Local view for "http://purl.org/linkedpolitics/eu/plenary/2000-05-03-Speech-3-115"
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"en.20000503.7.3-115"2
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"Mr President. I very much welcome the opportunity presented by the question tabled by my colleague, Mr Pomés Ruiz, to be able to start the debate on what will be many issues in connection with Commissioner Kinnock’s reforms. I would like to thank him very much for the very comprehensive and open response that he has given to that question.
Today we have rightly focussed on what are the absolutely key appointments at the top of any organisation. After all, your reform, Commissioner Kinnock, is going to have to be led from the top and we very much welcome the confirmation you have given about the way in which the top appointments have been handled.
What I would like to do in developing on Mr Pomés Ruiz’ question is to table one or two other points to you in connection with some of the more detailed aspects of the White Paper and the change in organisation that you have proposed. Clearly the very ambitious reform contained in your paper is going to be a formidable task for the managers you appoint. To achieve your objectives of moving the Commission towards a world-leading international public service, it is clear that the appointments and capabilities of your team are going to be critical.
You say in your White Paper that there is a real need to raise management skills and create a common management culture across the Commission. I would like to know first of all how far you feel that management culture is now being developed by your new top team and how far that is starting to be communicated through the Commission’s organisation. The important and welcome news that we have had today about the appointment of a new Secretary-General, Mr David O’Sullivan, raises the question whether he has been involved already and will that have an impact on the development that you have already set in train.
The second point I wanted to raise has to do with what you identify in your White Paper – and I agree with this entirely – about the real challenges for any service organisation which is decentralising and delegating responsibilities to reporting managers, empowering them to take decisions and to have that all-important control of budget.
I would like your assurance that the new team that comes in has those skills and also, and this is particularly important, that it also has a commitment to developing team-work in the Commission. This is going to become more and more important as we get more information-technology driven solutions, more horizontal team-working of the type that I know is moving into areas like the information society. Can we have your assurance that your senior team is going to be open-minded and looking at these new solutions?
Finally, your White Paper quite rightly notes that action is going to have to be taken when managers are not performing to the expected standard. It would not be surprising, given the changes, that there are some people who feel uncomfortable with this. Can you confirm that probationary periods, as set out in your White Paper, have been included in the contracts for the new appointments, how long those periods are and that systematic assessments of performance are included in those appointments?"@en1
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