Management Plan 2015

EUROPEAN COMMISSION DIRECTORATE-GENERAL FOR TRANSLATION The Director-General Management Plan 2015 DG Translation (Policy area 31 Language Services

DG Translation MANAGEMENT PLAN 2015 Table of contents Part 1. Mission statement... 3 Part 2. The challenges for 2015... 4 Part 3. Specific objectives for operational ABB activities... 7 3.1. Activity: Translation... 7 Objective T1: Deliver high-quality translation services... 7 Objective T2: Integrate editing and clear writing into the Commission s document workflow... 12 Part 4. Horizontal activities... 14 4.1. Activity: Policy strategy and coordination... 14 Objective P1: Meet customers needs while increasing the efficiency of translation demand management... 14 Objective P2: Enhance interinstitutional cooperation in the field of translation... 15 Objective P3: Promote the role of languages and translation and professional cooperation in the EU and at international level... 16 4.2. Activity: Management of the Directorate-General for Translation... 18 Objective S: Provide administrative support to the Directorate-General for Translation... 18 Objective L1: Ensure sound financial management and the legality and regularity of operations... 20 Objective L2: Ensure fraud prevention and detection... 21 Glossary... 22 Page 2 / 22

DGT MP 2015 Part 1. Mission statement Our mission Our core business is to provide the European Commission with high-quality translation and other language services. Our job is to respect the European Union s multilingual character by making sure the Commission produces clearly written documents, in all the official languages and in others as well. By making information available to people in a language they understand, we help the Commission to communicate better with EU citizens and make the EU more open, accountable and democratic. Our efforts underpin the EU s legitimacy and help ensure that its citizens can enjoy their rights to the full. Our vision We aspire to be a full partner in the legislative and communication processes, the hub for all translation-related activities at the Commission and a reference in the world of translation, while contributing to the development of each official language and the translation profession. Our values We value the diversity of ideas and people and foster a respectful working environment based on team spirit and the sharing of knowledge, experience and skills. We seek to empower our staff and invest in people to develop their competencies and skills in a changing professional world. We are committed to delivering products and services that fully meet the needs of our customers in terms of quality, consistency and timeliness. We observe the highest standards of integrity, transparency and impartiality. Page 3 / 22

Part 2. The challenges for 2015 The start of the new Commission is set to put a strong emphasis on better regulation by making it part of the portfolio of its First Vice-President, so as to maximise its contribution to the overall political agenda. Within the Commission, this endeavour will translate into an increased effort on better administration. As the Commission s resources are limited, they must be allocated to priorities - making sure that every action that the Commission takes delivers maximum performance and value added - and used to the best effect. This also applies to translation: demand has risen incessantly during the last few years, and this trend is likely to continue, while budgetary and human resources are shrinking. Using translation resources to the best effect, matching demand and (internal and external) resources evolution is and will be the major challenge for the years to come. It will require continuous work on both the demand and supply sides, with a view to ensuring a sustainable and high-quality translation service for the Commission now and in the future. On the demand side, DGT s assignment to Vice-President Georgieva s portfolio will give DGT the opportunity to raise an element of corporate discipline, i.e. better planning of translation in the Commission s overall decision-making process. The aim is to allow for more predictable allocation of translation resources for routine files, which would in turn give DGT the necessary leeway to respond more swiftly to the real political urgencies when they arise. We will explore measures aimed at increasing the efficiency of translation demand management and intensify our cooperation with the SG and DGs to ensure that translation is factored in as far upstream as possible in the document production workflow and to reduce the number of unnecessary versions of documents. An important contribution in this sense should obviously come from DGT's Customer Relations service. In the new Commission configuration, DGT should also be better placed to contribute to future cross-cutting actions at corporate level on administrative lightening (e.g. reports, templates, etc.), including through its editing service, which in addition to being an investment for translation further down the line can help to meet the wider need for efficiency and clarity in the consultation process. Action on the demand side also includes the Commission s communication workflow: screening what needs to be communicated in all or in targeted languages and increasing the consistency of language coverage should allow not only a more efficient use of translation resources but also a better reach of the audiences, thus supporting the underlying political objectives. On the supply side, DGT will strive to further optimise the use of its in-house, external and technological resources while enhancing the quality of its service. Focus will be on efficient work distribution, internal flexibility combined with an optimum mix of internal and external translation, and further integration of the new computerassisted translation tool with DGT's workflow systems and language applications (including machine translation). Rules governing the outsourcing regime and quality controls on in-house and outsourced documents will be revisited and a new Page 4 / 22

generation of calls for tender for outsourcing translation will be launched. As regards machine translation, MT@EC development will aim to improve its quality, usability and utility for our customers. The move out of JMO in Luxembourg of about 1200 staff will be the other major challenge for DGT in 2015, impacting all DGT s Directorates and all Language Departments and testing our service continuity. In 2015 DGT will have the presidency of the Inter-institutional Committee for Translation and Interpretation (ICTI) and its translation-related subcommittees. We will focus on three priority areas: i) support for cooperation at language community level; ii) support for closer cooperation on texts in the ordinary legislative procedure (OLP) a pilot project on this has already begun (see objective P2); and iii) development of a new communication tool to be used mainly for cooperation on the ordinary legislative procedure. Finally, in 2015 DGT will continue to explore ways to reinforce synergies and exchange good practices with all translation stakeholders, promote the translation profession and a diversified and sustainable market for professional translators in Europe, and promote the role of languages and translation. We will continue our flagship programmes targeting secondary schools (Juvenes Translatores) and universities (European Master s in Translation-EMT). Taking stock on the very successful 2014 edition, the Translating Europe Forum 2015 will be entirely focused on young people, while a number of Translating Europe Workshops will be organised in the Member States. In November 2013, DGT adopted a multiannual succession plan to ensure its ability to function against a background of staff cuts and the generation shift in some of its Language Departments. The plan serves as the basis for the strategic assignment of human resources in line with changing priorities and workload and for identifying expertise gaps, to be bridged also through DGT s Learning and Development Framework. The five key performance indicators for DGT for 2015 Indicator 1. Customer satisfaction rate (Qualitative indicator of DGT s overall quality of service, as perceived by requesting DGs) Source: customer satisfaction survey 2. Deadline compliance rate (Proportion of pages produced (all versions) within the deadline as % of the total number of pages produced (all versions)) 2015 target x in 2013 1 x 95 % Source: DGT- management information scoreboard 3. QC level 1 rate (Overall quality control rate for QC x 70 % 1 The next customer satisfaction survey will be conducted in 2015. Page 5 / 22

level 1 documents) Source: DGT- management information scoreboard 4. Freelance quality (Proportion of freelance translations marked as good or very good as % of all freelance translations) Source: DGT- management information scoreboard 5. Number of reservations about financial management Source: DGT budget execution report x 93 % 0 Page 6 / 22

Part 3. activities Specific objectives for operational ABB 3.1. Activity: Translation DGT enables the Commission to fulfil its political and legal obligations to prepare and monitor legislation in all official languages, and to communicate in the official languages of the EU. Objective T1: Deliver high-quality translation services programme-based (please name the related spending programme) non programme-based A high-quality translation service is of the utmost importance for the legal certainty of the Commission s regulatory function, for its multilingual written communication and therefore for the legitimacy of the Commission s work. DGT, as the Commission s hub for translation, will actively support the Commission s work by delivering services in accordance with customer needs and meeting the highest standards of accuracy and timeliness. To this end, quality control and assurance measures are in place for all languages, complemented by rigorous analysis of all feedback received and an ex-post quality control system. For 2015, the quality control system for both in-house and outsourced documents will be reviewed, and the annual quality work programme will include: adopting and implementing the fitness-for-purpose guidelines for specific text types; analysing and following up the findings of the study on multilingual concordance of legislative texts; identifying and harmonising best practices in evaluating and checking freelance translations, and developing the network of freelance correspondents in the Language Departments. As terminology work is integral to DGT s drive for quality, which ensures the consistency and the legal certainty of translations, Language Departments will continue to implement a number of mandatory terminology projects in certain key areas, as agreed in DGT s terminology framework. To provide optimal support to translators, the framework seeks to strike a balance between joint multilingual projects and the specific terminological needs of the departments, and to increase both the quantity and the quality of IATE entries. These should always include a definition, a context and/or an explanatory note. As regards multilingual written communication, DGT will continue to contribute to the cross-dg Digital Transformation project by helping to redesign the Commission s web sites, providing advice on language coverage and editing and translating web texts (see also objective T2). DGT s field offices in the Member States will support the Commission s multilingual communication effort by adapting messages to the specific Page 7 / 22

political, social and cultural context in each country. DGT s commitment to ensuring the high quality of its translation services, in terms of productivity and efficiency, will be supported by measures to match increasing demand with shrinking internal and external resources. On the demand side, DGT will aim to secure a better planning of translation in the overall Commission s decision-making process so as to ensure more predictable allocation of translation resources (see objective P1). On the supply side, DGT will strive to further optimise use of its in-house, external and technological resources: Optimal use of internal translation resources will mean efficient work distribution and internal flexibility within and between the Language Departments, and sharing work with the other translation services of the EU institutions as far as possible. Knowledge sharing, both in and of itself and as part of succession planning, will be pursued to ensure that the expertise and knowledge accumulated in DGT can be preserved. DGT will further integrate the new CAT tool with DGT s workflow systems and language applications (including machine translation), and a decision will be taken on DGT s direction for the CAT tool environment beyond 2016 (see objective S). DGT will pursue an optimal mix of internal and external translation, according to the specific needs of each Language Department, the characteristics of the language markets and the pattern of translation demand. The rules governing the outsourcing regime will be reviewed and new calls for tenders will be launched in 2015, including specific tenders for technical specifications. The main focus for machine translation will be on connecting more online public services, such as Tenders Electronic Daily. DGT will continue to provide advice to DG SANCO and the Translation Centre on the provision of linguistic services, in particular on the use of MT@EC for the planned European online dispute resolution system. This system will allow consumers and traders in the EU to submit complaints online and to settle their disputes amicably. 2015 will also see preparatory work being done for the automatic translation platform of the Connecting Europe Facility, which is expected to also be used by Member States. DGT will continue to encourage the use of machine translation by its customer DGs for suitable documents, with language combinations that yield good results and with appropriate safeguards. To this end, DGT will closely monitor the need to increase its capacity to offer rapid post-editing services for these documents and language combinations and adapt this capacity accordingly. DGT will have more contact with DGs and owners of online services, to expand the user base of the service. Page 8 / 22

Result indicators 1. Customer satisfaction rate (Qualitative indicator of DGT s overall quality of service as perceived by requesting DGs) The Customer Satisfaction Survey is carried out every year enabling DGT to measure whether the quality of its service meets its clients' expectations and to detect areas needing improvement. Source: customer satisfaction survey 2. Deadline compliance rate (Proportion of pages produced (all versions) within the deadline as % of the total number of pages produced (all versions)) Baseline 2 2015 target All targets in the MP are set by extrapolation from past performance 2013: 82.5 % x in 2013 3 As timely delivery of translations is key to the smooth decision-taking process and to meeting the Commission s communication obligations, this indicator is a measure of how well we perform with regard to the quality of the service we provide over and above the linguistic quality of the product. The indicators related to deadline compliance and quality control are closely linked as they measure two key aspects of the efficiency of our core process. Source: DGT- management information scoreboard 3. QC level 1 rate (Overall quality control rate for QC level 1 documents) 2009: 95 % x 95 % DGT strives to ensure that all translations delivered are fit for their specific purpose. For documents classified as important, on the basis of the Commission's Translation Strategy SEC(2006)1489, and requiring level 1 quality control, our current quality assurance system requires that at least 70% of these translations are fully revised by someone who did not do the original translation i.e. that there is line-by-line comparison of the source and target language texts - by a second translator with considerable expertise and experience in the field concerned. Quality Control level 2010: 70 % x 70 % 2 Baselines are set based on 2007 (main changes in 2007: introduction of the new translation strategy and the accession of Romania and Bulgaria) or based on the year when the indicator was used for the first time. 3 The next customer satisfaction survey will be conducted in 2015. Page 9 / 22

1 concerns documents corresponding to political priorities and/or creating new legal obligations, documents arising from existing legal obligations and documents arising from the Commission s communication priorities. Lighter forms of quality control may be applied to other documents under Quality Control level 2. The QC indicator has been adopted to ensure that the objective of providing high level quality translation is met by all Language Departments in DGT. Source: DGT- management information scoreboard 4. Freelance quality (Proportion of freelance translations marked as good or very good as % of all freelance translations) As in-house capacity is insufficient to deal with all translation requests received, DGT has to use external resources to cover temporary or permanent capacity gaps to ensure the smooth operation of the decision-taking procedures and to meet the Commission s communication obligations. Before external contractors can be paid for their services, we have to evaluate the quality of the translations provided; this indicator measures the extent to which FL translations fulfil the fitfor-purpose criterion. It is based on an evaluation of the text. 2007: 93 % x 93 % Source: DGT- management information scoreboard 5. IATE entries having definition, context and/or notes (Percentage of IATE entries (all languages) having definition, context and/or notes) A crucial feature of high-quality translation is the use of terminology which is accurate and consistent across the board and over time. As the interinstitutional terminology database IATE contains millions of entries, many of which do not fulfil quality criteria such as definition or context, the focus of terminology work has shifted from increasing the number of terms to ensuring that all terms are of high quality. We have 2013: 23.4 % 25.5 % 4 4 Due to the sheer size of the terminology database (more than 7 million entries) and the fact that the increase in IATE entries with definition, context and/or notes amounts to tens of thousands every year, one digit decimal values are required in order to appropriately record progress in the database. Page 10 / 22

therefore started to measure the progress in this regard. IATE is a key source of terminology for DGT and it is also publicly accessible. Source: DGT- internal statistics Main outputs in 2015 Description Indicator 2015 target All targets in the MP are set by extrapolation from past performance Total production (official EU languages) 1. Total number of pages processed internally and outsourced to These outputs measure the products and services DGT delivers to its users and produce the final stakeholders. Since DGT s product (Commission output) outputs are demand-driven, no targets can be set. Source: DGT management information scoreboard Total production (non-eu languages) 2. Total number of pages processed internally and outsourced to produce the final product (Commission output) Source: DGT management information scoreboard Use of machine translation by customer DGs 3. Number of pages submitted to the MT@EC service(commission output) Number of movements (created, modified and deleted terms) in the EU s multilingual terminology database (IATE) Source: dashboard MT@EC 4. Terminology indicator expressed as the number of movements in EU s multilingual terminology database. (Final output) Source: DGT management information scoreboard Planned evaluations IATE is an interinstitutional tool. DGT s number of movements is a quantity indicator for which no forecasts can be made, therefore no targets can be set. Title Year of completion Policy covered Quality of and need for the PER (post-edited machine translation) product Analysis of the impact of machine translation on DGT s working methods (including a pilot 2015 Translation 2015 Translation Page 11 / 22

study on measuring return on investment) Objective T2: Integrate editing and clear writing into the Commission s document workflow programme-based (please name the related spending programme) non programme-based Editing improves the quality of Commission documents, making the language clear, correct and more concise. This contributes to better regulation by helping avoid (costly) misunderstandings and ambiguities, saving time in the consultation process, and making documents more understandable and more relevant to readers. DGT will encourage Commission services to integrate editing into the workflow for priority documents and digital content and will continue to provide targeted editing and clear writing services at both ends of the document workflow. In 2015, DGT will merge its editing and web editing resources and will aim to make the most of this change by offering more support for priority documents and digital content. Result indicators 1. Satisfaction rate with the editing service (Qualitative indicator of the quality of DGT s editing service as perceived by requesting DGs) The Customer Satisfaction Survey is carried out every year enabling DGT to measure whether the quality of its service meets its clients' expectations and to detect areas needing improvement. Baseline Customer satisfaction survey 2013 80 % 2015 target All targets in the MP are set by extrapolation from past performance x in 2013 5 Source: customer satisfaction survey 2. Awareness of editing services (Qualitative indicator of the familiarity with/awareness of DGT s editing service as perceived by requesting DGs) The Customer Satisfaction Survey is carried out every year enabling DGT to measure the degree of awareness of its editing service as perceived by its clients. Customer satisfaction survey 2013 83 % x in 2013 6 Source: customer satisfaction survey 5 The next customer satisfaction survey will be conducted in 2015. 6 The next customer satisfaction survey will be conducted in 2015. Page 12 / 22

Main outputs in 2015 (Commission outputs) Description Indicator 2015 target All targets in the MP are set by extrapolation of past performance Requests for editing 1. Number of requests for editing x in 2014 Source: DGTmanagement information scoreboard Clear writing courses 2. Number of clear writing courses delivered x 10 Source: DGT- internal statistics Page 13 / 22

Part 4. Horizontal activities 4.1. Activity: Policy strategy and coordination This area of activity, closely related to that of translation, focuses on strategic planning within DGT and efficient communication with its partners and stakeholders in and outside the institution. Objective P1: Meet customers needs while increasing the efficiency of translation demand management Demand for translation and other language products continues to increase, while resources are being reduced Commission-wide. Matching demand and supply effectively will therefore be of the utmost importance for DGT in 2015. In light of the particular priority the new Commission is giving to the better regulation and better administration agenda, and DGT s role in promoting these goals, DGT will work more closely with central services and customer DGs, in particular by raising awareness of the need for better planning of translation in the Commission s overall decision-making process, leading to a more efficient delivery process. DGT will explore with the SG the viability of setting a fixed time period for translation, between the end of the inter-service consultation and the start of the written procedure, with a view to translating more stable texts and minimising as far as possible the number of versions of documents being translated, thus ensuring more efficient allocation of resources. Along the same lines, the internal rules on demand management will be more strictly enforced to reduce translation during interservice consultation to the absolute minimum. At the same time, DGT will continue to foster excellent customer relations, by intensifying contacts with colleagues at different levels in the DGs, through the activities of portfolio managers and its Customer Relations Directorate. The portfolio managers will need to: establish new contacts to reflect the new Commission s structure; identify recurrent problems and work on solutions with customer DGs; feed back information on workload to DGT; and raise awareness of our customer s needs in DGT. The ultimate goal of the coordinated approach between DGT s demand management unit and the portfolio managers would be to better respond to customers needs despite resource and budget constraints. A streamlined demand management unit, covering demand management of all DGT products and services and acting as a single entry point for our customers, will also help increase the efficiency of translation demand management. DGT will continue to conclude or renew Service Level Agreements (SLAs) with customer DGs Page 14 / 22

and honour commitments in existing SLAs, with a view to optimising the demand management of documents not covered by the Commission s translation strategy. To this end, it will explore the feasibility of harmonising the types of requests to be included in annexes 8A (outsourcing by DGT), 8B (outsourcing by DGT with re-invoicing to customer DG) and 8C (direct outsourcing by customer DG with provision of some service by DGT, e.g. expost quality control) of SLAs and will talk to customer DGs about the possibility of charging back the costs of outsourced translations for requests related to non-core, non-priority documents. Result indicators 1. Median execution time for short documents (up to five pages) Source: DGT- management information scoreboard 2. Number of pages produced under SLAs in the DGT workflow (Annex 8A of the SLAs) or charged back (Annex 8B) Source: DGT- management information scoreboard Planned evaluations Baseline 2015 target All targets in the MP are set by extrapolation from past performance 2014: 5 days x 2014 2013: Annex 8B: 13.060 x 2013 Title Year of completion Policy covered Evaluation of the interaction between DGT's customer relation functions and customers with a special impetus on translation correspondents and portfolio managers 2015 Translation Objective P2: Enhance interinstitutional cooperation in the field of translation In 2015, DGT will chair the Interinstitutional Committee for Translation and Interpreting and the Executive Committee on Translation. In 2015-16, it will also chair the Coordination Committee on Translation. As one of its priorities for the presidency, DGT will work for deeper and broader cooperation on core business among the translation services. A pilot project on cooperation on selected subject areas in the ordinary legislative procedure will be carried out. The requirements for a communication tool that will replace Elise, the former non-user-friendly tool, and facilitate cooperation on different files will be defined and concrete steps will then be taken to develop or acquire an application that meets these requirements. In the same vein, DGT will continue and increase its cooperation with linguists from other institutions within individual language communities. Opportunities for exchanging Page 15 / 22

experience and know-how will be increased via joint management events and flexible ways of exchanging staff and carrying out visits to other institutions. Staff engagement will be increased through an interinstitutional newsletter or similar method of communication informing staff about projects and progress in the area of interinstitutional cooperation. The current very good cooperation on tools will continue and move towards more ex-ante definition of shared needs, for instance in the area of computer assisted translation (CAT) and the future CAT environment and to the smooth interaction and integration of the different tools used by translators, including the terminology database IATE and MT@EC. Initial meetings on shared workflow technology needs should take place. Work on integrating IATE into the CAT tool will continue, and work on a new interface for IATE will begin. Work on the key interinstitutional activity and performance indicators will move from the development phase to the operational phase. This will involve mainly collecting data and working on any refinements needed. A new indicator for the re-usability of existing translations will be developed. As parent DG for the Translation Centre, DGT will continue to chair its Management Board and to represent the Commission on the Board. A new Director of the Translation Centre will be selected, and the work linked to the EU s Common Approach will continue. Output indicators 1. Number of dossiers selected for the pilot project on cooperation in the ordinary legislative procedure Source: Records of interinstitutional decisions 2. Number of interinstitutional events and workshops (senior management, middle management, CAT tool environment Source: records of interinstitutional decisions 3. Number of AD/AST staff participating in interinstitutional staff exchanges Source: DGT- internal statistics Baseline 2015 target All targets in the MP are set by extrapolation from past performance 2013: 0 2 2013: 0 x 5 2013: 5 x 5 Objective P3: Promote the role of languages and translation and professional cooperation in the EU and at international level Drawing lessons from the stocktake of the 2014 Translating Europe project, we will continue to seek synergies and exchange good practices with all our translation stakeholders. Centrally, this will be done through the 2015 Translating Europe Page 16 / 22

Forum, All about Youth, and locally, this will be done by organising a series of Translating Europe workshops through our Field Offices in the Member States, focusing on employability in the languages and the translation sector. A number of events will also be organised in EU capitals and cities as part of the European Day of Languages to raise awareness among the wider pubic of the importance of language diversity and the advantages of mastering languages. Cooperation with national experts and linguists through language and terminology networks and regular meetings managed by individual Language Departments will be pursued to get direct feedback and improve access to reliable terminological resources, thus improving the quality of terminology and translation. Possible synergies with Translating Europe events will be explored. DGT will organise information campaigns on the recruitment competitions for translators to promote translation as a career and draw attention to career opportunities in the EU s translation services (for further details, see objective S, below). To raise awareness of DGT and translation issues in general, and to build and maintain language and terminology networks in particular, DGT will continue to visit universities, public institutions, companies and other bodies of direct interest to our service through the Visiting Translator Scheme. The new European Master s in Translation network (64 universities) will continue its ongoing spin-off projects (Qualetra, Agora, Optimale, TransCert) and develop potential follow-up projects. The Juvenes Translatores contest to identify the best young translators in the EU will take place for the ninth time. The most important new feature for international cooperation in 2015 will be implementation of the cooperation project with African universities (PAMCIT project) financed by DG DEVCO and the United Nations. DGT will continue to carry out machine translation projects for the use of MT@EC in Member State administrations and relevant organisations. Result indicators Baseline 2015 target All targets in the MP are set by extrapolation from past performance Page 17 / 22

1. Juvenes Translatores contest: number of Member States which have achieved the allocated number of schools Source: DGT- internal statistics 2. Number of short-term unpaid training placements for university students Source: DGT- internal statistics 2008: 20 28 2013:83 80 Outputs (final output) Description Indicator 2015 target Use of machine translation by Member State administrations 1. Number of users of MT@EC in Member State administrations Source: DGT internal statistics MT@EC is a tool that DGT offers to the Member State administrations. Use is voluntary and DGT s influence is limited to promoting the tool. Therefore, no targets can be set. 4.2. Activity: Management of the Directorate-General for Translation This activity covers the work of the DGT services that manage human and financial resources, provide information and communication technologies, manage document administration and logistics, and carry out internal audits. Objective S: Provide administrative support to the Directorate-General for Translation To support the functioning of the service, DGT will focus on the following: Ensuring sustainable staffing levels by carrying out high-quality recruitment processes that allow the service to deliver, by pro-actively dealing with future gaps identified in DGT s succession plan (e.g. a high outflow of staff in the EN, DE and EL Language Departments and the need to consolidate the MT and GA units). In 2015, DGT will ask for translator competitions for HU, PL, PT, and SK and assistant competitions for HU, PL, ES, SL and SV. Continuing to act as an equal opportunities employer, by actively contributing to the development and implementation of the new Commission s equal opportunities strategy, in particular by promoting a flexible working environment. Against a background of staff cuts and increasing workload, providing support to staff to improve motivation and engagement, and ensure that action focusing on wellbeing and health in the workplace is carried out. Improving the usability and reliability of machine translation by adding more direct Page 18 / 22

language pairs, adding more data, improving quality for some languages through targeted linguistic interventions and creating domain-specific engines. Further improving DGT s ICT environment by optimising the integration of SDL Studio with DGT s workflow systems and language applications (including machine translation), by: o preparing the transition to LegisWeb, implementing the COR2 module and starting to design and develop the TRA module for the ManDesk workflow application; o implementing the pre-awarding module and developing e-invoicing, e- fulfilment and supplier portal for the etrèfle outsourcing tool; and o analysing the results of the discussion on the CAT environment beyond 2016 and preparing next steps. Promoting and fostering DGT-wide knowledge management: in light of the generation shift that DGT is facing, ensuring that senior staff s legacy is shared in order to transfer knowledge to newer staff members and to retain expertise in DGT. Identifying and promoting best practices and smarter working methods in DGT and raising awareness of new working methods. Improving translators key competences with an emphasis on targeted language training, CAT tool training and thematic training (e.g. by offering training modules in the legal, economic and scientific fields with the help of universities in the European Masters in Translation network.) Ensuring that the move of Luxembourg-based staff from the JMO building to a new location is carried out smoothly, maintaining service continuity. Result indicators 1. Number of departments with AD posts occupied within 5 % of benchmarks set for 2017 Source: DGT- internal statistics 2. Percentage of temporary (agent) translators Source: DGT- management information scoreboard 3. Number of training days per official Source: DGT- internal statistics 4. Number of direct language combinations for which the new machine translation service is operational Source: DGT- internal statistics Baseline 2013: 12 Target All targets in the MP are set by extrapolation from past performance Milestone: 2015: 22 2013: 7.4 % 2015: x < [2014] 2007: 8 2015: 10 2013: 58 direct language pairs Target: 2017: 24 (100 %) 2015: 70 direct language pairs Page 19 / 22

5. User satisfaction with ICT support, expressed in random follow-up calls Source: ITIC SLA DGT- DIGIT Outputs (Commission output) 2009: 80 % 80 % Description Indicator 2015 target All targets in the MP are set by extrapolation from past performance 1. Number of DGT staff Language coverage having passed learning level 6 (corresponding to B2 of Common European Framework) for procedural 45 languages 7 Source: Syslog Planned evaluations Title Year of completion Policy covered Utility and use of social media and collaborative tools for DGT s core business 2016 Translation Objective L1: Ensure sound financial management and the legality and regularity of operations DGT will continue to plan, implement and monitor its activities in full compliance with the principles of legality, regularity and sound financial management (economy, efficiency and effectiveness). Accordingly, and taking into account budgetary restrictions and staff cuts, priorities will be set even more rigorously in the light of resources available. DGT also continuously fine-tunes its internal arrangements to improve the efficiency and economy of its operations. The following examples show how these principles will be implemented in practice: Although DGT is a small-spending DG, we will review the most important financial circuits and procedures in order to optimise their efficiency in terms of resources and internal control. In addition to the ongoing work to improve working methods and to align resources with workload (see objective S), DGT will launch a new call for tender for outsourcing to increase its market competitiveness and achieve further cost-efficiency, while 7 EN FR DE 2012 2 27 14 2013-29 17 2014-15 9 Page 20 / 22

maintaining high-quality output. Indicators 1. Number of reservations about financial management Source: DGT budget execution report 2. Value of exceptions reported Source: DGT internal statistics 3. Rate of implementation of DGT budget Source: DGT budget execution report 4. Absorption of budgetary backlog (reste à liquider RAL) Source: DGT budget execution report 5. Time to pay (days) Source: DGT budget execution report 6. Overall cost of control (% of total expenditure) Source: DGT- internal statistics Baseline 2015 target All targets in the MP are set by extrapolation from past performance 2007: 0 0 2012: < 2 % of the amount of DGT s budget < 2 % of the amount of DGT s budget 2007: 96 % 100 % 2007: 91 % 100 % 2011: 93 % < 30 days 95 % < 30 days 2013:+/- 20 % < 2013 Objective L2: Ensure fraud prevention and detection DGT s anti-fraud strategy was adopted on 30 June 2014 and included an action plan with two technical (ICT) actions, one awareness raising action and one training action. These actions will be implemented by the end of 2015. Indicators 1. Number of key processes analysed in terms of fraud vulnerability Source: DGT internal statistics 2. Number of actions set out in the anti-fraud strategy that have been implemented Source: DGT internal statistics Baseline 2015 target All targets in the MP are set by extrapolation from past performance 2013: 0 3 2013: 0 4 Page 21 / 22

Glossary IATE CAT TED MT@EC CEF Rapid-Post-Editing SDL Studio LegisWeb COR2module ManDesk e-trefle InterActive Terminology for Europe, a terminology database for use by institutions and the general public (IATE public) Computer-Assisted Translation Tenders Electronic Daily is the online version of the 'Supplement to the Official Journal of the European Union', dedicated to European public procurement. the European Commission s Machine Translation service Connecting Europe Facility is a European means to support the development of a high-performance, sustainable and efficient interconnected trans-european network in fields as diverse as energy, telecommunications and transport Editing of the result of the translation performed by DGT's machine translation service Off-the-shelf computer-assisted translation environment Project to create a web-based tool supporting the drafting of legislative documents in a structured XML format The COR1 and COR2 modules of Mandesk application encompasses all workflows for the correction of non-adopted or adopted COM documents in non-procedural languages related to a 'demande de correction' (DCO). Translation Management Desktop, an integrated workflow application for all groups of translation-related staff (translators, Heads of Translation Unit and their assistants, demand management officers, etc.) functionalities and services from the various applications they use today to support their business activities. TRavaux FreeLance, successor of the current DGT-tool to manage freelance translation projects Page 22 / 22