolution of

the IoT. The Large Scale Pilots are also connected to the recently established Alliance for

Internet of Things Innovation (AIOTI), the DSM (link to hubs, platforms, skills, regulation) and

the ICT30 IoT Ecosystem projects starting in January 2016. By the end of 2016, this work

should validate emerging standards frameworks and testing of innovative business models

through the implementation and usage of IoT technology.

To accelerate the "once only principle" (OOP) the large Scale Pilot with Member States will

test the feasibility of applying the once only principle for businesses across borders. Pilots

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for new and better public services aim to implement elements of Open Government

(transparency, eParticipation, collaborative production of services, etc.), including the use of

emerging technologies and SME actions (mobile eGov apps).

Specific objective 1.4: All Europeans enjoy effective world-class

connectivity through future-proof and ubiquitous digital networks and service infrastructures as underlying basis for the digital society and data

economy.

Related to

spending

programme(s):

CEF/EFSI/ESIF




Connecting Europe Broadband

Fund.

Signing of key legal documentation

establishing the fund.

Q3 2016

Ultra High Frequency (UHF)

Decision on access to the 700 MHz

band for wireless broadband and

safeguards for audiovisual below

700 MHz.

Adoption of the harmonisation

decision by the Commission.

Q2 2016 (2015/CNECT/008)

Proposal for a Decision of the EP

and the Council on the use of the

470-790 MHz frequency band in

the EU.

Adoption of Commission proposal. Q1 2016 (2015/CNECT/017)

Identification of core 5G standards

for global interoperability with

international partners.

5G Standardisation roadmap

delivering by 2019 a full standard

package including complementary

standardisation e.g. in relation to

vertical sectors.

Q3 2016

EU-Brazil joint declarations

towards a common global vision

for 5G, complementing the ones

with South Korea, Japan and China.

Signature of 5G joint declaration

with US and Brazil

Q4 2016

Continued European industrial

commitment to 5G.

Reinforcing 5G Private Public

Partnerships (PPP) governance

model securing strong European

voice in relevant bodies

(standardisation, spectrum,

international cooperation).

Q3 2016

CEF Telecom Work Programme

2016 for Digital Service

Infrastructures.

Adoption of the CEF Telecom Work

Programme.

Q1 2016 (2015/CNECT/026)

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CEF Financial Instruments

financing.

100 mio EUR to launch the

Connecting Europe Broadband

Fund.

Q3 2016

All digital services and applications depend on the ubiquitous availability for all citizens throughout Europe of high-speed and secured connectivity infrastructures. It will therefore be a key element of the telecoms reform to address the new objective to ensure that all citizens and businesses need access to adequate connectivity, everywhere, based on a sustainable, market-based, high-performance fixed and mobile broadband infrastructure, at affordable prices.

Within CEF Financial Instruments it is planned to set up a fund with the European Investment Bank (EIB), where the aim is to create an investment vehicle dedicated to finance smaller broadband projects across the EU. Currently the EIB is performing a market study, which will lead to identify relevant stakeholders for the creation of such a fund. Launch date is targeted for mid-2016.

In terms of funding, DG CONNECT is also actively working with DG Regional and Urban Policy

and DG Agriculture and Rural Development on European Structural and Investment Funds

(ESIF) programmes to support the implementation by Member States and regions in the

area of ICT. This includes networking and technical assistance initiatives, in coordination

with the European Investment Advisory Hub. The dialogue with Member States is also

carried out in the context of the approval and implementation of the National (and regional)

Broadband Plans. The continuous review of these plans and of the relevant state aid

schemes are another stream of activity. DG CONNECT is also working with DG Economic and

Financial Affairs, DG Mobility and Transport and DG Energy on the negotiation and

implementation of the Investment Plan supported by the European Fund for Strategic

Investments (EFSI).

Regarding the UHF Decision on access to the 700 MHz band for wireless broadband and safeguards for audiovisual below 700 MHz, negotiations with the EP and Council will be conducted during 2016, with the aim of coming to a speedy outcome. In parallel, negotiations will also be conducted with the Member States in the Radio Spectrum Committee in order to approve an accompanying implementing decision that sets out the technical criteria for the use of the 700 MHz band. Furthermore, the launch of a Mandate to European Conference on Postal and Telecommunications concerning the band 470-694 MHz to clarify the concept of flexibility for introducing wireless broadband at national level, while safeguarding and giving priority to broadcasting needs in this band.

The policy dimension of the 5G-PPP is progressively being stepped up through a closer cooperation between the policy activities conducted in 5G and those occurring in the regulatory and policy area affecting the future deployment of the 5G infrastructure. Our ultimate goal is to take forward the technology roadmap emerging from the collaborative EU research investments and avoid the hampering fragmentation of approaches in Europe (such fragmentation delayed in the past the agreement on standards in 3G and 4G). The

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benefits of 5G need to be documented to secure investments in networks in the EU. The ongoing study on socio-economic impact of 5G will provide useful economic and societal evidence on the importance of the 5G verticals in the whole digital landscape. Synergies with the Alliance for Internet of Things Innovation are showing the power of combining 5G and IoT at operational level.

Digital services are key elements of a functioning Digital Single Market. CEF deploys solid trans-EU interoperable operational services based on mature technical and organisational solutions, as identified by the CEF regulation: 14 digital service infrastructures (DSIs) which are ready to be deployed and will be sustainable and maintained over time. All DSIs indicated in the CEF Regulation have now reached a sufficient maturity to be deployed. Accordingly, the CEF Annual Work Programme 2016 supports the three remaining DSIs: European Platform for the interconnection of European Business Registers (BRIS), Electronic Exchange of Social Security Information and the European eJustice portal. Also, it continues to fund: Europeana and Safer Internet, eIdentification and eSignature, eDelivery, eInvoicing, Public Open Data, Automated Translation, Cybersecurity and eProcurement. Two DSIs that were supported in 2015, Online Dispute Resolution and eHealth, do not need funding for 2016 and thus are not included in the Work Programme. In 2016 discussions on the outlook of the digital services to be supported will intensify to make sure that sustainability of the solutions as well as technological and political developments are reflected in future actions.

Specific objective 1.5:

A modern, open and pluralistic society building

on Europe's cultural diversity, creativity and

respect of creators' rights and its values in

particular democracy, freedom of expression and

tolerance.

Related to spending

programmes

H2020, Multimedia

Actions, Creative

Europe MEDIA




Consolidating the creative industries and

establishing an industrial R&I roadmap for

the future needs of the CCIs.

Strategic research and

innovation agenda

submitted by the New

European Media European

Technology Platform (ETP).

Q2 2016

Strengthening the EUROPEANA network. Sustainable funding model in

place for EUROPEANA

Q2 2016



Strategic support to Euronews channel. Signature of new Framework

Partnership Agreement.

Q4 2016

Facilitating a European Centre for Press

and Media Freedom.

Launch of the preparatory

action.

To start after

end of pilot

16

project

expected in Q2

Creative Europe MEDIA Work programme

2017

Adoption. Q2 2016

Launch of Creative Sectors Guarantee

Facility (under the Creative Europe Cross-

sectoral strand).

Signature of Delegation

Agreement with EIF and

selection of beneficiaries.

Q1, Q3 2016

Europe must help the digital transformation of the creative sectors in Europe, with more

cross-border and globally successful creative content, and more innovative projects and

services to answer the needs of the new audiences and business opportunities across

Europe. In this sense, critical skills such as creativity and critical thinking- in addition to

scientific and technological skills- are needed for this to happen. The current political

landscape is suitable for the Commission to take leadership and propose a coherent

strategy to diffuse and facilitate creativity and support the cultural and creative industries

along their whole value chain and, this way, contribute to the main political priorities of the

DSM with an enabling policy and support framework focusing on the cultural and creative

and the new Industrial Policy.

EUROPEANA should become the catalyst for solutions enabling cross-border access and

reuse of cultural content, through innovation and commercial exploitation. The adoption of

Council conclusions foreseen in the first half of 2016 should strengthen the financial viability

of the EUROPEANA network. By promoting the adoption of ICT technologies, EUROPEANA

will help cultural institutions to make their digital content widely accessible on-line.

The overall objective of Multimedia actions is to strengthen independent reporting on EU

issues from a European point of view. Television continues to be the most popular medium

and support to Euronews in 2016 will aim to ensure an objective, sustainable source of

news with a pan European focus delivered on a multi-lingual basis. Support to radio services

networks will also provide an important contribution to an informed and objective debate

on European affairs. A pilot project will explore innovative ways of producing and

distributing media to maximize effectiveness.

A healthy, plural, free and innovative media system is crucial for the development of

democratic societies. Among other actions aimed at strengthening media freedom and

pluralism across Europe and raising awareness on these topics, the Commission will

continue to fund – with the support of the European Parliament – pilot projects and

preparatory actions in the field of media pluralism and media freedom.

DG CONNECT will encourage media literacy through awareness-raising and exchange of

best practice (e.g. organising further meeting of the EU's Media Literacy Expert Group and

through the Twitter account @EU_MedLit), as well as through a pilot project on "media

literacy for all" supported by the European Parliament.

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The objectives of the Creative Europe MEDIA subprogramme are twofold: safeguarding

cultural diversity, and strengthening the competitiveness of the European audiovisual

industry, including cinema, content for TV, and video games. MEDIA co-finances around

2000 European projects per year, including some of the jewels of European cinema and can

encourage citizens to engage with culturally diverse films from across Europe.

European Media innovation will be supported by the Commission's media policy, as well as

by H2020 research innovation projects which leverage on convergence and integration

between traditional Media (e.g. broadcasters), Internet-based services, and social media, to

better understand and cater to the ever-evolving demands of various type of content.

The negotiations between the EP and the Council on the 2012 Commission proposal for a

Directive aiming at the approximation of the laws, regulations and administrative provisions

of the Member States on the accessibility of websites from public sector bodies are

progressing. Once adopted, the Directive will oblige Member States to legislate on

accessibility of public sector bodies websites.

Relevant general objective:

A New Boost for Jobs, Growth and Investment

Specific objective 2.1: Europe maintains its position as a world leader in the

digital economy, where European companies can grow globally, drawing on strong digital

entrepreneurship and performing start-ups and where industry and public services master the digital

transformation.

Related to

spending

programme(s)

Horizon 2020




Staff Working Document (SWD) on the

Intermediate evaluation of the eHealth Action

Plan.

Adoption of the

SWD.

Q4 2016

Blueprint on Digital Innovation for Active and Healthy Ageing. Collection of commitments from regional authorities to invest in the deployment and implementation of digitally-enabled solutions for ageing within the 2016-2018 timeframe.

Publication of the

cross-EU blueprint.

Q4 2016

European Smart Cities Framework (ESCF). ESCF developed. Q4 2016

H2020 to be a centre of innovation for young

companies and dynamic SMEs in pursuit of

excellence.

Percentage of H2020

ICT budget

dedicated to

50% of work

programme by

Q4 2016.

18

innovation activities

(base line 2014:

45%)



StartupEurope Club. Number of network

nodes participating.

18 by Q4 2016

H2020 – Societal challenges calls Timely launch of 10

calls (budget: 123,7

mio EUR)

Q4 2016

European ecosystems have seen an unprecedented surge in the number of tech start-ups

and scale-ups in the past few years. StartupEurope is the policy narrative supporting digital

start-ups in Europe. The ecosystem is evolving rapidly in terms of expertise, talented teams,

funding and closer links with investors and big firms. A Digital Single Market can create

opportunities for new start-ups and allow existing companies to grow and profit from the

scale of a market of over 500 million people.

In the area of eHealth, the objective is to enable the take-off of mHealth, the Apps and API

economy and the continued deployment of eHealth by providing legal certainty to ensure

trust and security and targeted policy and research actions. We will facilitate Self/co-

regulation in the form of the Industry Code of Conduct on mHealth Apps Privacy and the

Guidelines on validity of Apps data to be included in electronic health records. At the same

time, evidence gathering will take place on the safety and liability of apps and other non-

embedded software. The eHealth Action Plan will undertake a mid-term evaluation,

conducting a public consultation and publishing a staff working document to assess its

performance and fitness for the challenges ahead. A new Roadmap for the EU –US

Memorandum of Understanding on eHealth will be confirmed, increasing cooperation and

opening markets for EU entrepreneurs.

To scale up innovation actions and support to market uptake of digital innovation for

active and healthy ageing, contributing to better care and sustainability of health and social

care systems, the 2016 plan includes the co-creation of a blueprint (roadmap) on digital

innovation for Europe's Ageing Society in the 21st Century, jointly with EU regional

authorities and industrial players committed to investing in and implementing digital

innovation for active and healthy ageing between 2016-2018.

Smart Cities are core elements in achieving Europe 2020 goals related to smart, sustainable

und inclusive growth. The EIP on Smart Cities and Communities speed up creation of a

market for smart city solutions by integrating technologies across the ICT, mobility and

energy sectors. Six actions clusters join stakeholders’ forces; three of them (Integrated

infrastructures & processes, citizen focus and business models & financing) are of particular

relevance for the digital transformation. Projects stemming from the 2016 H2020 Smart

19

Cities call, but also from other calls with in Transport and Energy Societal Challenges, will

address and accelerate development and deployment of smart city solutions.

Specific objective 2.2: Europe's research finds investment

opportunities for potential technology breakthroughs and flagships, in particular through the Horizon 2020 programme and

using Private Public Partnerships.

Related to

spending

programme(s)

Horizon 2020




H2020 Interim assessment of the FET

Flagships.

Completion. Q4 2016

Establishment of an industry legal

association representative of the EU

stakeholders to pilot core EU

developments in the IoT domain.

Stabilisation of AIOTI as a legal

industrial structure to pilot IoT

deployments in Europe.

Q3 2016

European deployment strategy for 5G

networks and creation of a 5G Advisory

Board to Commissioner Oettinger.

Creation of the 5G Advisory

Board and release of the

strategy

Q4 2016

FIWARE foundation. Setup of the FIWARE

foundation.

Q4 2016

Ambient Assisted Living Joint Programme

Initiative to support the transition of

"Innovation to Market" in the field of

Active and Healthy Ageing.

Launch of the initiative. Q4 2016



H2020 - Excellent Science calls. Timely launch of 5 calls

(budget: 132 mio EUR).

Q4 2016

H2020 - Industrial Leadership calls. Timely launch of 23 calls

(budget: 611,5 mio EUR).

Q4 2016

H2020 - Cross-cutting activities (Focus

Areas) calls.

Timely launch of 2 calls

(budget: 68 mio EUR).

Q4 2016

This specific objective aims to ensure that research and innovation investment funds new

breakthrough technologies and very-large scale flagship research initiatives. The main

outputs for 2016 will mainly include new research grant agreements in key emerging

domains, or project deliverables from initiatives started in the past.

20

The Next Generation Internet equals to radically more intelligent services. For it to happen

soon and in a responsible fashion, it requires Europe to drive integrated research and

innovation on Internet services and platforms: creating and nurturing an organic, multi-

disciplinary, border-less European innovation ecosystem, including small businesses and

start-ups and connecting them with larger companies, universities, investors for strategic

partnerships.

European 5G industrial leadership requires a very committed action at both research and

policy/regulatory level, especially regarding vision, spectrum, standardisation and agenda

towards implementation. Relevant actions are proposed and undertaken in the new 5G

Action Plan and creation of 5G Advisory Body to the Commissioner.

5G and Internet of Things have strong complementarities and synergies are expected to

increase in the coming year, as the application areas of the IoT are growing and 4G will not

be sufficient to cope with new requirements (e.g. connected cars, health, etc.). Synergies

between Cloud / Free Flow of Data / Big Data / Internet of Things will need to be further

exploited in the context of the EU Cloud Initiative.

Software quality and productivity needs to be boosted to improve competitiveness across

all sectors of the economy. To achieve this we support research and innovation on software

methods, tools and programming models through H2020. Support to ongoing work on

addressing the challenges of software development for advanced, complex systems,

especially in relation to data based technologies, including cloud computing will continue.

Another important development is the role of open service platforms in the economic

landscape/new business models and ecosystems of innovation. A key element for the

growth of open service platform is mastering multi-sided data markets and ecosystems

what can be supported by research results such as FIWARE.

The innovation and disruption expected to happen on digital platforms needs to be tested

and validated in large-scale experimentation test beds, aiming at creating an open Internet

experimentation environment (e.g. smart cities). We aim at promoting experimentation

involving end-users and SMEs on top of shared, open facilities for testing and validation of

prototypes and solutions. This is to encompass novel concepts like Experimentation-as-a-

Service and Virtual Experimentation.

DG CONNECT will contribute to the launch of Important Projects of Common European

Interest on micro- and nanoelectronics to be submitted by Member States.

21

PART 2. Organisational management outputs for the year

Presentation of main outputs for organisational management:

Human Resources management

The key challenge of DG CONNECT will be to make the best use of our (decreasing)

available talents to deliver on our political and operational priorities, taking into account

the current resources constraints. This entails

- ensuring that DG CONNECT meets its taxation requirements towards central services;

- ensuring that the organisational structure is fit for delivering on our priorities;

- ensuring that the DG is equipped of adequate staff for delivering on our priorities.

DG CONNECT will propose to update its organisational structure in line with operational

and political priorities defined by the College.

Objective 1): The DG deploys effectively its resources in support of the delivery of the

Commission's priorities and core business, has a competent and engaged workforce,

which is driven by an effective and gender-balanced management and which can deploy

its full potential within supportive and healthy working conditions.



Close monitoring and management of job

quotas / budget and careful assessment of

replacements for every departure, in light

of the operational and political priorities.

Taxation targets met

within the deadlines

set by the budgetary

authority.

Staff reduction laid

down in the 2016

Allocation of

Establishment Plan

Posts and the

Appropriations for

External Personnel.

Learning & Development Strategy tailored

to the skills/ competences/ knowledge

required for the completion of our

operational and political priorities.

2016 Learning &

Development

Framework

approved.

Complete curriculum

reflecting newly

identified

requirements.

Pursue efforts to redeploy staff from

administrative support and policy

coordination or financial functions to

operational activities, also in search of

efficiency gains and geographical staffing

requirements.

Lower the overhead

ratio in the DG below

Family average (8.1%

in 2015) and as close

as possible to EC

average (6.9% in

2015).

Progressive

reduction of staff

allocated to

overhead functions

in compliance with

screening exercise.

Monitor the implementation of the DG

action plan as a follow-up to the 2014

Commission staff satisfaction survey.

HR transparency: publication in

advance of the Human Resources

Staff Engagement

Index within the

2016 Commission

staff satisfaction

survey.

Staff Engagement

Index of 65

22

Committee meeting agenda, rotating-

based participation of Directors, staff

information seminars.

Work-life balance: e-mail code of

conduct, parking arrangements during

absences; parking arrangements,

simplification of reporting on

meetings.

Career development: extend on-going

180°/360° for a wider staff, encourage

managers' career feedback to contract

agents, more attention to training path

during the appraisal process.

Equal Opportunities: infographics on

gender balance; managers acting as

role-model for future managers, in

particular women.

Logistics: improve catering (BXL),

renovate buildings (BXL), and improve

parking (OIL).

23

Internal control and Risk Management

In 2016, the major part of DG CONNECT's expenditure is related to FP7 and CIP (legacy)

and H2020 grants. Ex-ante controls are rigorously implemented for each transaction

(commitments and payments), but the internal control system is designed to gain

assurance mainly from ex-post audits. Together with the audit implementation measures,

they all have an important cleaning effect on the budget, as well as a preventive function.

Their impact is complemented by the beneficiaries' efforts to submit clean cost claims and

by the certifying auditors' work. The Commission services make continuously huge efforts

on training and informing them about the rules (Coordinators' Day; Participant Portal;

communication campaigns).

DG CONNECT's internal control system is aligned with the principles of sound financial

management. Actions elaborated and coordinated by the Common Support Centre (CSC),

especially those which contribute to the economy, effectiveness and efficiency of the

operations during the H2020 programme lifecycle.

For the FP7 and CIP legacy, targeted training actions will continue with the overall aim to

improve efficiency of ex-ante controls. For H2020 grant management in 2016 the goal is to

complete the implementation of harmonized reporting- and payment workflows which

incorporate the highly automated financial circuits and are supported by the common

grant management IT system suite (SyGMa-Compass with deep integration to ABAC and

ARES). The foundation of this corporate solution - which is used as common in the

research family - is based on harmonized and streamlined business rules and processes.

Beside the results of these control efforts expressed in terms of Error Rate, the control

output of DG CONNECT must also meet other legal requirements of the Financial

Regulation: Time-to-Grant and Time-to-Pay are major performance indicators. Respecting

them also contributes to the regularity of the operations.

It is expected to decrease cost of operation, reduce administrative burden and reduce the

risk of clerical and administrative errors in the payments. During 2016, following the

adoption of the H2020 Common Control Strategy, ex-ante controls in H2020 will be

further streamlined, with the same aim as mentioned above.

Fraudulent cost claims in research grant agreements is the main sectorial fraud risk. DG

CONNECT will review its Anti-Fraud Strategy, after the update of the sectorial anti-fraud

strategy (Research Anti-Fraud Strategy, RAFS) in 2015, which is complemented by a

Research Family common action plan. The Fraud and Irregularities in Research

Committee is the main platform of coordination between the research family members in

the field of anti-fraud. Its action is complemented by the local anti-fraud correspondents

working meetings and a common anti-fraud training and common tools (guidance, IT

developments) – as detailed in the RAFS action plan. The Committee makes a regular point

on the state of play of this action plan.

The main fraud prevention measure lies in raising the fraud awareness amongst a target

population (agents involved in public procurement and direct grant management). The

24

anti-fraud training course focussing on grants is in place since 2011 and has been

revamped in 2015. One of the main outputs of the fraud detection work consists in files

referred to OLAF. Their number is regularly monitored and reported to the management

and the Commissioner, as well as the number of cases relevant to DG CONNECT that are

initiated directly OLAF. Following the take-over by the Common Audit Service (CAS) of

FP7/H2020 audits, including fraud risk audits, the CAS became also responsible for

transmitting information to OLAF about alleged fraud cases brought to light by financial

audits.

Objective 1): Effective and reliable internal control system giving the necessary

guarantees concerning the legality and the regularity of the underlying transactions



Ex ante controls Number of transactions Not relevant

Value of transactions Not relevant

Time-to-pay 90% compliant by

31/12/2016

Time-to-grant 90% compliant

31/12/2016

Ex-post audit plans Implementation of the 2016

audit plan

80% at 31/12/2016

Implementation of the

audit results.

Percentage of results

implemented

80% at 31/12/2016

Implementation of

extrapolations.

Percentage of results

implemented

72% at 01/02/2016

Objective 2): Effective and reliable internal control system in line with sound financial

management.



Trainings on ex-ante

controls (FP7).

Number of sessions (up to 20)

participants).

3 by Q4 2016.

Trainings on business

processes (H2020).

Number of participants. 4000 participants

including web streaming.

Training organised by

RTD for the Research

Family DGs.

Objective 3): Minimisation of the risk of fraud through application of effective anti-fraud

measures, integrated in all activities of the DG, based on the DG's anti-fraud strategy (AFS)

aimed at the prevention, detection and reparation of fraud.



Review of DG CONNECT's

Anti-Fraud Strategy

Review of the strategy 1/10/2016

25

Fraud And Irregularities in

Research Committee

Number of meetings 2 by 31/12/2016

Anti-fraud awareness

raising trainings

Number of participants from DG

CONNECT

30 in 2016

Better Regulation

As mentioned in the Strategic Plan, 'Better Regulation' (BR) support functions in DG CONNECT are assigned among the units that are responsible for respectively, the overall BR coordination and Impact Assessment support (including the Impact Assessment (IA) part of REFIT), the Planning and REFIT coordination aspects, the Stakeholder Consultations support, and the Evaluation support (including the evaluation part of REFIT). This distribution of roles is meant to ensure a leaner process of support to the operational units and to clarify which unit to contact for addressing a particular component of the policy cycle.

The BR support units coordinate among themselves to help operational units to

get trained on (specific or general) BR aspects,

improve the process of drafting and updating the consultation planner,

prepare the evidence base and consultation strategies,

help qualify and/or quantify impacts wherever possible,

justify the EU dimension (subsidiarity and proportionality),

include the Digital checks and related Internet Readiness aspects (at problem, options, impacts and implementation/enforcement levels),

compare the options against the effectiveness, efficiency (including distributional effects) and coherence criteria, and

better link impact assessments to evaluations/fitness checks and the intermediate stages of implementation/enforcement and annual monitoring.

In 2016, DG CONNECT will deliver various regulatory measures such as: the 2nd wave of copyright rules (including the revision of the Satellite and Cable Directive), Geo-blocking, Free Flow of data, Telecoms framework review (REFIT) and the revision of the Audio-visual and Services Directive (REFIT). The Inception Impact Assessments of these initiatives were published in the Europa Better Regulation site.

Regarding preparations of IAs, an "IA Passport" and an "IA Quality Checklist" are available to help monitor progress and quality of the ideas and the documents produced all along a particular initiative (by specifying at which stage what BR support unit(s) need to be consulted).

For REFIT evaluations/reviews (especially those launched in 2015 to be developed back to back with the Evaluation), DG CONNECT prepared qualitative assessment tables to clarify the main Evaluation and IA steps, how they must be related to each other, and a practical way of simplifying otherwise rather inextricable sets of issues through an initial qualitative analysis.

All our initiatives are subject to public consultations. The quality of the policy outputs depends on: (1) a streamlined internal process that starts early enough to ensure solid preparation of the consultations in compliance with BR and (2) an external process that allows early, continuous engagement with all relevant stakeholders on policy content. Reality checks through satisfaction surveys (internal & external) could give first-hand feedback and allow for continuous learning. Another contributing factor to delivery on the

26

objectives is building internal capacity on BR i.e. explaining it to staff, defining new operating procedures, etc.

Following internal seminars that took place among the BR Support units in 2015 to identify key solutions for organising better DG CONNECT's complementary BR Support services, a joint seminar has been scheduled for 1 February 2016, in the presence of colleagues from the Secretariat General, to collect experience and knowledge from Policy Officers regarding the first seven months of the BR Guidelines application. This seminar aims at identifying which specific services Policy Officers wish to receive from the BR support units and at discussing key organisational options. It will provide the key lessons learnt from the initial experience within and across the main pillars of Better Regulation (Roadmap / Inception Impact Assessment, Public Consultation, Impact Assessment, Ex post Evaluation / REFIT) as well as potential areas for improvement in the further implementation of the Better Regulation guidelines.

Objective 1): Prepare new policy initiatives and manage the EU's acquis in line with better

regulation practices to ensure that EU policy objectives are achieved effectively and

efficiently.



Percentage of Impact

Assessments (IA) in 2016

which received a positive

opinion at their first

submission to the

Regulatory Scrutiny

Board.

Number of IAs out of the total

number of IA submitted (in %).

75% (2014 average across

DGs – before BR

strengthened even more

existing IA requirements–

was 60%).

Acknowledgement and

implementation of

evaluation

recommendations by

senior management.

% of evaluation

recommendations

a) acknowledged by senior

management and,

b) implemented (e.g. taken up in

IA, in new legislation), if within

the remit of DG decision making.

a) 100%

b) 75%

Improving the quality of

DG CONNECT

consultations.

(1) Respondents' satisfaction

(2) Operational units' satisfaction

with the support units' help.

(1) 80% satisfaction rate

by respondents

(2) 100% satisfaction rate

by operational units.

Information management

DG CONNECT has data analytics capacity to support policies. Its data, information and

knowledge assets are managed through the following local or shared IT systems:

- Social intranet and collaborative platform (CONNECTED)1,

1 CONNECTED is a pilot project serving mostly DG CONNECT and the Joint Research Centre (JRC). The pilot phase should be continued under the business ownership of JRC with the technical support of the Informatics DG (DIGIT).

27

- Stakeholder Relations Management (SRM) tool,

- FP7 legacy and Horizon 2020 systems storing information on grant beneficiaries, projects

and deliverables,

- Systems to manage policy and regulatory data (for instance on Broadband Infrastructures

data),

- Document repositories based on SharePoint and wikis.

External communication is managed through web platforms based on corporate solutions.

Processes for document management rely on corporate practices. The following measures

are planned:

- Integration of the CONNECTED platform with ARES to ease registration,

- Sharing of FP7 deliverables with the Common Support Centre,

- Review and update of the DG's filing plan,

- Automatic topic clustering on DG CONNECT FP7 deliverables through a web interface,

- Update of the automatic transfer of information from PPM to the Publication Office for

publishing of FP7 project information on CORDIS.

Objective 1): Information and knowledge in your DG is shared and reusable by other DGs.

Important documents are registered, filed and retrievable



Provide training and coaching on

document registration and filing

Training/coaching of

unit secretariat and

DMO correspondent

100% of units

trained/coached

Awareness and compliance

campaigns

2 campaigns (1 for

Areslook and 1 for

CONNECTED

documents)

Q4 2016

28

External Communication

In 2016, DG CONNECT will focus on joined-up, digital-first communications to support the

delivery of DSM legislative initiative and policy actions, and other policies and initiatives

related to the digital economy society including:

25 years of the Media Programme

Broadband

Digitisation of European Industry and the European economy

5G/Internet of Things

Connected & automated driving

Digital Research & innovation.

This will be done in partnership with the DG's research and policy teams and help to

strengthen the units' own stakeholder communication and ensure coherence with top-

level communications priorities through CONNECT's internal networks. DG CONNECT will

work closely with the spokesperson service, the Commissioner's and VP's Communications

advisers and seek coherence for DSM communications throughout the Commission by

chairing the ECN DSM sub-group.

Objective 1): External Communication Activities: Citizens perceive that the EU is working

to improve their lives and engage with the EU. They feel that their concerns are taken into

consideration in European decision making and they know about their rights in the EU.



How much people we

have reached through our

communication activities

1) People reading the Digital

Agenda for Europe (DAE) website

Yearly median 13,400

Unique browsers per day

(base line12,211)

increase 15%

2) People using DAE website

services

Total of the DAE website

accounts 15,000 (base

line 11,725) increase 28%

3) Stakeholders awareness of the

narrative on the potential of ICT

R&I results to change the way of

living and working in Europe, and

hence on the need for policy

actions deriving from fast

technological developments

Yearly survey indicating

an increase of at least

10% of H2020

participants aware of the

narrative published on

the Europa website.

4) People participating on events Total of Event in the Box

accounts 67,000 (base

line 62.867) increase 6%

5) People reading any of the DAE

Newsletters

Total of Newsroom

subscription for

newsletters 230,000

(base line 190,078)

increase 21%

http://europa.eu/rapid/press-release_IP-15-4919_en.htm

29

6) People following DAE

Facebook page

Total of DAE Facebook

likes 17,500 (base line

14,802) increase 18%

7) People following DAE Twitter

account

Total of DAE Twitter

followers 62,000 (base

line 52,440) increase 18%

8) Traditional Media Impact Cumulative monthly

average of media uptake

8% (base line 7.92%)

increase 1%

How people interacted

with us on the base of our

communication activities

1) Engagement with DAE

Facebook page

Cumulative monthly

average 720 interaction

(base line 590) increase

22%

2) Engagement with DAE Twitter

account

Cumulative monthly

average 16,500

interaction (base line

8,931) increase 85%

For external communication overall spending:

Annual communication spending (based on estimated commitments):

Baseline (2015): 6,448,000 EUR 2 Target (2016): 3,002,000 EUR

2 ICT 2015, Lisbon, 20-22 October 2015: 4 mio EUR.

30

Initiatives to improve economy and efficiency of financial and non-financial activities

In 2015, central services (DG HR, DG BUDG and SG) have carried out an analysis within the context of the VP Georgieva Review, assessing the possible synergies and efficiency gains – potentially leading to further resources constraints - to make the whole Commission an even leaner, less bureaucratic, better integrated and more flexible organization.

In parallel, DG CONNECT received new responsibilities relating to the top priorities of the President,

namely the Digital Single Market ("DSM") package.

In order to better align its organisational structure to the new political priorities, and taking into

account the outcome of the above mentioned review, the first (and major) DG CONNECT initiative

to be mentioned will be the implementation of a new organisation chart that addresses the

necessary requirements of an agile and effective organisation.

Like other DGs of the Research Family, DG CONNECT is delegating in part the execution of its

Horizon 2020 budget management to Executive Agencies to improve the economy and efficiency of

Horizon 2020 budget management at Commission level. Within that context, DG CONNECT is

piloting projects or adopting several measures that will be pursued in 2016 with a view to

optimizing duties and to improving efficiency:

1) In 2015 DG CONNECT redefined the role of its Project Officers, and other related functions, as to

adapt their functions to the novelties introduced by Horizon 2020 and to strengthen the policy

priorities of the DG. By optimising also the related processes and functions, the initiative aims at

improving the impact of its actions, growing staff satisfaction and achieving efficiency gains. This

will allow for increased involvement of Programme Management colleagues in CONNECT policy files

(DSM) in 2016 through their participation to networks of expertise, thematic clusters and

knowledge-sharing activities, within and beyond DG CONNECT.

2) With the creation of a Common Support Centre for the Research DGs, DG CONNECT has

delegated most services related to legal, audit, IT, business process, as well as H2020 information

and data services. The DG contributed in resources and ideas to its establishment and has put in

place dedicated governance structures allowing for a new innovation focus to be put on its core

functions. The DG will build on this momentum in 2016 through new pilots or adapted processes

and tools aligned with our business and political priorities: (i) policy teams will create efficiency

spaces by better exploiting the knowledge-sharing possibilities of the 'Connected' collaboration

platform; (ii) the DG will improve its data analysis capacity to support the DSM policy priorities in a

timely manner; (iii) foresight expertize will be reinforced through existing foresight networks; (iv)

Dissemination and Exploitation of research knowledge will be reinforced by appropriate tools,

enhanced collaboration with Executive Agencies and a more streamlined approach to information

and data; (v) the DG will reap the benefits of having deployed SRM, a tool that efficiently shares

stakeholder business intelligence.

3) To further simplify the organisation structure and processes in order to minimise the number of

Full Time Equivalents working in support functions DG CONNECT also launched several initiatives

in search of efficiency gains: (i) simplification of financial circuits; (ii) virtual pooling of financial

support within the area of Programme implementation; (iii) rationalisation and close monitoring of

31

administrative secretarial support per unit; (iv) internal redeployment of support functions

(including colleagues formerly involved in HR matters within the context of new DG CONNECT HR

governance) to operational activities; (v) set-up of internal virtual task forces; and, (vi)

centralisation of the financial and contractual handling of procurement files. This last initiative

created efficiency gains in term of resources but also improves the rationalisation of studies

procurement in DG CONNECT thanks to a re-design process that addresses: (i) a closer monitoring

of studies by the Management Team (MT) (monthly checks at the Audit, Budget and Control

Committee) and MT meetings) and (ii) more coherence between the studies trough a gap analysis

helping identifying information needs and overlaps, in support of our policy making.

4) Finally, DG CONNECT participates in one of the four working groups created in October 2015 and

mandated by VP Georgieva to discuss proposals and make recommendations on the modernisation

and possible centralisation of several horizontal services. It will identify – and then implement –

concrete measures and mechanisms to achieve synergies and efficiencies in the areas of External

and Internal Communication. DG CONNECT will also reinforce its '100% digital' approach for

communication to localise content wherever possible or more effectively through local multipliers

(REP, Research Stakeholders, Digital champions, etc.) and strengthen the cooperation with other

DGs to elaborate common messages and provide input to other Commission communication

services.

32

Glossary

A

• AIOTI= Alliance for IoT Innovation

• AVMSD= Audio-visual Media Services Directive

B

• BEREC= Body of European Regulators in Electronic Communications

C

• CAS= Common Audit Service

• CCI= Cultural and Creative Industries

• CEF= Connecting Europe Facility

• CIP= Competitiveness and Innovation Framework Programme

• cPPP= Contractual Public Private Partnership

• CSC= Common Support Centre

D

• DAE= Digital Agenda for Europe

• DESI= Digital Economy and Society Index

• DMO= Document Management Officer

• DSI= Digital Service Infrastructure

• DSM= Digital Single Market

E

• EACEA= Education, Audio-visual and Culture Executive Agency

• EASME= Executive Agency for Small and Medium-size Enterprises

• ECS= Export Control System

• ECSEL= Electronic Components and Systems for European Leadership

• EFSI= European Fund for Strategic Investments

• EIB= European Investment Bank

• eID= Electronic identifications

• eIDAS Regulation= Electronic identification and trust services Regulation

• EIP= European Innovation Partnership

• ENISA = European Union Agency for Network and Information Security

• ESCF= European Smart Cities Framework

• ESIF= European Structural and Investment Funds

• ETP= European Technology Platforms

F

• FAIR Committee= Fraud and Irregularities in Research Committee

• FET= Future Emerging Technologies

• FP= Framework Programme

33

G

• GDP= Gross Domestic Product

• GDPR= General Data Protection Regulation

H

• HAN= Hermes-Ares-Nomcom

I

• IA= Impact Assessment

• ICT= Information and Communication Technologies

• IoT= Internet of Things

• IP= Internet Protocol

L

• LEIT= Leadership in Enabling and Industrial Technologies

• LTE= Long-Term Evolution

N

• NIS= Network Information Security

O

• OOP= Once only principle

P

• PPP= Private Public Partnership

• PRACE= Partnership for Advanced Computing in Europe (the pan-European high performance

computing research infrastructure)

R

• R&D= Research and Development

• R&I= Research and Innovation

• RAFS= Research Anti-Fraud Strategy

• REA= Research Executive Agency

• REFIT= Regulatory Fitness and Performance programme

S

• SMEs= Small and medium-sized enterprises

• SRM= Stakeholders Relations Management

• SWD= Staff Working Document

U

• UHF= Ultra High Frequency

V

• VP= Vice President

Electronically signed on 14/03/2016 16:32 (UTC+01) in accordance with article 4.2 (Validity of electronic documents) of Commission Decision 2004/563