EUROPEAN COMMISSION

Directorate-General for Translation

DGT.02 - Communication and Information

Brussels, 11 July 2006

DGT.02 D(2006) 22125

DGT Communication Strategy

for 2006 2008

Table of contents

1.

INTRODUCTION....................................................................................................... 3

2.

LANDSCAPE ANALYSIS OF COMMUNICATION ENVIRONMENT ................ 3

2.1. DGT mission and goals ..................................................................................... 4
2.2. Underlying values and the role of communication ........................................... 4
2.3. Commission Action Plan for Communication .................................................. 4
2.4. Multilingualism ................................................................................................. 5
2.5. Strategy for matching supply and demand in translation.................................. 5

3.

INTERNAL COMMUNICATION ............................................................................. 6

3.1. General objectives ............................................................................................. 6
3.2. Link with Annual Management Plan 2006 ....................................................... 6
3.3. Tools available .................................................................................................. 6
3.4. Current practices and suggestions for improvement ......................................... 7

4.

EXTERNAL COMMUNICATION ............................................................................ 8

4.1. General objectives ............................................................................................. 8
4.2. Key target groups .............................................................................................. 8
4.2.1.

In-house partners and other EU institutions........................................ 8

4.2.2.

Outside world ...................................................................................... 9

4.3. Link with the Annual Management Plan 2006.................................................. 9

4.4. Tools available ................................................................................................ 10
4.5. Current practices and suggestions for improvement ....................................... 10
5.

RESOURCES FOR IMPLEMENTATION .............................................................. 11

6.

CONCLUSIONS....................................................................................................... 12

1.

INTRODUCTION
This document proposes an internal and external communication strategy for the
Directorate-General for Translation (DGT) for the period 2006-2008. It is concerned
with the improvement of the communication processes and not with the content of the
messages communicated.
This strategy is built on the understanding that communication is a shared function
between the management, the Communication unit and the operational and horizontal
units, and is based on a commitment to two-way communication. The aim is to embed
communication into all relevant functions and operations of DGT in order to help it carry
out its mission and achieve its overall objectives.
The strategy is also consistent with the Commissions drive for effective communication
under the motto listen, communicate, go local1. DGTs contribution to the realisation
of this objective is twofold:
to translate the Commissions messages into the official languages (its core business)
and thereby promote the transparency, legitimacy and efficiency of the EU;
to put across the Commission's messages in a style, register and form of words which
the general public in all the Member States can understand (through editing and
localisation).
The same spirit and level of ambition set by the Commission for its external
communication should also be reflected in its internal communication. Good internal
communication is an effective means of enhancing and supporting the achievement of
strategic and operational goals set by the Commission, and of motivating its staff.

2.

LANDSCAPE ANALYSIS OF COMMUNICATION ENVIRONMENT

The figure below depicts the conceptual framework underlying this strategy document. It
shows the different target groups and sets out separate goals, development needs and
action plans for internal and external communication in DGT. Detailed proposals to
improve current practices in both these fields are given in Annexes 2 to 4. It also shows
the factors that have to be taken into account when formulating and implementing
DGTs communication strategy.

C.f. The Commissions Action Plan for Communication, adopted on 20 July 2005, and its White Paper on a
European Communication Policy (Com (2006) 35 final).
3

Conceptual Framework for DGT Communication Strategy

s
itie ded
ctiv nee
& a ions
t
ns
ea t, ac
n
,m
als pme
-go velo
-de

Action Plan for

Communication
-listening
-communicating
-going local

&
Gs

Core Values
-shared
responsibility
-two-ways
(listening, dialogue)
-quality
-accuracy, timeliness
-simplicity, clarity
-transparency
-right to information
-need-based
-cost-effectiveness

l n:
na
o
i
t
ter
Ex unica Gs ns
D
io
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Co h cli Inst
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r
the
s
&o
tion
titu
Ins

er D
Oth

-go
-de als,
ve m e
lo p a n
me s &
nt,
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ac ctivit
tio
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ne
ed
Co Ext
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wit mm erna
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ho
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uts icat
Ge
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wo :
Uni ral pu
rld
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sitie lic, m
s, F edia
,
ree
lan opinio
ce
tran n mul
slat tiplie
ors
r
etc s,
.

Enlargement (EU-25, EU-27)

Communication on Multilingualism

Demand
Management
Strategy

Staff (Bxl, Lux)

Internal Communication
New Staff Regulation
A

2.1.

-goals, means & activities

-development, actions needed

DGT mission and goals

The mission of DGT, the largest and most complex language service in the
world, is to support multilingualism in the European Union by providing the
Commission with linguistic advice and a translation service for its written
communication in all official languages, thereby bringing the Unions policies
closer to its citizens and promoting its legitimacy, transparency and efficiency.
The role of communication is to help attain DGTs operational goals, and to
facilitate and enhance the achievement of the Commissions broader goals.

2.2.

Underlying values and the role of communication

The core values underlying DGTs communication in all areas are: quality, twoway communication, transparency, access to information as a right, accuracy,
timeliness, need-basis, simplicity and clarity, shared responsibility and costeffectiveness. The point of departure and sine qua non is that communication
should always be two-way, based on listening and explaining.

2.3.

Commission Action Plan for Communication

The three strategic principles underpinning the Commission Action Plan for
Communication are:
listening: engaging in a real dialogue as opposed to a one-way dissemination
of messages;
4

 communicating the language and the themes chosen have to be such that
the target group, citizens, can relate to them, and
connecting by going local, showing an understanding of local audiences and
local circumstances.
These three principles are equally applicable to internal communication, with
citizens as the target group replaced by staff.
The Commission Action Plan includes proposals that have a direct or indirect
bearing on DGT. There are two actions where DGT is named as the lead service.
These are Action 8 concerning the use of clear and comprehensible language in
communication, and Action 22 on the Commissions interest in having as much
information as possible available in all the official languages. This includes both
traditional printed documents and web-based material. Furthermore, the role of
EC Representations in the Member States will be reinforced in the future. The
Memorandum of Understanding between DG PRESS (DG COMM) and DGT is
regularly reviewed, since it affects the number and role of DGT staff in the Field
Offices.
2.4.

Multilingualism
For the first time, multilingualism is now included in the portfolio of a Member
of the Commission. The Commissions first communication on multilingualism
was adopted in November 2005. It underlines the Commissions commitment to
multilingualism in the EU; sets out the Commissions strategy for promoting
multilingualism in the areas of European society, in the economy, and in the
institution itself; and proposes specific actions.
The Commissions commitment to multilingualism is expressed via several
actions proposed in the Communication. These include the launching of a
Languages Portal, giving a more active role to the Field Offices, organizing highlevel seminars on multilingualism in the Member States, furthering contacts with
European universities via, for example, the Visiting Translator Scheme, having
contacts with the language industry via the Translation Forum and hosting
visiting groups in DGT.

2.5.

Strategy for matching supply and demand in translation

The strategy for matching supply and demand in translation (SEC(2004)638/6)
and SEC(2005)984)2 is the focal point of DGTs action. The communication
requirements in relation to the strategy are both real and varied. DGT needs to
address several interest groups, starting with its own staff and extending
outwards to its clients, the Member States, the media, and the citizens. There is a
need to listen closely to the concerns and issues raised by these stakeholders, and
to explain the functioning and implications of the strategy.

A revised strategy for 2007 and onwards will be presented in a new Communication to be adopted by the
Commission in autumn 2006.
5

3.

INTERNAL COMMUNICATION
3.1.

General objectives
The following general objectives have been set for internal communication:
(1) to enhance understanding of management decisions and of subsequent
developments in DGT;
(2) to promote corporate spirit and a culture of genuine, two-way
communication;
(3) to enhance the functioning of a multicultural work environment in DGT;
(4) to ensure that all staff, but new staff in particular, are integrated effectively
into the DGT work environment.
Meeting the above objectives is a shared responsibility of the management,
DGT staff, and the Communication unit. The communication role of Heads of
Unit, who are the managers closest to the staff, should be further reinforced in
order to enhance a management culture based on communication in DGT.
The chart in Annex 1 sets out the practical means for achieving the objectives,
while the key players involved and the tools at their disposal are set out in
sections 3.3 and 3.4 below.

3.2.

Link with Annual Management Plan 2006

The two major objectives for internal communication are set in DGT's Annual
Management Plan (AMP) for 2006 as follows:
to enhance awareness among staff of the key management decisions and to
foster a culture of communication and dialogue in DGT, thereby enhancing
the level of motivation and satisfaction among all DGT staff;
to develop regular measurement of staff satisfaction with internal
communication in DGT.
Measures to achieve the first objective include placing greater emphasis on
departmental meetings, communication seminars and Question/Answer sessions
with staff. The second objective can be met by conducting an annual satisfaction
survey in DGT, which would also yield an impact indicator for the internal
communication strategy deployed in DGT.
Finally, a risk assessment of the main factors governing internal communication
will be carried out annually.

3.3.

Tools available
Different channels of communication targeted at particular groups or individuals
are needed for different circumstances. Annex 1 shows top-down and bottom-up
communication among the various players in DGT, while the table below gives
an overview of the main internal channels that can be used to communicate a
decision or a key message. These are juxtaposed in relation to the time horizon
for delivery and the specificity of the target recipient.
6

Among the communication tools3 depicted above, particular attention should be

drawn to DGTnet, DGTinfo and the proposed network of information providers,
which can be said to form the backbone of DGTs internal communication
infrastructure. These and the other listed tools are referred to in greater detail in
connection with the current practices set out in Annexes 2 to 4.
3.4.

Current practices and suggestions for improvement

Annex 2 gives an overview and brief assessment of the types of internal
communication which take place, the media used and the practices currently
followed by DGT, with suggestions for improvement. Those responsible for
action are identified.
The key actions for improvement4, together with the proposed year of
implementation, are given in Annex 2 and listed below for reference, with a
weighting for strategic importance. (**** critical, *** very important)
(i) Establish network of contact persons and information providers in Directorates,
language departments and horizontal units and improve structure of information flow
from them to DGT.02. ****
2006
(ii) Take forward the DGTnet overhaul in accordance with approved work plan. ****
2006-2007.

In addition to these tools, the existence of information exchange within DGT applications (e.g. ELISE/Note)
should be acknowledged as a supplementary means of communication.

An increased use of 'management by walking' or further development of DGT's induction seminars could
also enhance communication in DGT. These, however, are not primarily communication tools but part of
general management and training, respectively.
7

(iii) Set aside a dedicated and visible space on DGTnet for information from senior
management. ***
2006.
(iv) Identify areas where specific information can help newcomers to be fully operational
in a shorter period. ***
2006
(v) Regularly pursue teambuilding events launched by the director-general, directors
and middle managers, especially following a reorganisation. ***
2006
(vi) Take account of communication objectives in the annual training strategy. ***
2007

4.

EXTERNAL COMMUNICATION
4.1.

General objectives
The following general objectives have been set for DGTs external
communication:
(1)

to increase awareness of multilingualism and to create an interest in

translation and the DGT in general;

(2)

to build knowledge among the target groups as regards the role and use of
languages in the EU, DGTs role and work and the constraints under
which it must operate in the context of multilingualism;

(3)

to create dialogue between DGT and the different target groups;

(4)

to build confidence in DGT among the target groups;

(5)

to enhance the image of DGT among the target groups; and

(6)

to enhance collaboration with selected target groups.

DGTs external communication targets can be achieved via an efficient use and
further development of the existing communication tools, by seeking new ways
of communicating, and by ensuring that sufficient budgetary and personnel
resources are made available. Furthermore, implementation should be carried out
by adhering to the three principles laid down in the Action Plan and to the core
values underlying DGT communication.
4.2.

Key target groups

External communication at DGT addresses two categories of target audience: its
in-house partners and the other EU institutions; and the outside world.
4.2.1. In-house partners and other EU institutions
Within the EU institutional system DGTs communication targets are:
DGTs customer DGs and Services in the Commission;
DG COMM and the Spokesman;
the other EU institutions.
8

4.2.2. Outside world

The main target groups for DGTs communication work towards the
outside world are:
the general public;
the media;
other opinion formers such as representatives of national authorities and
civil servants,
universities which train potential future translators and conduct
research into translation;
companies developing translation tools and technology which DGT
might use;
the Member States own national translation services, to ensure
consistency in terminology;
external translators (including not only our contractors but also
freelance translators and translation companies, universities and
professional associations), to provide information on (potential)
collaboration, tenders, contract conditions, EU-specific matters, etc.
4.3.

Link with the Annual Management Plan 2006

DGTs Annual Management Plan for 2006 sets two main objectives for external
communication:
to increase the general publics awareness of multilingualism, the work of
DGT, and the use of languages in the EU by enhancing contacts with the
media and key target groups;
to develop and expand DGT's web translation capacity in support of the
Commission's Action Plan for external communication.
The measures specified in the AMP for achieving the first objective include the
following:
active participation in the European Day of Languages on 26 September of
each year;
revision and reprinting of the relevant booklets on the languages in the EU and
on translation, and production of posters and printed promotion material;
co-organisation with the Commission Representations in each new Member
State of a high-level seminar on multilingualism targeted at the national media
(5 seminars in 2006, 5 in 2007);
organise annual press lunch meetings on multilingualism in Brussels;
organise a translation contest in the Member States for pupils in secondary
schools.
The following two means, to be implemented by an operational unit set up for
this purpose, are proposed for attaining the second objective:
creating a test environment for the translation of EUROPA websites whereby
the translations can be done via an automated workflow system and with
appropriate measuring of output;
9

 defining a new workflow for the translation of web pages, drawing

conclusions from the above mentioned test phase.
The effectiveness of DGT's external communication can be measured by output
measures and impact measures. Output measures include the nature and
frequency of inquiries and questions on multilingualism and translation
responded to by DGT, and the efficiency of the translation of customer DGs web
pages in DGT. The impact indicators include the level of media coverage on
multilingualism and translation in the Member States, and the level of
satisfaction among the customer DGs with web translation in DGT.
Finally, a risk assessment of the main factors governing external communication
will be carried out annually.
4.4.

Tools available
The principal tools available for the implementation of DGTs external
communication strategy include:
personal contacts: briefings; interviews; speeches and presentations; visits;
informal contacts;
the Commissions intranet (IntraComm);
the Internet (EUROPA);
paper publications and multimedia products;
press material: press releases, memos, articles and features;
press conferences and technical briefings;
events: open-house days; thematic days such the European Day of Languages
(26/9) and Europe Day (9/5);
seminars, conferences, and exhibitions;
networking with universities, national authorities and private-sector
companies;
hosting of trainees from the Member States and participation in interinstitutional exchanges of staff;
DGT Field Offices, in order to support communication activities and localise
key messages.

4.5.

Current practices and suggestions for improvement

Annex 3 gives an overview and brief assessment of the types of communication
which take place, the media used and the practices currently followed by DGT in
relations with its in-house partners and the other EU institutions, with
suggestions for improvement. Annex 4 gives the same information as regards
communication with the outside world, also with suggestions for improvement.
In both annexes those responsible for action are identified.
The key actions for improvement, together with the proposed year of
implementation, are given in Annexes 3 and 4 and listed below for reference,
10

with a weighting for strategic importance. (**** critical, *** very

important)
(i) Strengthen the contribution of the Field Offices to localisation of the EUs messages,
for example by including communication aspects in the annual meetings of the FOs.
****
2006-2008
(ii) Establish a more systematic flow of background and one-off information to the
Spokesman, including statistics. ***
2006
(iii) Produce and regularly update a press pack of fact sheets and frequently asked
questions to be given to journalists. ***
2006
(iv) Organise Meet the Commission seminars for media & opinion formers in new
Member States. ***
2006-2007
(v) Translate the DGT booklets into more languages. ***
2006-2007
(vi) Produce a multimedia product presenting DGT. ***
2007
(vii) Assess the viability of a dedicated medium with information and news for freelance
translators. ***
2007

5.

RESOURCES FOR IMPLEMENTATION

The human resources for the implementation of this Communication strategy come on
the one hand from DGTs communication unit, which is chef de file' for communication
in DGT, and from the Directorates, LDs and horizontal units on the other. For internal
communication, the directorates, LDs and horizontal units should continue to make
available their own webmasters or information providers for the respective intranet
pages of these entities. In addition, as proposed in this strategy document, a network of
dedicated communication contact points should be established in DGT. The number of
people in this network will be decided in collaboration with the respective directorates
within DGTs new organisation.
The table below depicts the human resources available for the proposed communication
actions in the Communication and Informatics units. The support needed from other
horizontal units5 within their existing resources is also indicated in the brackets.
The only area where the deployed' resources are not yet fully available is the
maintenance of DGTs external web sites. This situation will improve with the
completion of the web pilot project in the autumn of 2006.

In addition to the units mentioned in the table, the role of unit S.2 in communicating with external
translators should be acknowledged.
11

TYPE OF ACTION

RESOURES NEEDED

UNIT/LD/DIRECTORATE

Communication with the outside world Total: 7.5 FTE

Relations with media

1.5 FTE (available)

DGT.02

Relations with universities

1.5 FTE (available)

DGT.02 (+R.04)

Managing public web sites

2.0 FTE (partly available)*

DGT.02

Publications (external)

0.7 FTE (available)

DGT.02

Visits, speeches given, etc.

0.5 FTE

DGT.02 (+LDs)

Answering queries

0.4 FTE (available)

DGT.02 (+DGT.03)

Organizing events

0.3 FTE (available)

DGT.02 (+LDs)

(available)

Support for DGT staff (speeches etc.) 0.5 FTE (available)

DGT.02

Communication contacts with FOs

DGT.02 + D1

0.1 FTE (available)

Communication with in-house partners + other EU-institutions Total: 0.5 FTE

Contacts with the SP and DG COMM 0.2 FTE (available)

DGT.02

Contacts with other DGs

0.1 FTE (available)

DGT.02

ECN, ICN and EUROPA coordination 0.2 FTE (available)

DGT.02

Internal Communication

Total: 6.0 FTE

Intranet

4.5 FTE (available)

DGT.02 + R3

Publications (internal)

1.1 FTE (available)

DGT.02

Coordination of info correspondents

0.2 FTE (available)

DGT.02

Communication training

0.2 FTE (available)

DGT.02 (+R4)

Publication resources are a major constraint. Efforts are being made to obtain a budget or
an earmarking. An estimate of the budget needed for publicationrelated action is
125000 per year.
The missions budget for external communication operations appears adequate in 2006,
and this situation should be ensured for future years too. However, special attention in
budget allocation must be given to the needs of the reinforced Field Offices.
6.

CONCLUSIONS
There has been no written communication strategy for DGT before. Building on the
mission statement of DGT, on the core values set for its communication and on the
12

Commission Action Plan for Communication, this document sets out the strategic
objectives and means to achieve these objectives in internal and external communication.
This strategy is proposed for a three-year time span and includes proposals for concrete
actions, together with timetables for implementation.
The implementation of the communication strategy needs to be seen as a shared
responsibility. In communication with the outside world, the main players include the
Director-General, the Spokesman, the Communication unit and the Field Offices. In the
field of inter-service communication, DGT.02 uses its means of communication to
support the main players liaising with clients, particularly unit S1. In the area of internal
communication, the notion of shared responsibility is the core point of departure. This is
depicted in annexes 2 and 3, which match up actors in different DGT units to proposed
actions.
As can be seen from Annex 1, a wide array of communication channels exists in DGT.
The challenge, as presented in this strategy, is to strengthen their use, match them up
appropriately and transparently to both users and purposes, and integrate them better into
an effective and coherent strategy.
In general terms, management at all levels, together with the Communication unit and
staff itself, should strive for more open and efficient two-way communication in DGT.
The creation of a real culture of communication in DGT, internally and externally, is the
desired end result of the strategy proposed in this paper.
--------------------

13

Annex 1
TWO-WAY COMMUNICATION IN DGT
TOP MANAGEMENT (DG)

Directors
(meetings)

Direct
e-mail messages

Staff meetings,
Q/A sessions

Induction /
Information
Seminars

C-Network

DPT

Middle
Management
(HoD, HoU)

Departments & Unit

meetings

Individual contacts
(formal, internal)

Information
correspondents in
Language Dpts /
Horizontal Units

Regular meetings

DGT.02
Communication
&
Information Unit

Questionnaires,
Opinion surveys

DGTNet

Direct contacts
(Heure du
Bourgmestre)

Info kits

DGTInfo +
weekly
letter

STAFF

Evaluation of current communication practices in DGT and suggestions for improvement

Annexes 2, 3 and 4:
N.B. The use of between 1 and 4 stars in column 4 (Suggestions for improvement) indicates the level of strategic importance of actions,
as follows: ****=critical, ***=very important, **=important, *=useful.
Annex 2: Internal communication
COMMUNICATION TYPE
AND MEDIUM

1.

COMMUNICATION EN
CASCADE

Communication en cascade, i.e.

regular top-down communication,
depends
in
DGT
on
a
chronologically
programmed
series of meetings linking 4
hierarchical levels.

All four levels produce minutes of

their meetings. The minutes
and separately listed conclusions
and decisions from Level 1 are
usually available by the end of the
week in which the meeting was
held. Those from the other three
levels usually take over a week to
produce and post.

CURRENT PRACTICES
Level
1
(Director-General)
One top-level meeting per week, usually
Monday, comprising the director-general,
6 directors and 3 directly-reporting
(horizontal) unit heads. A flash report is
published after each Directors meeting.
Cascade-type information also passes
via other channels such as e-mail.
Level 2 (all Directorates) Following the
level-1 meeting, each director holds
weekly information-relay meeting with
his/her middle management (department
heads in directorates A and B, unit heads
in
directorates
C
and
D
).
Level 3 (Translation Directorates)
Following the level-2 meeting, the
department heads hold a weekly
information-relay meeting with their linemanagers
(i.e.
unit
heads)
Level 4 (All units) Periodically within
the above cycle of meetings, line
managers hold unit meetings
sometimes weekly but in theory never
less than monthly to relay information
from levels 1, 2 and 3.

STRENGTHS AND
WEAKNESSES
S: Regularity and predictability
W: Information may arrive too late:
the cascade sequence down to level
3 takes a week in the best of
circumstances, but may take longer.

SUGGESTIONS FOR IMPROVEMENT

WHO?

(i) Set aside a dedicated and visible space on

DGTnet for information from senior
management. 2006. (***)

(i) DGT.02

(ii) Encourage chairpersons of meetings at

levels 2, 3 and 4 to devote sufficient meeting
time to level-1 reporting. (**)

(ii) All directors and

unit heads

Information may be incomplete:

relaying level-1 information is not
the only function of meetings at
levels 2, 3 and 4, which may
therefore skip things in order to gain
time.
Information may be distorted
(Chinese-whisper effect)
Level-1 info may never reach level
4 (or only very late), since it
probably relies on written minutes
actually being read.
Places additional burden on unit
heads, who may have to reinterpret
messages not written with end-users
in mind.

2.

INTRANET

DGs intranet (DGTnet) is a main

internal communication tool.

- Publish information and news on the

DGTs activities and on other activities
in
the
areas
of
translation,
multilingualism and related subjects;
- Publish administrative and practical
information of specific relevance to
DGT;
- Provide a platform for sharing
information and documentation among
colleagues.

S: The home page is interactive and

updated daily (announcements,
news items, newsstand, etc.);

(i) Take forward the DGTnet overhaul in

accordance with approved work plan. 20062007. (****)

(i) DGT.02 + R3

Reasonably
navigation;

button-based

(ii) Review the number of web managers and

unit-based websites. (**)

(iii) DGT.02 + R3

Common template with scripts and

style sheets;

(iii) Ensure appropriate training and assistance

for all entities actively involved in intranet
work. (**)

(iv) R3 + R4

(iv) Increase the level of detail in the

Information Providers Guide. (*)

(v)DGT.02

(v) Revive use of Newsgroups and/or create

new and relevant forums. (*)

(vi) DGT.02 + R3

(vi) Establish network of contact persons and

information providers in Directorates,
language departments and horizontal units and
improve structure of information flow from
them to DGT.02. 2006. (****)

(vii) DGT.02 +
Directorates +
horizontal units

simple

Existence of an Information
Providers Guide (even if hard to
locate and improvable!).
W: Lacks freshness and userfriendliness (quite rigid and
impersonal).
Two authorities involved in intranetmanagement
(DGT-02
and
DGT/R.03),
with
insufficient
coordination between them.
Absence of web managers network
(too many web managers left
without guidance).
Widely differing expertise-levels
among DGTnets Web managers
(ranging from expert to elementary).
Absence of information-providers
network.
Information Providers Guide (IPG)
is too elementary.
No quality control of websites.
Communication en cascade does not
always work smoothly, so that

published news is often not news

any more.

3.

DGTInfo, the DGTs newsletter, usually

appears monthly.

PUBLICATIONS

DGT INFO

S: DGTinfo is a distinct and

powerful communication tool, of the
magazine type; articles are in-depth,
full-dress and informal. It is a
good
medium
for
meeting
colleagues in a more personalised
way (mainly via interviews). It is
visually quite rich and attractive, but
there is room for improvement.

(i) Persuade top and middle management to

use DGT Info for more informal
communication purposes. (*)
(ii) Get Field Offices to contribute material
more frequently. (**)

(i) Senior and middle

management
(ii) D1 + Heads of
Field
Offices
+
DGT.02 (iii) DGT.02
+ R3

(iii) Carry out reader survey. (**)

W: DGTinfo is written mainly by

DGT-02: other possible information
providers are passive. Information
usually reaches DGT-02 slowly.
Periodicity can vary. There is no
real provision for reader-feedback
and it is not sufficiently used for
exchange
of
experiences/ideas
outside professional life.
LANGUAGE

DEPARTMENT

NEWSLETTERS

These appear at irregular intervals.

DGTnet 'Newstand' currently lists eight
such publications.

S: These publications reflect grassroots opinions and issues and, like

DGTinfo, have the potential to link
DGT to a wider (possibly external)
language debate.
W: Hard to find contributors.

4.

WELCOME SEMINARS

DGTs Training unit organises Induction

Seminars in principle twice a year and
distributes a Welcome Pack.

S: Face-to-face (personal) medium

for introduction and presentation
purposes.

(i) Continue to further develop the Welcome

Pack. (**)

(i) R1, R4 + DGT.02

W: Seminars cannot be organised

immediately upon arrival.

5.

ELECTRONIC MAIL

A lot of information is conveyed through

e-mailing.

S:
immediate transmission
directness (targets only those
concerned)
scope for conveying messages in
short and simple manner

(i) Restrict to everybody mail shots to

genuine emergencies and/or top-importance
occasions: use DGTnet instead, wherever
possible. (**)

(i) Senior
management to give
the lead

(i) Increase scope for dialogue and feedback

by extending Heure du Bourgmestre hours
to other members of top management (*)

(i) Director-General
+ Directors

(ii) Identify areas such as IT where specific

information can help newcomers to be fully
operational in a shorter period. 2006 (***)

(ii)Designated
mentors + unit heads

(iii) Share experiences between mentors (*)

(iii) Designated
mentors

(v) Encourage more frequent informal events

(*)

(iv) All staff

W: Rapidly ceases to be effective

when not carefully used
Mass of electronic messages
exceeds our information-intake
capacity
Mass-distribution messages are
often ignored because recipient does
not feel personally addressed

6.

INFORMAL CONTACTS

Not essential for the carrying out

of operational tasks but essential
for a more smoothly and
efficiently run service &
motivation.

Director-Generals
Bourgmestre

Heure

du

S: Allows a direct dialogue between

the Director-General and staff, thus
ensuring bottom-up feedback
W: Restricted time for each bilateral
contact, large size of the DG limits
the number of possible contacts with
members of staff

Mentoring of new colleagues

Informal social events

S: Easier sharing of information and

knowledge among colleagues, better
and
quicker
integration
of
newcomers

S: Creates ties between colleagues,

improves informal communication
channels. Motivates staff

W: Infrequent.
C-Networking

S: Benchmarking or identification
of best practices

(vi) Further strengthen (*)

(vi) AST/C grades

(vii) Regularly pursue teambuilding events

launched by the director-general, directors and
middle managers, especially following a
reorganisation. 2006-2008 (***)

(vii) All management

(organisation) + all
staff
(participation
and involvement)

Make maximum use of Commission-wide

courses organised by ADMIN. (***)

R4 + DGT.02

Ensure that better use is made of manuals,

guides, etc., e.g. DGTs Procedures Guide
(**)

DGT.02

W: Limited coverage.
Teambuilding/Away days

S: Helps identify problems and

solutions.
Clarifies
roles,
responsibilities

tasks

and

W: Difficulty of linking staff from

the two sites
Difficulty
facilitator
7.

TRAINING FOR

Voluntary, ad hoc.

of finding the right

S: Improves staff skills.

COMMUNICATION

W:
Unclear
link
between
communication
objectives
and
training objectives.

Take account of communication objectives in

the annual training strategy. 2007 (***)

R4 + DGT.02

Annex 3: Communication with in-house partners and other EU institutions

COMMUNICATION TYPE
AND MEDIUM
1.

2.

CURRENT PRACTICES

STRENGTHS & WEAKNESSES

SUGGESTIONS FOR IMPROVEMENT

COMMUNICATION WITH DG
COMM, SPOKESMAN

DGT.02
supplies
COMM
and
Spokesman with information about DGT,
translation and EU's language policy for
passing on to media or Cabinet

S: Good relations with Spokesman

and Cabinet, channels effective and
rapid. Good cooperation on press
releases. Response time satisfactory,
judging from SP's comments.

(i) Establish a more systematic flow of

background and one-off information to the
Spokesman, including statistics. 2006 (***)

(i) DGT.02 +
Spokesman

COMMUNICATION

DGT.02
informs customer DGs of
DGTs services via the IntraComm and
Language Aids websites, and offers them
drafting aids on the Language Aids
website.

S: Customer DGs are aware that

DGT offers more services than just
translation.

(i) Maintain and expand the Language Aids

pages on EUROPA. (**)

(i) DGT.02 +
language departments

(ii) Follow-up the DGT products campaign.

(*)

ii) DGT.02 + S1

(iii) Include a dynamic news page on

IntraComm such as DGT maintains on
DGTnet. In particular the planning and IT
units should be encouraged and supported to
use IntraComm for transparent and open
communication with requesters. (**)

(iii) DGT.02 to
support and advise on
the use of IntraComm
for communication
with requesters, and
to upload their
material.

(iv) Revive and set up regular meetings with

the translation correspondent network. (**)

(iv) DGT.02 + S1
(R4 + S3)

(v) Establish a visit programme for the client

DGs staff to become more familiar with DGT
and its procedures. 2007 (**)

(v) DGT.02

WITH

CUSTOMER DGS

A flyer on DGTs translation products

was printed and distributed in January
2006.
DGT.02 maintains an IntraComm
website for customer DGs.: conception,
technical design, information gathering,
writing, editing, updating, maintenance.
DGT.02 is represented on the ICN
Committee which besides internal
communication in the Commission
deals with all aspects of IntraComm use
and publication (pendant to the EUROPA
Forum).

3.

INTER-INSTITUTIONAL
COOPERATION

The ICN is a useful information

exchange forum where new
approaches, techniques and
strategies for internal Commission
communication are discussed. It
offers the possibility to meet and
discuss with colleagues in other
DGs having the same roles and
tasks.

Cooperation with the other

multilingualism DGs has become
much closer.

WHO?

(vi) DGT.02 +
language depts.

Secondment of translators to customer

DGs.

S:
Helps
networking
and
communication with customer DGs

(vi) Extend the secondment scheme to more

language departments (***)

DGT.02 maintains the CITI web pages

on DGTs IntraComm website because

S: In-house colleagues are made

(i) Set up an information network with the

communication units/officials of the other EU

(i) DGT.02

IntraComm is the only Intranet which is

open to all institutions.

aware of CITIs work.

translation services. 2006 (**)

W. Because of time constraints, the

Languages Portal, which should be
interinstitutional, was set up using
input only from editors in the
Commission. Little or no direct
communication with information
units of other institutions.

(ii) Consult and involve the language services

of the other institutions in contributing
actively to the Language Portal. (**)

(ii) DGT.02 + D2 +
Language portal
editors

Annex 4: Communication with the outside world

COMMUNICATION
TYPE AND MEDIUM
1.

RELATIONS WITH
MEDIA

CURRENT PRACTICES

STRENGTHS & WEAKNESSES

SUGGESTIONS FOR
IMPROVEMENT

DGT.02 answers media queries

directly or refers journalists to
Director-Generals Office, and
provides fact sheets on various
subjects. At medias request, we
arrange filming, photographing or
interviewing opportunities with
our translation staff.

S: On technical questions DGT.02 can give

information at once without reference
upwards.

(i) Decide on lines to take on particular

issues and authorise DGT.02 to act on
them. 2006 (**)

(i) Senior management.

W: (a) Having to refer any question with a

political implication upwards can cost
valuable time and leave DGTs view
unrepresented in articles published before
DGT responds.

(ii) DGT.02 should be informed of all

media interviews to be given by any staff.
(**)

(ii) All staff giving

interviews

(iii) Produce press pack of fact sheets to

be given to journalists and published on
the Europa Translation website. 2006
(***)

(iii) DGT.02

(b) DGT.02 is not always notified of

interviews given by staff, so cannot be
prepared for any follow-on queries.
(c) Considering medias short deadlines,
finding volunteers for filming, photographing
and interviews of the staff can be timeconsuming.

(iv) Annual press lunch for Brussels

correspondents. 2006-2008 (**)
(v) Organise Meet the Commission
seminars for media & opinion formers in
new Member States. 2006-2007 (***)

2.

RELATIONS WITH
UNIVERSITIES

(i) DGT.02 answers queries from

universities concerning DGT
cooperation on a European
Masters in Translation and

WHO?

(iv) DGT.02

(v) DGT.02, Field Offices

+ D1

(vi) Inform media about important events

in DGT (**)

(vi) DGT.02, D1, Field

Offices + Spokesman.

(i) Further promote and increase

knowledge of the EMT curriculum among
universities in the Member States and
acceding countries; and advise them on

(i) DGT.02

how to establish it. (**)

provides a curriculum model;

(ii) DGT.02
(ii) Host conference about Master's in
Translation for universities in autumn
2006. (**)
3.

PUBLIC WEBSITES:
- EUROPA
TRANSLATION
- EUROPA LANGUAGE
AIDS
- LANGUAGE PORTAL

DGT.02 maintains two websites

for the public: conception,
technical design, information
gathering, writing, editing,
updating, maintenance.
Plus, as lead service, a portal on
Languages and Europe which
involves the coordination and
administration of the Editorial
Committee.

(i) Notify DGT.02 of changes in DGT

policy or practice of interest to readers
outside DGT. (**)

(i) All units providing

information to the websites
in DGT.

(ii) Make DGT on Europa more dynamic,

i.e. ensure regular content updates. (**)

(ii) DGT.02

(iii) Consider regular evaluation of website

hit statistics (2/year). 2006 (*)

(iii) DGT.02 + S4

Cooperation with information providers is

generally good.

(iv) Conduct online surveys to assess

DGTs work in the communication or
translation sector. (**)

(iv) DGT.02 + S4

W: (a) Some info providers inside and

outside DGT do not keep us informed of
developments in their area.

(v) Consider overhauling the Translation

theme site on EUROPA. (**)

(v) DGT.02 + information

providers

(b) There has not been enough staff to run the

websites adequately.

(vi) Cooperate more closely with ADMIN,

DIGIT and other DGs to achieve a more
coherent approach towards the intranet and
web applications.

S: Websites are very rapid outlet for

authoritative information about DGT,
translation and language policy. Reduces
pressure of queries from media and public.
Especially effective channel for information
about jobs. Main information channel for
freelance translators.
Positive feedback about usefulness of the
language and drafting aids offered.

(c) DGT still has no common look & feel for

its web applications on IntraComm (Poetry,
DGTVista, etc.)

[Note: The additions in columns 3 and 4

take account of paragraph 8 of Directorate
Cs comments]

(d) DGTs public websites differ greatly from

those of other DGs.
(e) The Translation theme site urgently needs
a radical overhaul.
(f) Owing to lack of resources, only stable
information is currently published on DGT on
EUROPA.

10

(g) There is no technical webmaster for the

Languages Portal. Currently the webmaster
tasks are shared by the developer team, the
official responsible for editorial content and
the webmaster of the other three external
websites. Proper maintenance of the EU
Languages Portal is not possible.
4.

PUBLICATIONS

DGT.02 maintains two DGT

booklets for the public online and
prints them out on demand.

S: Keeping the booklets online instead of on

paper means they can be updated whenever
necessary.
W: (a) The booklets are in only 3 languages.
(b) DGT.02 has no publications budget to
improve design and content and expand into
other areas.

5.

VISITING GROUPS,
PRESENTATIONS

DGT.02 receives visiting groups

of students, representatives of
national
administrations
or
private industry (Translation
Forum), and others , mostly in
Brussels. Presentations are given
in the DGT or in other DGs on
demand, calling on colleagues in
other units as necessary.

S: Because of our rules for visits, the burden

is manageable. Visitors generally appreciate
the range and quality of information given.

DGT staff give speeches and

presentations
to
external
audiences, with support from
DGT.02 and DGT.03.

(b) Speakers can sometimes be hard to find

for particular subjects or languages.

(i) Translate the booklets into more

languages. 2006-2007 (***)

(i) DGT.02

(ii) Rewrite and redesign a general booklet

on the language professions and
multilingualism. 2007 (**)

(ii) DGT.02

(iii) Produce a multimedia

presenting DGT. 2007 (***)

(iii) DGT.02

product

(iv) Produce posters. (**)

(iv) DGT.02

(v) Produce promotional items. (*)

(v) DGT.02

(vi) Assess the viability of a dedicated

medium with information and news for
freelance translators. 2007 (***)

(vi) DGT.02 and S2 with

the help of other units, if
necessary.

(i) Give a cut-off date for changes to

specifications of visits. (**)

(i) DGT.02

(ii) Expand the pool of speakers. (**)

(ii) DGT.02 to organise,

relevant units of DGT to
provide speakers.

(iii) Promote visits to DGT. (**)

(iii) DGT.02 + + D1 +
Field Offices (+ DG EACs
Visitor Programme).

W: (a) Requesters, especially those within

DGT, sometimes change dates, group
numbers, subjects at short notice.

11

6.

ANSWERING QUERIES
VIA WEBMASTER
MAILBOX

7.

ORGANISING EVENTS

DGT.02 deals with queries from

public, media and researchers in
the Webmaster box from the
EUROPA sites, answering them
directly or passing the questions
to the relevant units / officials for
reply.

S: DGT.02 clears the box every day and gets

answers to correspondents within the
deadlines. The questions can be a useful
source of ideas for our website and
publication content.

DGT.02 occasionally organises

DGT stands or other operations
for Open Days, European Day of
Languages, conferences etc.

S: So far, DGT.02 has successfully provided

the DGT presence for various events. Allows
direct dialogue with the public, enhancing
better knowledge and image of DGT.

Make
agreements
with
dedicated
translators (e.g. Hotline, D2) to help
DGT.02 deal with languages it cannot
cover. Prepare standard replies to common
questions. (*)

DGT.02 + translating units

(i) Draft simple A4 leaflets on specific

themes (e.g. recruitment, freelance) and
update these when necessary. 2006 (**)

(i) DGT.02 with help from

R1

(i) Publicise this service to our DGT

colleagues with the proviso that we need
advance notice to produce information
aids, (**)

(i) DGT.02

W: DGT.02 does not have speakers of certain

languages to read mails or draft answers.

W: Difficult to attract public interest in DGT.

With no publications budget we have nothing
to hand out to the public on our stands except
booklets printed to order, and on-line viewing
of our websites.
8.

SUPPORT FOR DGT

STAFF

DGT.02 helps DGT staff giving

talks, writing articles, going on
mission etc. with publications,
fact sheets & other information. It
helps and supports DGT staff in
all aspects of web publication.

S: Most of the information needed is online

already.
W: (a) Some paper publications have to be
printed to order so must be requested in
advance. Staff sometimes do not give enough
notice.
(b) Difficulties in producing up-to-date
material (graphs, diagrams) for PPT
presentations.

9.

PARTICIPATION IN
EUROPA BODIES

DGT.02 represents the DGT on

EUROPA Forum, Editorial
Committee and Steering

S: DGTs point of view, e.g. on language

policy for websites, is heard. We stay
informed about developments in technology
and services. The EUROPA Forum members

OR,
if DGT gets a publications budget, produce
and stock such material in advance. (**)
(ii) Train a colleague in the advanced
functionalities of PowerPoint, or make cooperation arrangements with S.04 on
provision of PowerPoint material as
needed. (*)

(ii) DGT.02 and the DGT

Statistics Function of S4.

Press for more frequent meetings of the

EUROPA
Editorial
and
Steering
Committees. Clarify who in the DGT is
responsible for representing it on these two

DGT.02

12

Committee.

maintain collegial relations and support each

other in specific working situations.

Committees. (**)

W: The weakness is with the EUROPA

organisers, who do not convene the Editorial
and Steering Committees often enough.
10. CONTACTS WITH
EXTERNAL
CONTRACTORS

FIELD OFFICES

&

Specific web pages have been

dedicated for external contractors
on the Europa Translation
website. Information on Language
Aids pages is also aimed at
external translators.
Seminars/conferences with
external contractors

S: External Translation Unit and DGT

external contractors appreciate having on-line
information.
W: (a) The Language Aids pages on
EUROPA are in need of updating and
expansion.
(b) Regular updating of the specific web
pages should be organised between units S.02
and DGT.02..

(i) Maintain and expand the Europa

Language Aids pages. (*)

(i) DGT.02, after obtaining

extra web resources.

(ii) Strengthen the contribution of Field

Offices to localisation of the EUs
messages, e.g. by including
communication aspects in the annual
meetings of the FOs. 2006-2008 (****)

(ii) DGT.02 + D1

(iii) Consider whether contacts between

translation departments and external
contractors would add efficiency to
freelance translation process (**)

(iii) Language Departments

+ S2

13