Activities of Corina CREȚU related to 2021/2149(DEC)
Shadow reports (1)
REPORT on discharge in respect of the implementation of the budget of the Clean Sky 2 Joint Undertaking (now the Clean Aviation Joint Undertaking) for the financial year 2020
Amendments (4)
Amendment 1 #
Proposal for a decision 1
Paragraph 1
Paragraph 1
1. Grants the Executive Director of the Clean Aviation Joint Undertaking discharge in respect of the implementation of the Joint Undertaking’s budget for the financial year 2020 / Postpones its decision on discharge to the Executive Director of the Clean Aviation Joint Undertaking in respect of the implementation of the Joint Undertaking’s budget for the financial year 2020;
Amendment 4 #
Motion for a resolution
Paragraph 7
Paragraph 7
7. Notes that the eleventh call for proposals (CfP11) was launched in January 2020 comprising 35 topics, of which four thematic topics, and involved 128 participations from 17 different countries, 188 eligible proposals were submitted and 36 were retained of which 25 proposals for thematic topics, and that it was successfully processed entirely remotely; notes that the Joint Undertaking’s global portfolio over its lifetime comprises eleven calls for proposals engaging more than 726 partners from 28 different countries with a strong small and medium enterprises’ involvement in terms of participation and grants awarded, and a total of 610 projects; notes, moreover that the Joint Undertaking completed the implementation of the tenth call for proposals (CfP10) in April 2020; notes the evaluation of the last call of the Programme was completed in 2020, namely the CFP11, and that the Joint Undertaking reported that it was continuing its efforts to improve the gender balance of the group of experts; regrets that, despite those efforts, the percentage of female experts was just 20 %;
Amendment 8 #
Motion for a resolution
Paragraph 16
Paragraph 16
16. Notes from the Court’s report that although the Joint Undertaking’s statutory staff remained static at 42 from 2017 to 2020, during the same period, the Joint Undertaking significantly increased its use of interim staff from three to ten full-time equivalents, that is, from 8 % to 24 % of the Joint Undertaking’s statutory staff, that the tasks performed by the interim staff are however, not of a one-off or temporary nature, arising from an exceptional increase in workload or the performance of a one-off activity, but rather are permanent in nature (e.g. legal service assistant, secretarial support, communication assistant, and project officer assistant), and the Joint Undertaking’s practice creates de- facto permanent posts, in excess of those; is concerned that short term contracts cause uncertainty for staff and can lead to high staff turnover; notes the Joint Undertaking’s reply that it has been obliged to constantly enlarge the use of interim staff during the past years due to the limitations of the rigid staff establishment plan under the condition of increasing tasks and workload, and regrets that this trend is expected to continue with the two programmes – the Clean Sky 2 and the new Clean Aviation programme running in parallel, and, moreover, welcomes that the Joint Undertaking has put in place mitigation measures (such as appropriate supervision mechanisms, limiting tasks for interims to non-core tasks and ensuring appropriate training and mentoring support), and that however, this situation is not optimal on a medium and long-term perspective and that the Joint Undertaking considers that the solution would be to provide more flexibility with regard to number of contract agents posts in the staff establishment plan;
Amendment 9 #
Motion for a resolution
Paragraph 17 a (new)
Paragraph 17 a (new)
17 a. Notes with concern the challenges associated with the COVID-19 pandemic for employees, especially taking into account different living situations, lack of access to office space and possible effects of isolation; asks the Joint Undertaking to focus on employee wellbeing, stress management and work life balance; Asks management to ensure that appropriate support structures are in place to ensure the psychological wellbeing of staff;