2026年管理计划——人力资源和安全

DIRECTORATE-GENERAL FOR Contents A.Human resource management.........................................................................................................................12B.Digital transformation and datamanagement.......................................................................................13C.Sound financial management...........................................................................................................................14D.Fraud risk management.......................................................................................................................................14 ANNEX 1: Performance tables–delivering on Commission priorities in 2026.....................................17ANNEX 2: Performance tables–A modern and sustainable public administration............................20 A.Human resource management.........................................................................................................................20B.Digital transformation and data management.......................................................................................20C.Sound financial management...........................................................................................................................21D.Fraud risk management.......................................................................................................................................22E.Sound environmental management..............................................................................................................22 PART 1.Introduction Strategic planning and programming is the cornerstone of theCommission’s performancemanagement framework. TheCommission’s strategic plan for 2025-2029translates thepolitical prioritiesset in thePolitical Guidelines of President von der Leyeninto general Within this framework, each Commission service has developed astrategic outlook for2025-2029intheirmanagement plans2025.This outlook defines a set of multiannualobjectives and indicators to measure progress towards their achievement. These will be used The2026 management plansets out what the Directorate-General for Human Resources and Security (DG HR) intends to deliver this year to contribute to these multiannual objectives (part2).It also describes how DG HR will contribute to the common objective of building a modernand sustainable public administration (part 3). The main outputs with their indicators and The chart belowillustrates how the general objective, specific objectives and key performance PART 2. Delivering on the Commission’s GeneralobjectiveʻA modern, high-performingand sustainable European Commissionʼ Specific objective 1:Ensure that the Commission becomes The Commission has committed to ensuring that Europe can ‘draw on a modern, efficient publicadministration to deliver on our political priorities and make a difference for Europeans in their carrying outa large-scale reviewofthe Commission’s organisation andoperations. The large-scale reviewwillensure that the Commission’sadministration is fit-for-purpose for organisational change exercises, inter-linked workstreams were identified in the areas of The large-scale review is led by DG HR and engages the whole Commission. In 2026, seniorstaff from acrossthe Commission will draw on the experience of colleagues to prepareactionable recommendations under each workstream. They will be supported by the DG HRlarge-scale review team,who willprovideassistance, coordination and oversight throughout theprocess. The review team will, by the end of the year at the latest, prepare a report for There is a strong cross-fertilisation between the broader large-scale review of the Commissionand the ongoing work in DG HR. The large-scale review will provide opportunities to scale upsome of the improvements, already planned to be put in place in DG HR. Striving to go beyondits everyday business, DG HR is exploringopportunities that provide strategic addedvalue. The actions aim to meet the needs of DG HR’s stakeholders and span the realm of taking first steps to build a community that serves the Commission’s leaders (leadership) andmaking sense of data from multiple sources to guide future actions (sense-making). Whileagility remains key and the guiding principles are collaboration, co-creation and coherence, this Under the current Multiannual Financial Framework(MFF)and the principleof stable staffing,additional needs for posts for the Commission’s priorities can only be met by redeployment,either between DGs or within DGs.Tostrengthen internal redeploymentstowards thepoliticalpriorities, theCommissionhastherefore established a framework(1),consisting of twoelements:an annual contribution exercise of 1% for all DGsand servicesto enable DG HRwill also continue proactively definingthe Commission’sfuture staffing needs anddeveloping strategies to optimise the acquisition and deploymentof its workforce in responseto politi