2018 Discharge Questionnaire to the European Court of Justice

Hearing: 12 November 2019

General Questions

1. What progress has been made to decrease significant backlog of cases? Could you provide us with a table of how has the caseload backlog evolved since 2013?

The main element in the effort to reduce the backlog of cases is the reform of the General Court, whose last phase ended in 2019 with the arrival of the last group of new judges. The productivity of the General Court has significantly improved thanks to the reform, and the number of pending cases before the General Court has declined accordingly. ln 2018, the General Court closed 13% more cases than in 2017 (1009 vs. 895) and reduced the number of pending cases by 12% (1333 vs. 1508).

The cumulated number of pending cases (for the Court of Justice, the General Court and, until 2016, the Civil Service Tribunal) is as follows:

Year Number of pending cases

2013 2420

2014 2426

2015 2382

2016 2497

2017 2420

2018 2334

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4. Have there been any new development regarding the measurement of performance from the Integrated Case Management System (ICMS) project, which the CJEU undertook as a follow-up to the recommendation of the Court of Auditors set out in Special Report No 14/2017 ('Performance review of case management at the CJEU')?

Please see the answer 6.

5. What was the cost of outsourcing of translation in 2018? What would have been the cost if the translations had been carried out by in-house services?

The overall cost of an outsourced translated page in 2018, based on KIAPI methodology, was EUR 103.l. The cost is lower than in 2017 (EUR 111.30 per page).

ln 2018, more than 40% of the translation workload has been externalised, exceeding 485 000 pages.

The overall cost of an in-house translated page in 2018, based on KIAPI methodology, was EUR 128.07. The cost is lower than in 2017 (EUR 136.70 per page).

Under current conditions, it is not possible to significantly increase the outsourcing rate because it is impossible to entrust freelancers with confidential or too urgent documents (court decisions, representing almost 40% of the global translation workload, are confidential documents as long as they have not been delivered, and thus cannot be externalised before delivery). On the other hand, it is difficult to recruit or build up the high skills required of freelancers, particularly for certain language combinations. Freelancers, for whom translating for the CJUE does not constitute their main professional activity, are frequently unavailable. ln addition, there is a need for systematic quality controls, through in depth contacts and feedback, not only because financial regulation requires it, but also because it is essential to maintain and continuously improve quality.

As regards the cost of internal translation, it must be taken into account that the final cost comprises all the activities needed in the execution and finalisation of the translation: translation, revision, proofreading and all others activities such as IT pre-treatment, etc. Therefore, the cost include sub­ costs of salaries, the contributions of the employer towards the pension scheme, the costs of IT development, the maintenance and the contribution to the Inter-institutional IT projects, the professional training, the library services, translation related missions and other non-staff related expenditures. Finally, these costs also comprise the sub-cost ofthe buildings occupied.

The Directorate-General for Multilingualism is constantly working to improve the quality of outsourced translations and the capacity of freelancers markets to absorb the growing demand. The fact remains, however, that the legal translation is a highly specialized niche service in a complex field, requiring high level lawyers, specialized in the comparative law and languages, with a limited availability and high market value. Additionally, in order to ensure top level of quality, requested for judicial documents, internal revision must be systematically executed. And finally, the confidential nature of the majority of documents, that the Directorate-General for Multilingualism is translating, naturally limits the possibility of outsourcing.

Translation costs are closely related to performance. Increased performance allows lower costs, increased quality and/or liberates time to assume new tasks. Amongst the many actions the OEU

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Statistics and reports, which will rely on the integrated system and one source of data to cover the end-to-end workflows of all types of cases; Tailored workflow per types of cases; Auditing capabilities.

7. Please name three of the CJEU's main achievements and successes in 2018. How do they affect in the institution's challenges for the future?

The major achievement of the Institution in 2018 is related to its capacity to adjudicate on the cases brought before it within a very reasonable period of time. Some of these cases were of economic, social or political importance and concerned questions such as asylum and migration, the independence of the judiciary in some Member States or the possibility for a Member State to revoke the notification of its intention to withdraw from the European Union unilaterally.

Besides this major achievement, mention should be made of the bringing into operation of the Judicial Network of the European Union, allowing an exchange of information and documents between the Court of justice and the constitutional and supreme courts of the Member States, in particular the documents related to the preliminary ruling procedures. The success of that network is so important that the CJEU has decided to make most of the documents exchanged through that platform available soon to all the citizens ofthe EU, on the Curia website.

Finally, mention should be made of the E-Curia application, the use of which has become compulsory for the exchange of procedural documents between lawyers and the General Court as from 1st December 2018. This evolution has contributed both to the security and the speediness of such exchanges and to the improvement of the environment (less paper), not to mention the reduction of the costs linked to the use of postal services.

Staff

8. What progress has been made to establish and implement strict obligations regarding new rules on 'revolving doors', for members?

The revised Code of conduct for Members, entered into force on 1st January 2017, imposes very strict obligations on former Members with regard to their new professional undertakings after their ceasing to hold office, to prevent that advantage can be taken from their past occupation.

Article 9 of the Code sets out different kinds of incompatibilities regarding the activities they can carry out. On one hand, article 9 provides for a three-year waiting period during which they shall not be involved, in any capacity, in cases before the CJEU. On the other hand, they cannot become involved, in any manner whatsoever, in cases which were pending before the court of which they were a Member when they ceased to hold office or in cases connected with cases, whether pending or concluded, which they had dealt with.

ln any event, one must stress out that Members are not relieved from their duty of integrity, dignity, loyalty and discretion after ceasing to hold office and that the secrecy of deliberation is not limited in time.

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increase the number of paid trainees. The CJEU sees an interest in also hosting other trainees, in particular, those who receive internship grants from other sources.

According with the new rules, all trainees also receive a contribution for their travelling expenses.

13. According to replies from CJEU, in 2017 there were 12 burnout cases among the staff. How many burnout cases were in your institution in 2018?

According to the CJEU's medical service's best estimate, in 2018, there were 12 cases where members of staff showed symptoms which could be associated with a diagnosis of burnout.

14. What is the average overtime of the CJEU's staff in 2018?

ln 2018, the total amount paid by way of fixed allowance for overtime was EUR 664 538 (56 people receiving an average of EUR 11 866 each per annum). The total amount spent compensating overtime on the basis of individual additional hours worked was EUR 11261 (18 people receiving an average of EUR 625 each).

15. ln the context of the CJEU ruling of 2015 in which EPSO's recruitment policy was discriminatory (in relation to languages), this lead to the annulations of three recruitment initiatives. How was the situation improved in 2018?

Following the ruling of 2015, EPSO put in place new rules on language regime for open competitions. The question should thus be addressed to EPSO itself.

16. What percentage of disabled employees was there in 2018 in CJEU?

ln 2018, 17 staff members were disabled; this figure represents 0.75% ofthe total number of staff.

17. How many British members of staff work for your institution (cut down by category; civil servant, temporary agent and contract staff)?

On 1st October 2019, 29 members of the CJEU's staff were UK nationals (and did not have the nationality of another Member State). Of these 20 were officials, 7 were temporary agents and two were contract agents.

The breakdown according to function group was as follows:

Officials: 18 AD and 2 AST Temporary agents: 7 AD and O AST Contract agents: 1 GFI and 1 GFII

18. Could you please provide a table of all human resources broken down by nationality, type of contract, gender and grade_ for the year 2018, and an overview of how these figures compare with the year 2017?

Detailed table: Annex 1.

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ln 2015, a total of 20 860,50 days of sick leave were taken by the CJEU's staff. The average was approximately 9,74 days per member of staff.

22. To what extent has staff been involved in carrying out activities that would justify a higher function group?

Members of staff are assigned duties whose level of difficulty and responsibility correspond to their function group and are not required to carry out duties corresponding to a higher function group.

However, members of staff are also encouraged to work to the best of their abilities and it can happen that some aspects of their duties evolve, with their agreement, to a level of difficulty or responsibility corresponding to a higher function group.

This is taken into account during the annual evaluation of staff and, in particular, in assessing applications for the certification procedure.

23. What were the three most important actions taken by the institution in favour of equality?

- The CJEU makes every effort to remove all obstacles which would hinder the appointment of women to senior and middle management positions. ln 2018 and 2019, the CJEU strengthened its policy on equal opportunities and diversity, setting up a special entity within the Directorate for Human Resources and Personnel Administration which introduced and followed-up concrete and harmonised measures in this field and joined inter-institutional networks of female officials and agents and of female managers in order to examine all means of ensuring women's access to management positions through mentoring, coaching, communication and jobshadowing.

- Setting up of a jobshadowing program. This operation aimed to provide to all staff members the chance to network within the institution, to develop new skills and to accomplish on 'the ground and in house active 'training' in order to evaluate their competencies and to envisage mobility or middle management positions.

- The entity equal opportunities and diversity of the Directorate for Human Resources and Personnel Administration organised meetings, in the presence of the Court of Justice's Registrar, with all male and female managers in order to sensibilise them on the key role that they play in the career evolvement of their staff and in order to provide them guidelines to avoid any risk of discrimination in the evaluation of competencies and in the assignment of major projects to their male and female team members.

lt is important to underline the positive tendency concerning women's presence in senior and middle management positions at the CJEU. ln the 2013-2018 period, the percentage of women occupying management positions at the CJEU has increased from 30% to 37.5 % (with an additional increase in 2019, reaching already 39.7%).

24. What were the three most important actions taken by the institution in favour of disabled people?

The OEU's buildings are designed to ensure easy access for disabled people. ln addition, the CJEU takes specific measures in favor of disabled people on a case-by-case basis as the need arises. These

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29. To what extent does your institution encourage young parents to make use of flexible working arrangements to improve life-work balance?

Information about the existing flexible working arrangements is provided at the entry of service and is published with detailed explanations on the Staff Vademecum (Intranet). Staff members, especially young parents, who request parental leave or part time arrangements, are also informed about the whole range of existing flexible working patterns.

30. Can all categories of staff apply to these flexible working arrangements?

The categories of staff entitled to apply to these flexible working arrangements are officials, temporary agents and contract agents, of all function groups. However, the nature of the duty may be a restrictive factor for the use of telework.

31. Was any staff member placed on leave in the interest of the service according to Article 50 of the staff regulations? If yes, what were the reasons?

Article SO of the Staff Regulations was applied to one member of staff in 2018. This measure was justified by organisational reasons in the framework of the implementation of a new policy.

32. How many former judges are currently employed by the CJEU? Please specify the function and the grade.

One former Member of the Civil Service Tribunal was employed as a special advisor in 2018. He was employed to advise, in particular, on matters relating to Brexit as well as on matters relating to the application of the Staff Regulations and the Conditions of Employment of Other Servants.

His contract came to an end on September 2019.

33. How do you explain the increase in expenditure concerning the CJEU's contribution to the early childhood centre?

The CJEU is fully dependent on the cost evaluation by OIL and the Commission. The quote part of the CJEU is calculated objectively on the basis of the staff population and the number of children attending the Center.

34. Concerning the purchase of mobile workstations for the members and the staff in their cabinets, could you specify the cost of acquisition per unit?

An inter-institutional contract was used for purchasing these mobile workstations. Basic equipment unit price being 504 EUR for laptops and 987 EUR for tablets (very limited number of tablets purchased, about 5% ofthe total).

35. The CJEU's administration is working on more detailed rules governing the exercise of external activities by staff. When would those measures be put in place and could you already tell us what is intended?

We intend to have these measures adopted during the course of 2020. The envisaged rules will lay down detailed provisions on individual obligations related to conflicts of interest, outside activities, occupational activities after leaving the service, gainful employment of the spouse, public offices, and publications.

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The CJEU continues to develop communication products relating to its activity or on specific themes relating to its case-law. For the fourth year in a row, a version of the CJEU's Annual Report designed specifically for the lay person has been published by the institutio~ alongside its traditional Annual Report which is aimed primarily at legal experts. This simplified annual reportentitled "The Year in Review" features prominently on the Curia website and is distributed widely to all the Member States in cooperation with the Publications Office.

As regards multimedia, the CJEU now has a total of 13 short animated films, in 23 official EU languages, available on its YouTube channel. The latest 3 to be added explain some of the CJEU's case law in the field of Data protection in the Digital world, the environment, and the realm of sport (https://www.youtube.com/channel/UCTfyrAlsJRZFlnGLLgnDiMA). A further 3 films are currently in production. The CJEU's YouTube channel contains, in addition to the multimedia animations, videos on events organised at the CJEU. Now that this library of content has been built, our focus will shift more towards the promotion of this content to ensure that we exploit its full potential.

ln terms of social media, the Communication Directorate continues to strengthen its presence on Twitter where it now has more than 74 000 followers (61 500 at the end of 2018 up from 42 200 at the end of 2017) with well above average engagement rates.

Lastly, the Curia website was given a completely new design in June 2018, a move that was broadly welcomed by users who responded to a survey about the website conducted in May this year. This survey will inform the further developments of the website.

39. What was the CJEU's budget for communication activities in 2018?

The budget for 2018 was EUR 429 000. This covers all the activities of the Communication Directorate such as the publication of the Annual Report (the Report on Judicial Activity, the Year in Review and the Management Report), brochures and other printed material, media monitoring services, the production of animations, communication material, professional photography, outreach events (including seminars for journalists, the CJEU's Open Day, materials for job fairs, etc.), some development work for the CJEU's website and expenses linked to memberships of legal associations.

40. What progress has been made in CJEU's outreach on social media? What are the most efficient social media channels? What difference do you observe in this regards among the different social media channels?

The CJEU has very limited staffing resources to devote to social media. Its activities in 2018 in this field were therefore limited to two Twitter accounts of its press service and one YouTube channel. The CJEU has recently taken the decision to be present on Linkedln and has use a Facebook Events page to promote its 2019 Open Day.

Twitter was chosen specifically for its audience of informed professional individuals who use the platform as a means of gathering and disseminating information. Analysis of our followers shows that the CJEU's audience is widely spread throughout the EU and, in comparison to the overall Twitter audience, is much more interested in news, politics and current affairs. The tweets that are sent by the CJEU are limited in number, to avoid flooding our followers with news that does not interest them, and always inform the audience directly of the result of a case or of an important event. As a result of this policy, the engagement rate of the CJEU's tweets is usually in the region of 2.5 - 3.5%, which compares very well both with the average engagement rate of 0.05% across

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Current reflections taking place within the CJEU about the presence on other platforms are also largely driven by the need to provide appropriate content for the platform and its specific demographic and whether the latter is one which the CJEU needs to do more to reach out to.

42. What are the results of the external evaluation of the CJEU's website, which was carried out before the end of 2018? Would the recast of the website in terms of structure and content in order to make it even more user-friendly?

Following the redesign of the Curia website in June 2018, a number of structural changes were made to the content to improve management of a multilingual website. Further modifications were made to provide content that is more appropriate for the general public, including making available the CJEU's thematic brochures available in html form so as to be more mobile friendly.

Share buttons have also been added to the site in order to allow for better dissemination of individual content.

Changes were made to the website to improve compliance with data protection rules following the entry into force of new legislation and to comply with Court rulings in this matter.

A survey conducted in May 2019 has shown a very high level of satisfaction amongst website users, with 79% of users rating the website 4 or 5/5 and only 4% rating it unsatisfactory, at 1 or 2/5. Many of the comments about what could be improved focused on the case law database provided by the CJEU. This information will feed into an overhaul of this system, which will be the subject of a major project in 2020.

Before the end of this year, the CJEU will also make available further information in a new part of its website dedicated to the Judicial Network of the EU. The availability of this type of information, in particular, the references for preliminary rulings from national courts, and the CJEU's research notes, was also high on the list of requests from survey participants.

Further improvements to site structure and content will take place over the coming months, informed by user feedback, accessibility requirements and privacy concerns.

43. What progress has been made in creating the 'Judicial Network of the European Union' covering the Constitutional Courts and Supreme Courts of the Member States to promote Union case-law and case-law of the Member States?

The creation of the Judicial Network of the European Union (JNEU) constitutes one of the CJEU's major accomplishments in the field of judicial cooperation and transparency, as demonstrated by its short-listing by the European Ombudsman among the three finalists for the Award for Good Administration 2019 (category "Excellence through collaboration").

The launching of the JNEU secured platform on January 2018 allowed the exchange of previously undisclosed documents of judicial or academic nature, that bear a high value in order to support the judicial decision-making process and to strengthen the consistency of EU law application. After only 18 months of operation, the platform counts about 2 500 users and the activity recorded on the website shows that more than 2 700 researches have been made and almost 300 000 pages viewed. Moreover, about 1 500 documents (plus their translations) uploaded on the platform have never been published (like references for a preliminary ruling or research notes prepared by the CJEU's Research and documentation directorate), or shared outside their original judicial body.

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45. What was the CJEU's budget for communication activities in 2018? How did it evolve between 2013 and 2018?

The evolution of the budget over the last 6 years has been as follows:

I Vear Amount

I 2018 € 429 000

2017 € 331500

2016 € 306 500

2015 € 243 500

2014 € 305 500

2013 € 330 500

As mentioned in the answer to Question 39, this covers all the activities of the Communication Directorate such as the publication of the Annual Report (the Report on Judicial Activity, the Year in Review and the Management Report), brochures and other printed material, media monitoring services, the production of animations, communications material, professional photography, outreach events (including seminars for journalists, the CJEU's Open Day, materials for job fairs, etc.), some development work for the CJEU's website and expenses linked to memberships of legal associations.

Over this period, there has been a move away from printed media and a reorientation of spending to more visual communication means.

Payments

46. What are the reasons for persistent mismatch in the commitments for missions and payments over the last years and how will the CJEU deal with it? What improvement has been made in estimating the amount for the upcoming budget?

We understand this question as related to Members' missions. See the reply to question 47 for staff missions.

lt is important to point out, first, that this kind of expenditure is by nature difficult to estimate in advance. ln any case, as far as Members' missions are concerned, two points have to be emphasized. First, the actual execution of the appropriations has improved, in terms of payments, from 46.2% for the 2016 budget to 57.1% for the 2018 budget. This latest percentage is calculated as of today, and could still improve since the payments using 2018 appropriations could be completed until the end of 2019. Second, the budget for Members' missions has been reduced from EUR 342 000 in 2018 to EUR 280 000 in 2020, in spite of the increase in the number of Members following the reform of the General Court.

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During the preparation of the estimates for each annual budget, the departments of the CJEU are internally obliged to accompany their budgetary requests with a series of performance-based objectives. Such objectives must be specific, measurable, attainable, relevant and time-bound (SMART). The objectives are accompanied by one or several objectively verifiable indicators. For each indicator, the service must state the expected results for the given year. At the end of the budgetary exercise, departments report on the actual results achieved.

ln particular, during the year 2018, workshops with all the services were organized in order to harmonize the approach and exchange best practices between them, both in terms of definition of the objectives as in terms of identification of the best possible indicators to measure the achievement of those objectives.

50. Had the CJEU carry out any sponsoring activity in 2018? Has the CJEU put in place clear and robust rules for sponsoring that guarantee equal treatment of events?

The CJEU does not sponsor events and, therefore, there is no need to put in place rules regarding this matter.

51. How do you explain the increase of 11.81% in cleaning and maintenance between 2017 and 2018? What explains the fact that the costs were more expensive than initially envisaged?

This increase is mainly due to the following factors:

The indexation mechanism applicable to existing contracts; The more intensive use of architectural maintenance framework contracts, in particular for additional actions related to the security policy (i.e. replacement or upgrading of the outdoor surveillance cameras); The connection of the technical facilities and management systems of the extension of one staff car park (part of the 5th extension of the Court's main site) to the CJEU's building complex; The signing of a new technical maintenance contract, which includes wider services and a transitional 3 month period during which the new contractor had to establish an inventory of the installations and set up its maintenance procedures, while the previous contract was still being executed.

Concerning the fact that a reinforcement of this budgetary line was necessary during the year, it has to be underlined that some of the expenses mentioned above had initially been underestimated in the preparation of budget 2018. Moreover, other urgent expenses had not been estimated at all, namely:

-Some urgent maintenance works on the fire prevention system;

-Technical work related to the partial reconversion of open office spaces to individual offices (see reply to question 25).

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ln addition, an interinstitutional network of counsellors was set up, with the participation of all the institutions located in Luxembourg, in order to exchange experiences and best practices in the field of prevention of harassment and counselling.

Furthermore, the Staff Committee, in collaboration with the OEU's administration, organised thematic weeks with workshops, debates and dissemination of documentation on recognition at work and management of emotions.

Whistleblowing

57. Were there any whistleblower cases coming out of the CJEU and in such a case how did you follow-up on them?

There were no such cases in 2018.

Transparency

58. Is the CJEU intending to publish the declaration of financial interests of its members in the near future?

The purpose of the declaration of financial interests provided for in Article 5, paragraph 3 of the Code of conduct for Members and former Members of the Court of justice of the European Union is to ensure the impartiality and the independence of the Members. lt enables the President of each court to check at the earliest possible point in the proceedings whether a judge might have a conflict of interest in a given case and to avoid allocating that case to such a judge.

Moreover, any Member who has an interest in a case is obliged to recuse him- or herself from participating in the proceedings. This obligation applies regardless of any obligation for a judge to declare his or her financial interests.

Inasmuch as the declarations of financial interest are conceived as an internal means to ensure the impartiality and the independence of both courts, the OEU does not see the publication of financial interests of its Members as relevant.

59. How many call for tenders did your institution organise in 2018? Please indicate the value and the number of applicants for each tender.

ln 2018, the following tender procedures above the thresholds laid down in Directive 2014/24/EU were launched:

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raise awareness regarding data protection and the new regulation, such as a training sessions open for all staff, a workshop for staff responsible for data handling, a presentation for all heads of unit, awareness sessions for new staff and meetings of a group of data protection coordinators representing the different services within the institution.

61. What activities has the CJEU started and what policies implemented in the area of transparency in 2018?

The CJEU pays the greatest attention to transparency and constantly endeavors to improve its policies and practices with this respect, as reflected by the creation, in January 2018, of the Directorate-General for Information in the course of the restructuration of the OEU's administrative departments.

Three major achievements obtained in 2018 and pertaining to transparency should be mentioned.

The first one concerns the publication on the Curia website, on a yearly basis, of the list of external activities pursued by Members, in accordance with the revised Code of conduct applicable to them (see Question 10).

The second one relates to the launching of the secured platform of the Judicial Network of the European Union (see Question 43), where previously undisclosed documents are now made available to participating courts, such as anonymized references for preliminary ruling or research notes. The success of this platform will lead to the opening, in November 2019, of a section dedicated to the JNEU on the Curia website, where most of the documents contained in the protected platform will be made available to the public.

The third one concerns the release of a new dissemination product on the Curia website, named "Factsheets", which aims at presenting an overview of the reference case-law in a specific area of EU Law, in all official languages. The number of factsheets uploaded on the Curia website increases regularly since their introduction in 2018.

2018 is also the year during which important steps or preparatory works have been undertaken in order to strengthen, clarify and simplify the information delivered to the public. Among other actions, mention can be made, for instance, to the facelift of the Curia website, which makes it easier to find relevant information according to the user profile (see Question 42).

62. Did the Ombudsman issue any recommendations to the CJEU in 2017 or 2018 and how did you follow-up on them?

The Ombudsman did not issue any recommendations to the CJEU in 2017 or 2018.

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As far as the enforcement of the Code of conduct is concerned, current and former Members informally contact the President whenever an issue relating to the interpretation of the Code may arise. Exceptionally, the Consultative Committee provided for in article 10 of the Code of conduct is convened. This may e.g. occur when a complaint has been lodged against a Member or a former Member of the institution.

Concerning, in particular, the pre-recruitment declaration on the absence of conflicts of interests which future new members of staff must make, and following a recommendation of the CJEU's internal auditor, the recruitment procedure has been modified to ensure that the Human Resources unit always has time to assess such declarations and, if necessary, to propose particular measures to the Appointing Authority, in good time before a definitive offer of employment is sent.

67. Do you have a functioning 'Revolving doors Policy'?

The CJEU applies directly, and in a strict manner, the obligations set out in the Staff Regulations and the Conditions of Employment of other servants concerning professional activity after service in the institution. Nevertheless, the CJEU's administration is also continuing to work to establish more detailed rules regarding professional activity after service (See question 35).

Activities to Lower the Environmental footprint (EMAS rules, energy. water, paper consumption, CO2 offsetting)

68. Please present your activities and achieved results in this field.

As in the previous years, the CJEU improved its environmental performance by using the Environmental management system in accordance with the EMAS regulation which requires a monitoring of the different environmental aspects on the basis of indicators. Most indicators, in the form of a ratio per FTE (Full Time Equivalent), showed a favourable trend in 2018 compared to base year for EMAS regulation 2015, for example:

- a reduction of electricity consumption by 8.3% (kWh/FTE),

- a reduction of water consumption by 2.1% (m3/FTE),

- a reduction of paper consumption by 15.5% (kg/FTE).

- a reduction of the mixed household waste by 4.5 % (kg/FTE).

- an increase of the number of videoconferences by 52.9 % (number/FTE).

Since 2010 we also observed a reduction of the greenhouse gas emissions, measured in tons of CO2 equivalents, by 30.3 %.

The various environmental projects that form the basis for continuous improvement of environmental performance are as follows:

- as part of the CJEU's comprehensive carbon footprint update, a survey on staff commuting is conducted annually to evaluate the magnitude of greenhouse gas emissions related to this item. Measures required to reduce this part of the greenhouse gas emissions generated by our institution will be determined based on these results;

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ANNEX2

SENIOR AND MIDDLE MANAGEMENT- 31.12.2018 l9'1••· ,r:.Jli:..,. .... . .. 1,:.,,. •• I .... ·CC· . • • :.::J.1

F Allemaone 1 1 2 Belaiaue 1 1 Croatie 1 1 Danemark 2 2 Esoaane 2 1 3 Estonie 1 1 Finlande 1 1 France 4 4 Honqrie 2 2 Italie 2 2 Lettonie 1 1 Lituanie 1 1 Roumanie 1 1 2 Rovaume-Uni 1 1 2 Slovénie 1 1 Suéde 1 1

F Total 6 21 27 M Allemaqne 1 3 4

Belqicue 1 2 6 9 Bulqarie 1 1 Danemark 2 2 Esoacine 1 2 3 Estonie 1 1 2 Finlande 1 1 France 3 3 Grèce 1 2 3 Irlande 1 1 Italie 1 3 4 Lettonie 1 1 Lituanie 1 1 Malte 1 1 Pays-Bas 2 2 Poloqne 1 1 Portucal 3 3 Royaume-Uni 1 1 Slovaquie 1 1 Réoubliaue tchéaue 1 1

M Total 2 7 36 45 Grand Total 2 13 57 72