AMCs and BCs

R&D has long denounced the perverse logic imposed during the Kinnock reform and the disastrous effects of the silos of the DGs which destroyed the esprit de corps and belonging to the institution and to a single European civil service.

R&D also denounced the variable application of the Staff Regulations and its rules of application with “le fait du Directeur général” who replaced “le fait du Prince” and who sometimes became the only source of law. This, with a DG HR unable to provide coordination and governance at the central level.

However, R&D has always reiterated the importance of the HR proximity mission in services, that is and remains essential.

As soon as the project of modernization and centralization of human resources was presented, R&D immediately stressed that it was necessary to avoid any improvisation which would have plunged the management of this project in an unmanageable confusion by making the management of the human resources quite “inhuman”.

Despite the promises and the beautiful words spread in abundance by DG HR, always faithful to its creed “All is well Madame la Marquise, I’m telling you that everything is fine, just fine“, the staff could only note, day after day, the failure of such management.

DG HR has been unable to ensure the control and coordination of the implementation within the DGs of this project to centralize the management of HR missions! It is enough to note the difficulties encountered by the AMC staff and the total confusion in the BC missions, their tasks and even the place occupied in the organizational charts of the DGs.

In these circumstances, R&D continued to advocate for the rights of AMC and BC colleagues, to echo the difficulties faced by staff and to make constructive proposals.

This reform, which aimed only at eliminating 400 posts, immediately shows its limits because if there is an area in which efforts should be made to put in place a new and more efficient policy that offers the best possible working conditions for the staff, it is exactly in the management of human resources.

Despite recent improvements, much remains to be done.

R&D calls for

  • the correction without delay of the now indisputable failures in the implementation of this project, starting with the total confusion in the missions of the BCs;
  • finally ensuring a fair and transparent application of the Staff Regulations through all the services of our institution and also in the agencies .