Activities of Michèle RIVASI 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 (1)
Amendment 5 #
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; 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 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, 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; urges the Joint Undertaking to review its organisational structure and employment strategy and to identify key areas of operations where the human resources should be concentrated, in order to optimise their contribution to the workflow; calls on the Joint Undertaking to remedy the shortcomings identified concerning the engagement of interim staff in increasing numbers to perform what are, in fact, permanent duties, especially in the context of the Joint Undertaking’s transformation into Clean Aviation Joint Undertaking;