2022
HUMAN RESOURCES REPORTEuropean External Action Service

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European External Action Service

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CONTENTS
CONTENTS5FOREWORD6
ORGANISATION AND STRUCTURE 

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Eeas’ organisational structure 
Network of EU delegations 
Cooperation and synergies
TALENT MANAGEMENT 
Officials and temporary agents Trainees in delegations 
Active seniors
Exchange programmes
Developing and retaining talent
Learning and development
WORKING ENVIRONMENT & EQUAL OPPORTUNITIESAbout this report
This is the annual Human Resources Report of
the European External Action Service (EEAS) for
the year 2022. This report provides an overview
of the main administrative and policy developments as regards human resources as well as
detailed statistics on the EEAS population.
To access previous reports you can visit the
EEAS website or the EEAS report 2021 can befound here.
July 2023

Gender, diversity and inclusion
Geographical and gender balance
Anti-harassment policy 
Ethics 
Work-life balance 
EEAS POPULATION
Overview
EEAS staff by category Distribution of staff by gender Distribution of staff by nationality
Management staff Distribution of staff by ageEuropean External Action Service

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ANNEXES56
Organisation chart- RM.BHR.1
List of EU Delegations 

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ORGANISATION AND STRUCTURE DEVELOPMENTFOREWORD
2022 was marked by the end of the COVID-19
pandemic and the progressive return to theoffice, as well as the evolving geopolitical context due to Russia’s war of aggression against
Ukraine and crises in other regions of the world.
All of these impacted the way we manage andallocate our resources.
To respond to this, the European External Action Service (EEAS) adapted its administrative
policies, processes, procedures and working
spaces with the goal to further define the “newnormal”. It also redesigned its organisational
structure in response to increasing responsibilities and changing political priorities. It consolidated its crisis response capacity and reshaped
the Directorate-General for Resource Management. These reorganisations aimed at making
the EEAS more agile and efficient by clearly
defining responsibilities, improving communication and reporting lines and coordination
with the EU institutions. Additionally, the EU
Network of Delegations and Offices reached
145 with the opening of the Delegation in Doha,
Qatar in September 2022.
By the end of the year, 5,188 people were
working in the EEAS, employed either directlyby the EEAS or through external contractors.
22% of EEAS staff was composed of Temporary Agents or Seconded National Experts fromEU Member State administrations. 3,316 staff
members from the European Commission also
contributed to the work of the EU Delegations.
We continued our close cooperation withMember States on administrative mattersthrough the Human Resources Network.
We delivered on several one of the priorities of the Secretary-General and in line with
the EEAS Mission Statement adopted in 2022.
We increased our efforts to achieve our com-

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mitments in the area of gender balance. At
the end of 2022, 44.4% of Middle Managers in
EEAS Headquarters and 40% of Heads of Delegations appointed during the 2022 rotation
were also female. We kick started work on the
new Agenda for Diversity and draft action plan
(2023 – 2025) on staff related matters concerning diversity and inclusion. On top of this,the European Diplomatic Academy pilot project
was launched in September 2022.
Looking ahead to 2023 and beyond, the EEAS
faces an increasingly difficult budgetary situation due to inflation and the weakened exchange rate of the Euro, combined with lackof additional budget resources. The EEAS will
have to focus on meeting its legal obligations,delivering on its core responsibilities and where
it will have the most impact.
This report contains a wealth of informationand statistics on the EEAS staff population andresource management.

ORGANISATION AND
STRUCTURE

The EEAS remains transparent and open about the way we design and implement our Human Resource policy.

I would like to express my gratitude to all colleagues who made 2022 a successful year.
Gianmarco Di Vita
Director–General for Resource Management

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EEAS HUMAN RESOURCES REPORT 2022

ORGANISATION AND STRUCTURE DEVELOPMENT

EEAS’ ORGANISATIONAL STRUCTURE
In 2022, the EEAS implemented a number oforganisational changes in order to respond to
the recent political developments as well as toimprove the efficiency of its entities. In orderto ensure budget and post neutrality, thesechanges were implemented by streamlining
existing resources.
Russia’s war of aggression against Ukraine,
the crises in Afghanistan and Ethiopia and elsewhere, enhanced the need for a permanent crisis response mechanism within the EEAS. To
address this, the EEAS created in May 2022 a
permanent Crisis Response Centre (CRC) Directorate reporting directly to the Secretary-General. Its mission is to identify upcoming crisis,
provide an immediate response and coordinate
the EEAS diplomatic and security capabilities insupport of EU Delegations and Member States,when facing man-made crises or other complex security threats to EU citizens and EEAS
staff abroad.
The situation in the Europe and Central Asia
region highlighted the need for a more distinct
structure within the responsible Managing Directorate, MD EURCA. As a result, two Divisions
were created in June 2022, one for Ukraine andone for South Caucasus, Moldova and Belarus.
With the aim to improve the efficiency and internal communication of the Civilian Planningand Conduct Capability (CPCC), a Managing Directorate was created in September 2022. The
new structure of the CPCC will enhance its ability to support the diverse needs of the civilian
missions operating in increasingly complex settings, and following the adoption of the Strategic Compass in March 2022.
Finally, the EEAS reorganised its Directorate-General for Resource Management inNovember 2022, with the aim of establishinga leaner structure. This was achieved by clarifying the responsibilities within its entities andby matching the general objectives of the EEAS
with appropriate policies and administrative
support. The reorganisation resulted in suppressing one Directorate (from 3 to 2) and reducing the overall number of Divisions (from 16
to 13) by grouping similar and related functions.
The new structure ensures better overall coordination between different entities, and swift
follow-up of administrative decisions, notably
in crisis situations in Delegations.

NETWORK OF EU DELEGATIONSAt the end of 2022, the EEAS managed a totalof 145 EU Delegations and Offices. The most recent Delegation to be opened was in Doha, Qatar in September 2022, following the signatureof the Establishment Agreement in February2022.
In September 2022, an office was opened in
San Francisco, formally attached to the EU Del-

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egation to the United States in Washington. It
is staffed by two AD posts from the European Commission, supported by two local agentsfrom the EEAS.
Several changes in the staffing and presencein EU Delegations took place in 2022. In the EU
Delegation to Afghanistan, eight EEAS local
agent posts were re-opened initially with one-year fixed term contracts, in agreement with
the EEAS Field Security Division.
Following the war in Ukraine and the deterioration of the security situation in Russia, the de-cision was taken in March 2022 that all non-essential staff and dependants of all expatriate
staff working in these Delegations should leave
the country.

COOPERATION AND SYNERGIESCooperation with Member States –Human Resources network
In 2022, the EEAS continued to cooperate
closely with the Ministries of Foreign Affairs(MFA) of EU Member States on Human Resource
related matters through the Human Resource(HR) Directors' Network. Through interactive
policy debates, the meetings of the Network
gave the EEAS the opportunity to present toMember States its latest HR projects and developments, and exchange best practices withMember States.
The HR Network held two meetings. The firstmeeting, in February 2022, was devoted to thelaunch of the pilot project for the establishment of a European Diplomatic Academy, including the preparation of the feasibility study
and the pilot academic programme. Member
States were also informed of a new call for expressions of interest for 56 Seconded National
Expert (SNE) positions at the EEAS Headquarters.
At the second meeting in September 2022, the
EEAS presented the 2021 HR Report to Member
States and briefed them on external recruitment procedures for Administrators for external relations and Heads of Administration for
Delegations. Other topics included the preliminary statistics of the 2023 rotation exercise andthe recently undertaken Workload Assessment
in Delegations. The EEAS also proposed to establish a network of Mediators and boost theemployment possibilities for spouses amongst
EU diplomats posted abroad. Finally, the EEAS
informed about the official launch of the WomEn DIplomats Network (“WEDIN EU”), which is a
network of networks of EU Member States and
EEAS women diplomats.

Cooperation with the European Commission– EUDEL Steering Committee
As part of the overall efforts to organise the
network of EU Delegations in such a way as
to effectively implement the priority tasks ofthe European Agenda, cooperation with theCommission on matters of Human Resources policy was of great importance during thereporting year. Throughout 2022, the EEAS
and the European Commission continued theirclose collaboration under the common goal of
ensuring equal support for all staff in Delegations, irrespectively of their institution of origin.
The cooperation between the two Institutions
continued through the Steering Committee on
EU Delegations (EUDEL), which maintained its
quarterly meetings in order to discuss mattersregarding the management of Delegations.
EUDEL meetings focused on the preparationand implementation of decisions in several areas of Human Resource Management.

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EEAS HUMAN RESOURCES REPORT 2022

Implementation of the “14 actions towards
Geopolitical Delegations”
Following the adoption of the “Matrix of 14 actions towards Geopolitical Delegations” by the
Senior EUDEL meeting at the end of 2021, the
EUDEL committee monitored the implementation of the agreed actions. The goal is to deliver on a transformative and ambitious European agenda and react to evolving geopoliticalchallenges and transform EU Delegations intomodern and flexible diplomatic missions withadequate human resources and other means.
The working methods and internal structuresneed to be adjusted to fit EU interests and objectives, using existing instruments in a comprehensive way.
Work-Load Assessment in Delegations (WLAD)
The most important deliverable of the “Matrixof 14 actions towards Geopolitical Delegations''
was the Workload Assessment in Delegations,which focused on the adequacy of resources’
allocation to geopolitical and policy priorities
in Delegations. The EEAS and European Commission services launched in February 2022 a
Workload Assessment in Delegations (WLAD)
in the context of a larger reflection linked tothe policy coherence between the external
and internal dimensions of EU policies, theirgeopolitical impact and the added value that
Delegations can bring in this respect; including
operational, administrative and financial effectiveness of Delegation functioning.
The WLAD was composed of a quantitative
and a qualitative analysis and focused on theadequacy of resource allocation to geopolitical and policy priorities and high value-added
Delegation tasks. Its aim was to recalibrate resources among geographical regions, assess
whether the right staff profiles exist in view

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ORGANISATION AND STRUCTURE DEVELOPMENTof changing priorities (climate change, digital,energy, migration, security, conflict resolution,etc.). Next to that, it looked into how Delegations
should act more as one and less along silos created by institutional structures in HQ, as well as
cooperation with Member States to deliver on
the European Agenda using the Team Europe
approach. In a context of zero-growth environment for human resources, the EU needs to focus its resources on areas where it has clear
priorities and can have the most impact.
Data collected allowed a thorough analysis
which was summarised in a report adopted by
the College of Commissioners in 2023.

IT Governance
Recognising that the interoperability of EEAS
and European Commission IT tools and solutions is of critical importance, the EUDEL Steering Committee maintained the issue of coordination on IT issues as a standing point in EUDEL
meetings. The main points covered under theIT framework were adequate technical andcommunication equipment, collaborative platforms, the roll-out of the Qualified Electronic
Signature (QES) in EU Delegations as well as
telework in Delegations.

axes as follows:
1. My Job - Proposed actions:• Target and update the Learning andDevelopment offers• Focus on Career Needs andOpportunities
2. My working environment - Proposed
actions:• Boost well-being actions and frame the
new ways of working• Strengthen our commitment to adignified workplace• Put Diversity and Inclusion in the centreof our work
• Strengthen access to our common IT

resources
3. Senior Management - Proposed actions:• Encourage more regular andbetter communication from Senior
Management
4. Communication and Collaboration Proposed actions:• Establish solid and directcommunication channels
The EEAS has launched a series of initiatives
to implement the Action Plan. A dedicated Intranet page allows staff to follow the progress
made.

Follow-Up to the Joint Staff Opinion Survey
At the end of 2022, the EUDEL Steering Committee adopted a joint action plan as a conclusion of the inter-institutional work and discussions about how to best address the main
findings of the Staff Opinion Survey: the focus
was on learning and development, career opportunities, work-life balance and well-being,
vision and feedback from management, corporate knowledge and culture.
The action plan was structured in four main

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EEAS HUMAN RESOURCES REPORT 2022

TALENT MANAGEMENTOFFICIALS AND TEMPORARY AGENTS

TALENT MANAGEMENT

12European External Action Service

Individual Publication of Posts

Delegations

Headquarters

In Delegations, the EEAS published internallyand externally 43 posts outside the rotation
exercise including four management posts, andreceived 298 applications.
Overall, 24% of the applicants for management posts were female, as well as 36% for
non-management AD posts, 40% for Head of
Administration and 87% for Assistant to Headof Delegation posts.
39% of applicants for individually publishedmanagement posts were from the EEAS (including temporary agents from Member
States), 37% were EU Member State diplomats
and 24% from the European Commission, theEuropean Parliament and other EU Institutions.
14% of applicants for individually publishednon-management AD posts were from the
EEAS (including temporary agents from Member States), 39% were Member State diplomats,
34% from the European Commission, the European Parliament and other EU Institutions, and
13% were EPSO laureates.
Regarding candidates for Head of Administration and Assistant to Head of Delegation posts,
respectively 48% and 42% of the applicants
were from the EEAS, and 39% and 58% fromother Institutions, 13% of applicants to Head of
Administration posts were EPSO laureates.
47% of candidates appointed across all above
listed staff categories were female.
As regards the origin of AD management andnon-management appointments, 47% werefrom the EEAS and 27% were EU Member State
diplomats, 20% from the European Commission, the European Parliament and other EU
Institutions, and 6% of them were EPSO laureates.

In EEAS Headquarters, 200 Establishment
Plan posts were published individually, outside
the mobility exercise: 14 management, 71 AD
non-management, 88 AST and 27 AST-SC. The
EEAS received 1,046 applications following the
publication of these posts, 119 for management
posts, 321 for non-management posts and 606
for AST/AST-SC posts.
Overall, the number of female applicants was
32% for management posts and 35% for AD
non-management posts.
26% of the applicants for the AD individually published posts originated from the EEAS
(including temporary agents from Member
States), 38% were Member State diplomats,
30% from the European Commission, the European Parliament and other EU Institutions, and
6% laureates of EPSO competitions.
Regarding the AST and AST-SC posts, 23% applicants were from the EEAS, 50% from otherinstitutions (European Commission and Parliament), 10% EPSO laureates and 17% fromoutside the Institutions (Executive and decentralised agencies, national public sector, private
sector).
43% of candidates appointed to AD management posts, 30% to AD non-management and
53% to AST/AST-SC were female.
42% of the candidates appointed to AD management and non-management posts camefrom within the EEAS, 37% were EU Member
States TAs, 13% from other Institutions, 8%
were EPSO laureates.

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Mobility in EEAS headquarters
The “mobility” exercise allows staff members to change posts in HQ as well as for the
reintegration of staff members returning from
Delegations. In the context of the mobility exercise, AD staff in Headquarters are in principle
required to change job after four years in thesame post, and EEAS staff members returning from Delegations participate automaticallyin the exercise. Mobility can be anticipated or
postponed by one year considering the needsof the service, the overall human resources situation and planning of the department. AST officials may take part in mobility on a voluntarybasis.
In the framework of the 2022 mobility exercise, there were 71 posts published: 48 AD
posts, 20 AST and 3 AST/SC. A total of 70 candidates applied: 47 AD level (33 officials and 14
Temporary Agents 2e) and 23 AST. 79% of ADs
received an offer for a post among their first
three priorities. Three posts were filled administratively in the interest of the service. Fourposts were published later in the year.
The EEAS also undertook a management mobility exercise in 2022. A total of ten returning
Heads of Delegation and four Deputy Heads ofDelegation participated, as well as eight managers in HQ who had been on their posts forfour or more years. In addition, nine former
managers were eligible to participate. As a result: three returning managers, one manager inmobility and three Heads of Division were appointed as Heads of other Divisions. Also, forthe first time, one returning manager and one
manager who was not assigned to a management position from previous mobility exercises
were seconded to the Commission on Heads ofUnit posts in the context of an ad hoc arrangement between the EEAS and Commission. The
others (22) were appointed to different advisor

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TALENT MANAGEMENT

posts (or equivalent) or remained in their current positions.

Rotation Exercise for Delegations
Within the Rotation Exercise, the EEAS fills
positions in Delegations and organises staff
movements between Delegations.
The Rotation Exercise is guided by similar principles as the mobility exercise, namely to allow
EEAS staff to develop a mix of competences
through posts in various fields and geographic
areas, in both Headquarter and Delegations.
The 2022 Rotation Exercise was launched on
13 July 2022. It included 139 posts: 35 AD management posts, 52 AD non-management posts,
51 AST posts and 1 AST-SC post.
A total of 608 candidates applied for these
posts: 241 candidates for AD management
posts, 256 for AD non-management, 62 for
Head of Administration posts and 49 for Assistant to Head of Delegation (44 to AST and 5 to
AST/SC posts).
The calendar for the rotation exercise was
fully aligned with the exercise launched by theEuropean Commission as part of the joint institutional efforts to develop careers in External
Relations.
Applications
Among the candidates applying for AD posts
in Delegations, 44% applications for management and 50% for non-management positions
came from Member States (including applications from temporary agents already serving
with the EEAS).
As regards the rest of the applicants for management and AD non-management posts respectively, 40% and 29% came from the EEAS
(not counting the temporary agents Member
States’ diplomats), 15% and 16% from the Com-mission (and 1.7% from other EU Institutions).
56% of Head of Administration and 59% of Assistant to Head of Delegation posts applicants
were from the EEAS, and respectively 44% and
41% from other Institutions.
22% of the applications received for the management posts were from female candidates,
as well as 33% for AD non-management positions, 53% for Head of Administration and 84%
for Assistant to Head of Delegation (AST1-9).
Selection
Due to the restrictions imposed by COVID-19,
as well as budgetary and environmental concerns, the selection procedures, including all
the interviews for the 2022 Rotation Exercise
were performed online.
The EEAS introduced a new interview concept
for posts of Head and Deputy Head of Delegation in 2018. The interview was split into twoparts. The first part was a simulation/ casestudy aimed at assessing several behaviouralcompetencies deemed important for a management post in a Delegation. The second wasa structural interview focused on the specificposition.
In the 2022 Rotation Exercise, the interview
process for Head and Deputy Head of Delegation was adapted to be performed online. Panels continued to conduct structural interviews
online remotely via videoconference. However,as panels were not able to process the simulation/ case-study stage of the selection procedure, candidates who had not previously beena Head of Delegation had to instead go to an assessment centre with an external consultant inorder to assess their behavioural competencies
for a management post in an EU Delegation.
As a result of the rotation exercise, 118 candidates were appointed: 34 in management po-sitions as Head or Deputy Head of Delegation(46% female), 52 in non-management positions (44.2% female), 18 to Head of Administration posts (39% female) and 14 to Assistant to
Head of Delegation posts (93% female).
Among AD appointees, 38% were EEAS staff
members (officials), 41% Member States officials (including temporary agents) and 21%
joined from other Institutions.
Five officials were seconded from the European Commission to occupy a post of Head ofDelegation.

Temporary agents from national Diplomatic Services
Successful candidates on AD posts from thenational Diplomatic Services of EU Member
States are recruited as Temporary Agents (TAs)2e.
One out of the four TAs occupying management positions and 26 out of the 74 in non-management positions who finished their contracts
in 2022 were offered a second contract after
succeeding in a new selection procedure. 14 TAs
in non-management positions received an extension of their contract.
In 2022, through external publications and the
Rotation Exercise, the EEAS recruited 67 new
diplomats from Member States, including 15 on
management posts.
By the end of 2022, there were 388 TAs from
Member States’ diplomatic services working at
the EEAS, maintaining their proportion of 37%
of EEAS AD staff.
Further efforts are needed to ensure a moreequal representation of Member States and amore uniform distribution of the TAs on different levels (including Head of Delegation posts
and middle management positions in HQ).
Moreover, the unequal number of applications

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EEAS HUMAN RESOURCES REPORT 2022

TALENT MANAGEMENT

Local agents

between EU131 and EU15 (or EU14 for Delegations) Member States is still an issue.
During the 2022 rotation, at managementlevel, 106 candidates came from EU Member
States (from a total of 241 applications), ofwhom 58 came from the EU13 Member States.

through competing successfully with external
candidates for a vacant post;

Key figures
By the end of 2022, 3,219 local staff members
were working in EU Delegations as technicaland support staff, of whom 51% were employedon a post financed by the EEAS and 49% on a
post financed by the Commission. The largest
population of local agents occupied posts in Africa (35%), followed by Asia and Pacific (17%),
Americas (15%), Europe (14%), Middle East andContract agentsContract Agents (CA) constitute an importantpart of the EEAS staff population. In 2022, Contract Agents increased by 5% reaching 11% ofRecruitments/movements of contract agents
2017
Newly recruited contract agentsContract agents transferred
between Delegations

2018

2019

2020

2021

2022

HQ

57

94

77

85

81

74

DEL

22

23

23

32

31

23

14

49

16

55

27

30

the total staff. As of December 2022, 596 CAs
worked in the EEAS, 342 worked in EEAS Headquarters (HQ) and 254 in Delegations. The EEAS
published 87 CA posts in Headquarters and 34
in Delegations. In 2022, the EEAS recruited 97
new CAs, 74 in HQ and 23 in Delegations.
The 2022 mobility exercise for contract agentsin Delegations (launched in July 2021) was thefirst one applying the new rules of the Mobility Decision of CAs of 20202. It was the fourthcompulsory exercise. In 2022, 19 CAs weretransferred/recruited in the framework of theannual mobility exercise. The 2022 mobility exercise marked very positive results despite thelimited number of participants/available posts.

North Africa (11%), and Eastern Europe andCentral Asia (8%). Women represented 59%.
The average age was 47 years old.
213 new local agents were engaged and 224 local agents left the Delegations after spending
on average 10 years working for the European
Union.
The following tools continued to improve theworking and living conditions of local agents in
2022:• 351 local agents benefited from promotion in
addition to the automatic salary step progression they enjoy each year, while 29 local agentswere recruited into a higher function group

EU13 = Member States joined the European Union since 2004: Czech Republic, Estonia, Cyprus, Latvia, Lithuania, Hungary, Malta, Poland,
Slovak Republic and Slovenia, Romania, Bulgaria, and Croatia
EU14 = Member States joined the European Union prior to 2004: Austria, Belgium, Denmark, Finland, France, Germany, Greece, Republic of
Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain and Sweden• 137 new salary grids were applied for 107 Delegations, resulting in an average increase of
3.5% and a weighted average increase of 3.3%
in global salaries.
• EUR 2.7 million in medical expenditures was
reimbursed to local agents through their dedicated insurance scheme (LA-Medical);EUR 5.5 million was disbursed under the
LA-Provident Fund to local agents whose contracts ended. This instrument allows local
agents to constitute savings in anticipation of
the end of their employment through employer
and employee contributions.

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Streamlining of IT tools for managing local
staff rights and obligations
In 2022, the EEAS launched the developmentof an IT platform that will increase consistency
and efficiency in executing a significant number of employment-related actions for local
agents. This platform will reduce the numberof IT applications and manual actions required
to manage their rights and obligations, thereby
improving overall performance.
War of aggression against Ukraine

Reform of the conditions of employment for
local staff
Local agents are employed by the EU on contracts governed by the local law of the country hosting the Delegation in question, complemented by EU minimum employment
conditions. In 2022, the EEAS continued implementing the reform of the conditions of
employment for local staff, which had enteredinto force on 1 June 2020. The deadline for local agents recruited before 1 June 2020 to sign
up for the reform was extended until 31 March2022 to accommodate the complex process of
producing local practice decisions as well as securing sufficient time for local agents to accept
new conditions of employment. By 31 December 2022, more than 70% of local agents werecovered by the new conditions of employment.

1

2
In July 2020, the EEAS adopted a new Mobility Decision for CAs. It replaces the 2017 Mobility Decision and aligns with the main points of theCommission Decision on the mobility of European Commission CAs staff posted to European Union Delegations, adopted in February 2020.

neration of local agents serving in Delegations.
The EEAS engaged in a number of exchanges
with comparable employers, providing an outside perspective on potential innovations andimprovements to the current Salary Method.

In parallel, the EEAS conducted the preparatory work in order to review the Salary Method,
its salary methodology for adjusting the remu-

Following Russia’s war of aggression against
Ukraine, the EEAS has done its utmost to address the security needs of the local staff
members of the EU Delegation to Ukraine. The
measures adopted by the EEAS under its dutyof care towards local staff members included(i) salary advances, (ii) authorization to telework in Ukraine or in a third country during aperiod, and (iii) an ex gratia one-time allowancein order to support the staff members’ efforts
to find security solutions.

Seconded national experts
At the end of 2022, there were 491 Seconded
National Experts (SNEs) in the EEAS: 433 (88%)
in Headquarters and 58 (12%) in Delegations.
The very large majority of the Brussels-based
SNEs worked in the crisis management structures.
44% of SNEs in Headquarters were entirely
paid by their Member State (except for mis-17

EEAS HUMAN RESOURCES REPORT 2022

sion expenses and security costs). The EU MS
financed 44% of SNEs in Delegations.
In 2022, the EEAS continued to implement thefour recommendations on the SNE strategy issued following the internal audit in 2014 (SNE
strategy, conflict of interests and security, recruitment and monitoring of performance, payments to SNEs).
For reasons of transparency and fairness, the
EEAS continued its policy of advertising all vacant SNE posts (co-financed or financed by EU
Member States). This policy aims at inviting as
much as possible all EU Member States to showinterest in any position.

TALENT MANAGEMENTBlue Book Trainees at HQ
As in previous years, in 2022 the EEAS recruited remunerated Blue Book Trainees, incooperation with the European Commission
Traineeship Office. In March 2022, 29 trainees
from EU Member States benefited from a fivemonth traineeship at EEAS HQ. Their daily work
consisted of researching and compiling documentation, drafting reports and analysis, preparing briefings and answering queries as well
as attending and organising meetings, working
groups and public hearings. In October 2022,
34 more trainees from EU Member States had
the possibility to start their five-month traineeship. This increase in the number of trainees
aimed at recruiting candidates from under-represented Member States for the October 2022
– March 2023 session.

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In 2022, the EEAS had 438 trainees in 109
EU Delegations (394 of them funded by the
EEAS, 21 paid by other Institutions and 23 unpaid). Thus, 95% of the trainees were funded. In
2022, the average duration of the traineeships
was 168 days. 290 traineeships were offered to
EU citizens, which represents 66% of all trainees in Delegations in 2022.

Junior professionals in delegations
For the sixth round of the programme (20212023), 89 JPDs were posted in 70 Delegations:43 in EEAS sections and 46 in European Commission sections. 29 of these positions are
funded bilaterally by Member States (Denmark,Finland, Ireland, Luxembourg, the Netherlands
and Sweden). The war in Ukraine led to the evac-

at the start of the 2nd year of the traineeship).
The contribution for the JPD medical insurance
also increased.

ACTIVE SENIORSIn 2018, the EEAS launched the ‘Active Senior’
programme in order to enable former EU officials to share their expertise and contributeto a wide range of activities within the EEAS.
In 2022, the EEAS hosted four volunteer Ac-

tive Seniors in DG.RM and in ASIAPAC.1. Theseexperiences proved to be very beneficial bothfor the Active Seniors and for the services they
worked with.

EXCHANGE PROGRAMMES
Short-Term Secondment Programme with theEuropean Parliament and the European Commission

TRAINEES IN DELEGATIONSIn 2022, upon request of the EEAS, the Budget
Authority provided EUR 2 million for traineeships in EU Delegations. Currently, the EEAS
offers four types of traineeship in Delegations:
1. Paid traineeship for young graduates withless than one year of professional experience.
The monthly grant corresponds to 25% of thebasic monthly salary of a Local Agent group 1
with a ceiling of EUR 1,200 per month.
2. Compulsory traineeship for students already residing and studying in the host country.
3. Traineeship for students of national administration schools of Member States or of acandidate country after signing the accession
treaty.
4. Traineeship for trainee civil servants of an
administration in a Member State as part ofprofessional compulsory training.

uation of two JPDs from Kiev and one JPD from
Moscow. The EEAS, Commission and Member
States decided exceptionally to increase thecontributions for JPDs mid-round (with effectIn 2022, the EEAS and the European Parliament (EP) resumed the short-term assignment
programme that had been suspended in 2020
due to the COVID-19 pandemic.
11 EP and nine EEAS colleagues took part in the
programme. In 2022, the EEAS and the European Commission also established a programmeof short-term study visits, in which five Commission and four EEAS colleagues participated. The programmes are an opportunity forcolleagues to gain an insight into priorities andworking methods of each service and develop
closer professional links, thus strengthening
ties between the two services.
Diplomatic Exchange Programmes with Third
Countries and International Organisations

Third Countries and International Organisations based on Administrative Arrangementswith a view to improve mutual knowledge andshare expertise in sectors of common interest.
The EEAS has signed such arrangements withthe following countries/organisations: African
Union Commission, Argentina, Australia, Canada, the Gulf Cooperation Council, the Leagueof Arab States, New Zealand, Switzerland, Tunisia and the USA. Through these Administrative Arrangements and by hosting diplomats
from non-EU countries, the EEAS works onstrengthening mutual understanding and thedevelopment of a common diplomatic culture
not only in the European Union but also beyond its borders. Given the increasing numberof exchanges, the EEAS established an internal security policy for diplomats coming from
non-EU countries. These rules aim to mitigate,
by preventive security measures, any potential
risk of leaks or loss of sensitive information
and/or documents.

In 2022, the EEAS continued exchanges with

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EEAS HUMAN RESOURCES REPORT 2022

Diplomatic Exchange and Secondment Programme
The EEAS launches the Diplomatic Exchange
and Secondment Programme (DESP) on a yearly basis with the aim of contributing to the creation of a shared diplomatic culture between
the EEAS and the Member States.
The DESP takes place between EEAS officials
and diplomats from the Ministries of Foreign
Affairs of Member States. The secondment period for EEAS staff is up to two years, which can
exceptionally be extended to three. As a general rule, exchanges should be simultaneous,reciprocal and involve officials of an equivalentlevel. In 2022, two exchanges took place in theframework of the DESP programme, with Spainand Germany.
National Experts in Professional Training
In cooperation with the European Commission,
the EEAS manages the recruitment of National
Experts in Professional Training (NEPT) coming from Member State public administrations.
This specific training gives NEPTs an insight into
the EEAS working methods and policies.

TALENT MANAGEMENT

In 2022, nine NEPTs were assigned to different
EEAS HQ services from various Member States(Austria, Czech Republic, Germany, the Netherlands, Poland, Slovakia and Slovenia).

of staff, the EEAS carried out the annual promotion/reclassification process and publishedthe lists of promoted/reclassified staff on 9
November 2022.

Traineeship Programmes with Public Administration Schools

Certification

The EEAS regularly welcomes students andofficials for short-term traineeships based on
Memorandums of Understanding with two Nationals Schools of Administration: the French
École Nationale d'Administration (ENA) and Krajowa Szkola Administracji Publicznej (KSAP, Polish National School of Public Administration). In
2022, the EEAS also welcomed a student fromthe KSAP for one month. The EEAS also hosted
one trainee from the College of Europe, basedon the Administrative Arrangement between
the EEAS and the College of Europe, which establishes an EEAS Award for the best thesis on
EU external relations with the possibility of ashort-term traineeship. In 2022, the EEAS also
concluded an Administrative Arrangement on
short-term internships with the European University Institute in Florence.

In January 2022, the EEAS adopted new decisions on the appraisal and promotion/reclassification of all statutory staff (Officials, Temporary Agents, Contract Agents and SNEs).
The new appraisal decisions strengthen the“right to be heard” throughout the appraisal
process and set performance levels for appraisal of staff, in order to provide a clearer

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European External Action Service

Launch of the EEAS Professional Development Hub
In December 2022, the EEAS launched the
EEAS Professional Development Hub - a newservice under the responsibility of the internalcoaching service - to support Officials, Temporary Agents and Contract Agent staff to findthe training, mentoring and coaching opportunities in the EEAS best adapted to their individual learning and development needs.
The internal coaching service

DEVELOPING AND RETAINING TALENT
Appraisal and Promotion/Reclassification

Four EEAS candidates successfully completed the certification procedure in 2022 - a 100%pass rate for EEAS candidates. The EEAS continued its close collaboration with the European School of Administration to further develop
this training programme.

basis for the comparison of merits. The EEAS
accompanied the new decisions with an information campaign and provided extensive training for all newly appointed managers on performance management, both in Headquarters
and Delegations. In 2022, the EEAS successfully carried out the first appraisal exercise basedon the new decisions.
Based on the new decisions on promotion/ reclassification, and the results of the appraisal

Report of the EEAS Internal Coaching Service,
which offers individual coaching to Officials,
Temporary Agent and Contract Agent staff. In
2022, the Service organised 263 one-hour sessions for 131 colleagues (60% in HQ and 40% in
Delegations). 47% of the sessions were devoted
to career transitions and 53% to professional
development.
The Service supported staff ahead of careertransitions (internal job openings, mobility
and rotation), longer-term career planning andon-boarding of newcomers. It also provided
professional development coaching for staff
with team management responsibilities in HQ
and Delegations, including on key professional
relationships, inter-personal skills, planning thefirst months in a new job, enhancing wellbeing
and work-life balance. In cooperation with theEuropean Commission, the Service launchedpilot coaching for management teams in Delegations. The results will be analysed in 2023.
Taking into account an increasing demand, theService recruited and trained four additional
part-time coaches in 2022, thereby doubling its
capacity.

In June 2022, the EEAS issued the first Annual

LEARNING AND DEVELOPMENT
A snapshot of the year
In 2022, the EEAS paid particular attention to
supporting the return to the office by supporting a record number of 58 teambuilding eventsfor 2000 staff, and providing learning on wellbeing, resilience and stress management.

The EEAS delivered 8,186 training days in 2022,
attended by almost 5,000 staff in HQ and Delegations. EEAS developed e-learning and online
learning to ensure equal opportunities for both
HQ and Delegation staff, and reached gender
parity of training participants. Delegation staff
represented 45.5% of participants in trainings
organised by HQ and also had access to the on-

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EEAS HUMAN RESOURCES REPORT 2022

TALENT MANAGEMENT

line training offer of the Commission and theEuropean School of Administration as well as
to local training.

bassadors also received training on high-level
public speaking, high-level international negotiations and media issues.

In 2022, more than 50% of the HQ learning offer focused on diplomatic training and training
to prepare staff for posting in Delegations. The
EEAS started revising the diplomatic training
to offer tailored-made, flexible and agile learning. The revamped EEAS Training Maps series:
Diplomacy, Management, Administration andOperational Support provides training for key
functions and career stages.

New policy – more security training

The EEAS also organised thematic training on
a wide range of topics, including Green Transition and Climate Diplomacy, Digital diplomacy, Conflict Prevention and Human rights. The
EEAS also organised 13 Lunch & Learn sessions
for 950 staff to raise awareness on issues suchas the Strategic Compass, the European Peace
Facility and the EU’s New Strategy for the Gulf.
The EEAS offered several mentoring programmes at HQ and in Delegations. The Mentorcliq platform matched 156 mentors andnewcomer mentees. All newly appointed Ambassadors and Deputy Heads of Delegations
who took up duty in 2022 were matched witha mentor.
Focus on people management skills
Managers had access to a vast learning offer, including the Newly Appointed Managers’
training map, coaching and 360° performance
reviews for experienced managers. In 2022,
almost 200 EEAS managers attended one
or more of the five mandatory management
courses on anti-harassment, performance
management, managing poor performance,
manager as a coach and unconscious bias. Am-

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The new EEAS policy on Hostile Environment Awareness Training (HEAT), adopted in
May 2022, increased the need for HEAT. From
March to December 2022, the EEAS organised
11 sessions of with 330 places for HQ and Delegations, a significant increase compared to2021 (+50%). The EEAS also offered two online
Security Management Team courses and a Regional Security Officers’ seminar.

Cooperation with and for EU Member States
In 2022, the EEAS continued to cooperate
closely with the Ministries of Foreign Affairs(MFA) of EU Member States on diplomatic training.
The 22nd and 23rd editions of the European
Diplomatic Programme gathered 141 participants in in-person format.
The Training Directors from the EEAS and the
MFAs met in Paris and Prague to discuss learning and development methods to prepare diplomats for the future, including coaching, mentoring and pre-posting trainings.

Seminars for Delegation staff
In 2022, the EEAS was once again able to organise most seminars for EEAS Delegation
staff in Brussels.
In October, the annual Ambassadors’ Conference brought together 134 EU Ambassadors,
Heads of CSDP missions and Heads of Commission Representation, for exchanges with the
Presidents of the EU Institutions, the HRVP and
EEAS senior management and other high levelspeakers on the EU’s internal and external activities, global developments, and the EU’s strategic outlook.
The EEAS also organised seminars for 600
staff in other function groups in Delegations(Personal Assistants to Ambassadors, Heads
of Administration, Deputy Heads of Delegationand Heads of Political section), to update staff
on policy developments. A seminar for Local
Agents in EU Delegations around the world
took place online with 264 participants.
The EEAS offered five pre-posting seminars(out of which two online) to help staff fromEU Institutions and Member States prepare for
their assignments in EU Delegations.

Under the Diplomatic Training Programme,
the EEAS offered training to 116 Member State
diplomats, mainly online. Additionally, the EEAS
organised a course on the EEAS selection procedures for 56 MFA human resources experts.
Member States diplomats continued to benefit
from online learning via the Learning and Development Platform, and five Member State
officials completed job-shadowing at the EEAS
HQ under the Erasmus for Public Administration programme.

European global action by adding the European perspective to the skills and knowledge of
diplomats.
The project, which is implemented by the College of Europe, gathered 40 junior diplomats
from EU Member States, candidate countries
and EU Institutions for a nine-month residential
academic programme at the College of Europe
Bruges/Natolin. The programme includes a mix
of skill development and frequent study visits
to EU Institutions and international organisations based in Brussels.
Under the pilot project, the EEAS also launcheda feasibility study to explore options for thefunctioning of a future permanent Academy.
The study was prepared by the European Institute for Public Administration (EIPA) in Maastricht together with the European University
Institute (EUI) in Florence.

Launch of the European Diplomatic Academy
pilot project
In September 2022, the EEAS launched the pilot project to establish a European Diplomatic
Academy. The aim is to build a true European
Diplomatic corps that will further strengthen

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EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATIONGENDER, DIVERSITY AND INCLUSION

WORKINGENVIRONMENT & EQUALOPPORTUNITIESIn 2022, EEAS stepped up its engagement towards Diversity & Inclusion. The EEAS adopted
a new mission statement which establishes
gender equality and the respect for diversity as
core values.
Furthermore, the Mission Letters of EU Heads
of Delegations and managers’ appraisal criteria
now include a reference to Gender Responsive
Leadership and the promotion of a harassment-free, respectful, safe and inclusive work
environment.
The EEAS published the results of the firstjoint EEAS–European Commission Diversity, Inclusion, and Respect at the Workplace Survey
for staff in Headquarters and expatriate staff in
Delegations. The survey provided an opportunity to analyse the composition of staff in termsof diversity.
Furthermore, a draft Diversity and Inclusion
Agenda and a draft action plan (2023 – 2025)
on staff related matters concerning diversity and inclusion were consulted with the Joint
Committee for Equal Opportunities (COPEC),
staff representatives and staff associations,for adoption in early 2023. The Agenda covers
all areas of discrimination and brings together
both external and internal aspects of diversity and inclusion into one comprehensive document.
LGBTIQ+
The EEAS continued to improve information
to staff concerning the situation in countries of
posting on the legal, social and cultural situations for all LGBTIQ+ persons, not only for staff
but also their family members, with dedicatedinformation on the family page and in the postreports.

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The EEAS also actively celebrated the International Day against Homo-, Bi-and Transphobia(IDAHOT) on 17 May and continued to liaise with
the Égalité association for LGBTIQ+ staff working in the EU Institutions.
Ethnicity
In addition to the compulsory unconscious
bias training for managers and selection panel chairs, the EEAS continued the collaboration with EPSO to ensure a more diverse poolof candidates, actively promoting the Heads ofAdministration competition with testimonials
of staff with diverse backgrounds.
The EEAS also engaged with the newly created Diversité Europe staff association raisingawareness on ethnic diversity within European
Union Institutions and bodies, which was consulted on future initiatives.
Gender Parity
In the area of gender parity the new role of
Deputy to the Director was introduced in the
EEAS, and 11 women designated amongst the 14
Deputy appointees. There was also an increaseof the share of women in middle management
position in Headquarters (to 44.4% by the endof the reporting year). Also, 40% of Heads ofDelegations appointed during the 2022 rotation
were women. Six EEAS/COM double postings
were implemented during the 2022 rotation.
There was also coordination with EU Member
States in order to secure more applications
from women to Temporary Agent posts, within
the framework of the Human Resources Network chaired by the EEAS.
An EEAS Gender Parity Report was developed25

EEAS HUMAN RESOURCES REPORT 2022

to analyse and monitor progress, as well as
define avenues for action. As regards training,
women in pre-management positions are now
able to apply for management training. A pilot
training course on Gender Responsive Leadership (GRL) was introduced among Senior Managers at EEAS HQ

EEAS POPULATION

Roadmap for Action on Disability
The EEAS roadmap for action on Disability endorsed in June 2020 by the EEAS Secretary-General was updated in 2022, serving as a
guide for the EEAS work in this area, including
contacts, useful information and new developments.

Disability
Awareness Raising
The EEAS ran an awareness-raising week on
disability from 28 November to 2 December
2022, including a video message of the EEAS
Secretary-General, a dedicated screensaver
and an Intranet page specially designed for theoccasion, so as to address the specific challenges and needs of colleagues with a disability or
those taking care of dependents with a disability.
A lunchtime conference “Disability: what can
the EEAS do for us?” provided practical information on available tools, measures and contacts points for colleagues at Headquarters
and in Delegations. A broad range of topics wasaddressed, such as:• Tools available (mapping, roadmap for action
on disability, guide on Inclusive communication,functional mailboxes);• Accessibility at Headquarters and in Delegations;• The results of the staff survey on diversity,
inclusion and respect at the workplace;• Reasonable accommodations and services
offered by the EEAS Medical Service, EEAS social worker, as well as the cooperation with theEuropean Commission, for carers of a dependent with a disability.

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Accessibility /Suitability of Delegations forColleagues with a Disability
The EEAS developed accessibility factsheets
for its Network of Delegations so that colleagues with a disability could get the necessary information about Delegations, allowing
them to make an informed choice when applying for a posting abroad.

the requests for reasonable accommodation.
One of the tasks of the new EEAS social worker is to support and guide colleagues with a disability, including those in need of a reasonableaccommodation.
Aid for Individuals with a Disability
In implementing the new guidelines on supplementary aid to persons with a disability, 22
EEAS colleagues have benefitted from a 100%
reimbursement of the incurred eligible costs
for their children with disabilities.

Joint committee for equal opportunities(COPEC)

for Equal Opportunities (COPEC). Its consultations included draft Decisions on Anti-Harassment, New Ways of Working/Time Management Policy, as well as the Diversity & Inclusionand Hurdles to Rotation surveys, and the draft
Diversity & Inclusion Agenda and Action Plan
for Diversity &Inclusion at Work.
COPEC also took part in an InterCOPEC eventon the impact of Covid-19, Diversity & Inclusion
strategies, and work-life balance.
2022 was the second year of COPEC’s firstmandate. The Committee took the decision torename COPEC into CODI – Committee for Diversity & Inclusion, in order to align with otherInstitutions and reflect most recent policy developments. A call for expression of interest
for members of the second mandate was prepared for early 2023.

2022 was a key year for the Joint Committee
All documents have been made available on
the Intranet and are readable with a screen
reader or a Narrator tool. The factsheets complement the post reports and will be updated
annually. A similar factsheet was made available for colleagues who consider applying for aposition at Headquarters.
Thanks to the availability and cooperation ofa colleague with reduced mobility in a Delegation, the EEAS recorded a video to highlight theimportance and benefits of raising awarenesson disability and accessibility with the aim toshow the value of giving visibility to people withdisabilities working with us around the world.
Provision of Reasonable Accommodation for
staff with Disability
Following the adoption of the Decision on theprovision of reasonable accommodations for
Officials, Temporary Agents and Contract staff
with a disability, the EEAS keeps a registry of

GEOGRAPHICAL AND GENDER BALANCE
Recruitment to the EEAS in based on merit while ensuring adequate geographical andgender balance. The EEAS works closely withMember States to ensure they put forward candidates from both genders to management andnon-management positions. The EEAS strives
to have staff population representative of each
Member States’ share of EU population. To
reach those objectives, the EEAS:• Monitors carefully the information on gender and geographical origin per type of post.
Monthly statistics and the annual Gender Parity Report and Human Resources Report outline
these figures;• Informs regularly Member States about thosestatistics, as well as the profiles of candidates
sought to key management and pre-management positions;• Promotes, through institutional, formal andinformal activities, both within the organisationand in its contacts with the Member States, theneed to attract a diverse and inclusive pool ofcandidates to published posts. In particular, the
EEAS continues to encourage underrepresented Member States to propose qualified and diverse candidates to Heads of Delegation positions.
While the current data shows that the EEAS
suffers less severe imbalances than other EU
Institutions, it is important to note that it has
limited capacity to regulate imbalances due to
its relatively small population and the specificities of the Service, where 38% of EEAS AD population is made up of Temporary Agents from
Member States and approximately 9% of total
staff are Seconded National Experts.

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EEAS HUMAN RESOURCES REPORT 2022

In December 2022, nine MS were represented below their AD population share (based on
the share of each country’s population within
the EU). Most efforts have been aimed towards
countries that joined the EU in 2004 and 2007,
as they made up 15% of EEAS staff in 2011.
These efforts are paying off and the share of
EU13 among the EEAS staff raised to 25% in

EEAS POPULATION

2022. It is now higher than their 20.1% share of
the EU population.
The EEAS participated in two discussions in
COREPER in May and December 2022, and expressed its readiness to engage in yearly discussions, as proposed by the Council presidency.

ANTI-HARASSMENT POLICY
Following the results of the joint EEAS-European ‘Commission Diversity, Inclusion, and Respect at the Workplace Survey ' and the resultsof the EEAS staff survey, that showed that only
half of the participants (51%) felt that they
have sufficient information about the EEAS anti-harassment policy, the EEAS paid great emphasis on raising awareness about harassment
and the support structures in place for its staff
throughout 2022. In this context two main initiatives were launched in 2022: a campaign'EEAS anti-harassment awareness week' and a
new anti-harassment e-learning.
In October 2022, the EEAS Secretary-General launched a new anti-harassment campaign
in the form of an anti-harassment awarenessweek. The campaign aimed at raising awareness on the anti-harassment policy documents
and support structures in place, as well as on
the responsibility of every staff member toensure respect and dignity in the workplace. In
the context of the campaign two information
sessions were organised for all staff in HQ and
Delegations (including Commission staff) anda plenary session was organised for Heads ofDelegation during the EU Ambassadors Conference. New information material was also developed and were made available to all staff,
including factsheets, presentations and post-

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ers. During the campaign, the new principles ofprofessional behaviour in the EEAS were also
launched, a document that aims to ensuringthat all staff members are familiar with thestandards of conduct expected from them toensure respect and dignity in the workplace aswell as ethical and responsible behaviour.
A new e-learning that will facilitate the participation of staff members in HQ and Delegations(both from the EEAS and the Commission in
Delegations), will include definitions on what is
harassment, information on the support structures in place and guidance on how to reportharassment cases as well as useful contacts.
Throughout the year, EEAS continued to deliver mandatory anti-harassment training courses
to all managers, as well as dedicated sessions
during pre-posting seminars for both EEAS andCommission staff joining EU Delegations.
Finally, the EEAS continued to work on a dedicated anti-harassment decision for local agents,
in cooperation with the European Commission.
The adoption of a separate joint decision for local staff will allow the EEAS to ensure equal
treatment for all local agents of both the Commission and the EEAS, and ensure that it has
the necessary legal structures in place to caterfor the different needs of local agents in Delegations.

ETHICSEEAS staff must abide by the highest ethicalstandards as spelled out in the Staff Regulations and CEOS, the EEAS Ethics policy note and
the Principles of professional behaviour in the
EEAS.
The EEAS places great emphasis on raisingawareness of ethical issues and procedures
among staff though the Intranet, advice provided by ethics correspondents, and training.
In 2022, besides the on-line training modules,
the Ethics correspondent team reshaped thepresentations for the welcome sessions andpre-posting seminars.
In 2022, the Ethics intranet page was updatedwith the 2022 Principles of Professional Behaviour in the EEAS and the latest annual reportson the publication of information concerning
occupational activities of senior officials after leaving the service. All reports from 2014
onwards are available to the public via the EU
Public Register.
In that context, the EEAS is required to publish the list of cases assessed under Article 16.3of the Staff Regulations. This article covers thepost-service occupational activities of seniorstaff in lobbying or advocacy within two years
after having left the service. The objective of
this publication obligation is to increase transparency and avoid any undue influence on EU
policymaking by prohibiting lobbying and advocacy by former staff members. In 2022, the
EEAS examined 14 notifications of intention to
engage in an occupational activity after leaving
the Service, out of which one notification wasfrom a former senior staff member.
Regarding conflict of interests (Article 11a of
the Staff Regulations), four declarations were
submitted, of which three were confirmed by
the Appointing Authority.

EEAS social policy
A new EEAS social worker joined the Medical
Service in July 2022. Her main role has been to
support staff and families in HQ and Delegations. Around 100 individuals received personal
assistance from her.
The role of the social worker and the EEAS
family officer towards staff with disabilities orin charge of dependents with disabilities was
explained during the EEAS Conference “Disabilities, what can the EEAS do for us?” on the occasion of the International Day of Persons with
Disabilities (1 December 2022). Staff members
were informed on the provision of reasonableaccommodation for staff and the financial aid3
to families with dependents with disabilities. 22
families have benefitted from EUR 610,000 in
2022.
Improving the conditions for spouses of staff
posted abroad continues to be a priority of thesocial policy team. A new intranet page dedicated to spouses and families in Delegations
was created in 2022. This page includes a mapping of countries where same sex spouses canobtain a diplomatic visa and a mapping on thepossibility of gainful employment for spousesin the receiving State. In 2022, the EEAS con-

EEAS Decision (2021) 6 on the implementation of financial aid to persons. Financial aid implements with the support of the Commission via
a Service Level Agreement

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EEAS HUMAN RESOURCES REPORT 2022

cluded its first bilateral arrangement with New
Zealand allowing the dependants of the EU Delegation diplomats to engage in gainful employment while retaining their diplomatic privileges
and immunities. Work continues to expand thenumber of agreements.

EEAS POPULATIONThe EEAS Family Officer engages actively
with the network of EU Family Officers who
exchange good practices to improve the condition of spouses and families accompanying EU
Diplomats posted overseas. The Family Officer
also supported around 100 staff members anddependents.

WORK-LIFE BALANCE
In 2022, the EEAS continued the implementation of flexible working arrangements througha series of instructions issued by the Director-General of Resource Management whilenegotiations continued on the draft decisions
on working time and flexible working arrangements in Headquarters and EU Delegations. As
the pandemic restrictions ended, staff members were encouraged to return to the office.
As a rule, teleworking was authorised threedays per week in Headquarters and one day in
Delegations. Teleworking outside of the placeof employment for both headquarters and Delegations staff was also allowed (ten days maximum or more in exceptional circumstances)and special medical or complex family situations were addressed through this means.

COVID-19
The health and safety of all EEAS staff in HQ
and EU Delegations have always been paramount in thedecisions taken during the COVID-19 crisis.
In 2022 the Secretary-General and the Director-General for Resource Management continued to regularly update staff on the situation,
the decisions taken and the subsequent measures adopted. These messages to all staff, together with a dedicated COVID-19 intranet page,

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have been used to relay important information
and advice to staff such as medical protocols,
vaccination updates, teleworking instructions,consular affairs, mission restrictions and social
support.

Medical assistanceThroughout 2022 the EEAS medical team has
been mainly involved in the follow-up of the
COVID-19
Crisis with advice on preventive measures, individual risk assessments, PCR testing, follow
up ofcases and contacts and appropriate recommendations related to vaccinations in HQ and in
Delegations.
The EEAS Medical Service offered COVID-19
booster vaccination campaigns as per the BErecommendations for HQ staff in EEAS premises. COVID 19 Pfizer vaccines were also successfully sent to delegations. The EEAS Medical Service also carried out the pre-departure medical
checks of EEAS candidates for EU Delegations.
In order to allow a better follow up of staff, the
EEAS Medical Service has been provided witha new electronic medical record system called‘myC’.

Medical evacuations
In 2022, we had 54 Level 2 medical evacuations (commercial flight) and 2 level 1 (air ambulance) medical evacuations.

Psychosocial support

lar periods ofcrisis.
Due to emerging crisis and their impact ondaily lives, the EEAS medical service supported
also initiatives from Delegations to organize local psychological group sessions/discussions,with the aim to strengthen internal resources
and resilience system and provide practical
tools for coping with stress.

In 2022, the EEAS Medical Service offeredpsychological support and advice to staff (andtheir family members where necessary) in
Headquarters and Delegations facing difficult
situations in their personal or professional life,
such as stress and anxiety, burnout, conflicts
at work, telework, family issues, deteriorationof security.
As mentioned above, a new EEAS social worker joined the Medical Service in July 2022, withthe main role of providing psychosocial support to staff and families in Headquarters andDelegations. A new functional mailbox, EEAS
Psychosocial Support, was initiated and madeit easier for staff to access psychosocial counselling for personal or professional questions.
This service is also the focal point for staff withdisabilities regarding applications for reasonable accommodation.
In 2022, the Medical Service co-organised a
Lunch & Learn conference on How to reduce
work stress and avoid burnout with the participation of around 80 staff members from 19
delegations and contributed in promoting theWorld Mental Health Day on the 10th of October 2022.
The EEAS Medical Service provided also advice to the Delegations on identifying appropriate localpsychological assistance for all staff(individual and group debriefing) under particu-

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EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATIONOVERVIEW
By the end of 2022, 5,1884 people were working in the EEAS, employed either directly by the
EEAS or through external contractors5. 2,419
of them were posted in HQ and 2,769 in Del-

cording to evolving political priorities.
In 2022, the EEAS received 32 additional fulltime equivalents from the Budgetary Authority.
The EEAS allocated the majority of them to the

Temporary Agents
11%

Officials
28%

SNEs
11%

EEAS POPULATION

Contract Agents
14%

Local Agents
36%

egations, while 3,316 staff members from theEuropean Commission also contributed to thework of the Delegations.
This chapter focuses on the main categories
of EEAS staff, in particular statutory staff (officials, temporary agents, contract agents and local agents) and seconded national experts. The
EEAS monitors these numbers and their evolution closely throughout the year and works towards a balanced representation of gender andnationalities, as well as an efficient distributionof resources between HQ and Delegations, ac-European Peace Facility, the Strategic Communications team and the new Delegation in Qatar.
In addition, the 2022 administrative budget saw
a reduction of three AD posts and one AST postthat were transferred to the European Commission to allow it to take over certain files related
to the Internal Market.

4
The staff numbers reported in the EEAS HR Report 2022 refer to personnel in office on 31 December 2022.
- Statistics on nationality with reference to EEAS population, include nationals from the United Kingdom as they continue to be members of
EEAS staff.

External contractors (excluding trainees) in the EEAS cover approximately 12% of its total population and they are mostly assigned to IT
services and security positions.

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EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

EEAS STAFF BY CATEGORY

In line with the Council Decision6 establishing
the EEAS, Member States diplomats should
represent about one third of AD staff.
The EEAS reached this target in 2013 and con-

Officials and Temporary Agents (AD, AST and AST/SC)
By the end of 2022, 1,715 staff members were
occupying official and temporary agents’ postsin the AD, AST and AST/SC categories, the majority of which were assigned to HQ (65%).
Since the beginning of the EEAS in 2011, the60%

AD population grew by 23.5%, while the AST
population decreased by 11.2% due to the introduction of a new category in 2014, the AST/SC,
for staff performing secretarial tasks.

tinued to work towards attracting talent and expertise from Member States since then, reaching a diplomatic representation of 36.3% within
its total AD population by the end of 2022.

45%
30%
15%
0%

1200

% of Member States' diplomats within EEAS AD staff

1000% of Member States' diplomats within EEAS AD staff in HQ

800% of Member States' diplomats within EEAS AD staff in DEL

600
400

The majority of the 648 staff members in AST
and AST/SC categories were assigned to HQ

200
0

2011

2012

2013

2014

2015

2016

AD

2017

AST

2018

2019

2020

2021

(71%). The number of AST and AST/SC staff increased by 0.9% from 2021.

2022

AST/SC

120
100
80

The AD population was the second largest
staff category, after local agents, with 1,067
staff members. The majority of AD staff were

working in HQ (61%), approximately one third ofwhich were Member States diplomats.

60
40
20
0

250
200

AST/SC AST/SC AST/SC AST/SC AST1 AST2 AST3 AST4 AST5 AST6 AST7 AST8 AST9 AST10 AST11
1
2
3
4
HQ

Delegations

150
100
50
0

AD5

AD6

AD7

AD8

AD9

AD10
HQ

AD11

AD12

AD13

AD14

AD15

AD16

Delegations
6

34

European External Action Service

https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=celex%3A32010D0427

35

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Contract Agentsthe majority of staff members in this groupwere working in HQ (49%).
Finally, the total number of contract agentsincreased by 80% since the creation of the
EEAS, as well as by 5% since 2021.

The distribution of contact agents in HQ and
Delegations was relatively balanced, with 57%
of the 596 contract agents assigned to HQ. The
largest contract agents group was FG IV 7 andDISTRIBUTION OF STAFF BY GENDERWork aiming at achieving gender parity remained always at the forefront of EEAS Human
Resources policy development throughout
2022. Targeted actions were particularly suc-cessful for female middle-managers in Headquarters (44.4% by the end of 2022 instead of
41% in 2021), as well as for female Heads ofDelegation (31% by the end of 2022).

300

EVOLUTION OF THE SHARE OF WOMEN IN
MANAGEMENT & AD POSTS

250
50%
45%

200

40%
35%

150

30%
25%
20%

100

15%
10%
5%

50

0%

0

FG I

FG II

FG III

HQ

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

FG IV

Women in Middle Management

Women in Senior Management

Women in Heads of Delegation

Women amongst AD Staff

Delegations

Officials and Temporary Agents – Gender
Seconded National Experts

their Member State (except for mission expenses and security costs). The EU MS financed 44%
of SNEs in Delegations.
The seconded national experts’ population by theend of 2022 grew by 51% compared to 2011 and4.9% from 2021. The SNE population represented
10% of the EEAS population at the end of 2022.

491 seconded national experts (SNE) were
working in the EEAS at the end of 2022 (out of
which 215 were military SNEs), 88% of whichwere assigned to Headquarters, with a majority
posted to military support structures. 44% of
SNEs in Headquarters were entirely paid by

At the end of 2022, women represented 38.6%
of AD staff compared to 37.4% at the end of
2021. Numbers were relatively stagnant at thelower part of the grade scale, with 48.8% of
women in the AD5 to AD8 bracket (same as in2021), but with an increase in the middle andhigher brackets with 36.2% women in the AD9
to AD12 bracket (35.5% end 2022) and 29.7%
for the AD13 to AD16 bracket (26.7% in 2021).

220

100.0%

200

90.0%

180

80.0%

160
550
500
450
400
350
300
250
200
150
100
50
0

70.0%

140

291

315

333

376

349

378

387

392

397

409

407

433

60.0%

120

50.0%

100

40.0%

80

30.0%

60

34
2011

41
2012

40
2013

56

67

58

62

57

64

63

61

58

40

20.0%

20

10.0%

0
2014
HQ

2015

2016

2017

Delegations

2018

2019

2020

2021

2022

AD5

AD6

AD7

AD8

AD9 AD10 AD11 AD12 AD13 AD14 AD15 AD16

0.0%

Total

Women

Men

% Women

The types of duties for the different contract agent function groups are as follows: FG IV – administrative, advisory, linguistic and equivalenttechnical tasks, FG III – executive tasks, drafting, accounting and other equivalent technical tasks, FG II – clerical and secretarial tasks, officemanagement and other equivalent tasks, FG I – manual and administrative support service tasks.

736European External Action Service

37

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Gender parity in the AST and AST/SC categories somewhat decreased in 2022. At 65% of
the population against 66% in 2021, women are
still over-represented at 65.3% at the lower

grades (AST2 to AST9), dropping to 36.7% in
the AST10 and AST11 grades, which is precisely
the same figure as in 2021.

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

120
100
80
60
40
20
0

Local Agents - Gender
In 2022 gender parity remained stable as in
2021, with 48.2% of local agents being women.
The gender distribution remained relatively
balanced within the various grade levels, withthe exception of category 5 where most positions are driver posts, traditionally occupied by
men.

500
450
400
350
300
250
200
150
100
50
0

Women

Men

LA1

Women%

LA2

LA3
Women

LA4

LA5

Men

Contract Agents - Gender
Seconded National Experts - Gender
Women continued to represent the majority
of contract agents in 2022 (55.9% over the total), with parity achieved almost at all grades in
Headquarters (except from the lowest grade FGI)and even some imbalance in favour of women in
FGII, FGIII and FGIV grades, with an overwhelming
majority of women in FGII grade category.
As regards the Delegations, there’s also an

overwhelming majority of women in FGII category, which corresponds mostly to Secretary/Assistant to the Head of Delegation positions. In
higher grades however, mostly linked with Administration and Political & Information sections,
women’s representation drops to 27.5% in comparison to 30.1%, in 2021.
100%
90%

250

80%
70%

200

60%

150

50%
40%

100

30%
20%

50

10%
FG I

FG II
Women

38

European External Action Service

FG IIIMen

and 32.8% women in Delegations against 27.9%
in 2021.

500
450
400

300

0

The share of women amongst seconded national experts increased in 2022, with 24%
women in Headquarters against 21.4% in 2020,

FG IV

0%

350
300
250
200
150
100
50
0
HQ

Delegations

Women

Men

% Women39

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

DISTRIBUTION OF STAFF BY NATIONALITY8Officials and Temporary Agents –Nationality

Recruitment to the EEAS is based on merit while ensuring adequate geographical andgender balance. As regards nationality, EEAS
efforts are focused on a more balanced representation between Member States that joined
the EU prior to 2004, and Member States thatjoined the EU in 2004 or later.
At the end of 2022, EEAS staff included nationals from all Member States. Most countries had
at least one national in each staff category, withthe exceptions of Luxembourg, which (same as
in 2021) had only one seconded national expert
in the EEAS HQ at the end of the year, and Malta
without contract agent positions.

AD Category

In addition to EU nationals, staff memberswith UK nationality continued to work in the
EEAS during 2022 in positions of officials andcontract agents (the presence of UK nationals
in the EEAS decreased by27% in comparison
with 2021).
In comparison to 2021, the majority of theMember States increased their number of nationals in the EEAS, with Croatia and Slovakia
having increased the most (19% and 10% accordingly). The Member State with the biggest
decrease compared to 2021 was Finland (-13%).

Almost all Member States held at least one
AD position in the EEAS at the end of 2022, withthe exception of Luxembourg. In addition, UK
nationals continued to be part of the AD population with nine members (three AD less than2021).

Compared to 2021 figures, the majority ofMember States in the EU13 group increased
their presence within the AD population: by theend of 2022, Cyprus, Czech Republic and Romania remained stable, while Hungary, Latvia
and Slovenia saw a slight decrease in their representation within the AD staff.
As regards the EU14 group, five Member
States increased their presence compared to2021, with the exceptions of Belgium, Denmark,Finland, Greece, Netherlands, Portugal andSweden that saw a slight decrease. Ireland remained stable throughout 2022.

20%

20%

18%

18%

16%

16%

14%

14%
12%

12%

10%

10%

8%

8%

6%
4%

6%

2%

4%

Seconded national experts
Temporary agents
Share of the country's population within the EU

United Kingdom

Spain

SwedenSlovenia

Slovakia

Romania

PolandPortugal

Netherlands

Malta

Luxembourg

Lithuania

Italy

LatviaIreland

Hungary

GreeceFranceGermany

Finland

Estonia

Denmark

Czech Republic

CyprusCroatia

Belgium

Bulgaria

Austria0%

Contract agents
Officials

2%0%

AD officials

AD Temporary Agents% of the country's population within the EU

8- Statistics on nationality with reference to EEAS population, include nationals from the United Kingdom as they continue to be members of
EEAS staff.
- Statistics on nationality with reference to EU Member States population, do not include the total population of the United Kingdom.
- Same as last year’s report, UK is no longer included in statistics concerning the EU14/EU13 groups.

40

European External Action Service

41

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Temporary Agents Member States Diplomats

year, the biggest national group was represented by France with 62 diplomats in the EEAS at
the end of 2022, while the smallest group camefrom Bulgaria, Cyprus and Slovenia with four
diplomats each. The number of Member States
diplomats slightly decreased by 2% compared
to 2021.

By the end of 2022, almost all Member States
were represented by at least one temporary
agent from their diplomatic service (Member
States’ diplomats) apart from Luxembourg andMalta. There were also no Member States’ Diplomat from the United Kingdom. Same as last
Sweden, 1.5%

Belgium, 1.3%
Bulgaria, 0.4%

Austria, 0.7%

Croatia, 0.7%
Czech Republic,
Cyprus, 0.4%
1.3%

Spain, 3.0%
Slovenia, 0.4%
Slovakia, 0.7%

Denmark, 0.9%
Estonia, 0.7%

Romania, 2.8%

Finland, 1.2%
Portugal, 0.7%

Poland, 3.0%
France, 5.8%
Netherlands, 1.7%
Malta, 0.0%
Luxembourg, 0.0%
Lithuania, 1.6%

Germany, 2.7%

Latvia, 0.9%
Italy, 1.1%

Hungary, 1.0%

AST and AST/SC Categories
Apart from Luxembourg, all Member States
and the United Kingdom were represented byat least one AST or AST/SC staff member in the

EEAS. Belgium remained the biggest nationalgroup in this category with 24.2% of all AST
and AST/SC staff members (1% increase since2021).

Austria
Belgium
Bulgaria
Croatia
CyprusCzech Republic
Denmark
Estonia
FinlandFranceGermany
GreeceHungary
IrelandItaly
LatviaLithuania
Luxembourg
Malta
Netherlands
PolandPortugal
Romania
Slovakia
Slovenia
Spain
SwedenUnited Kingdom
0%

3%

6%

9%
AST

12%

15%

18%

21%

24%

27%

AST/SCGreece, 0.8%

Ireland, 0.7%
450
400
350
300
250
200
150
100
50
0

2011

2012

2013

2014

2015
EU14

42

European External Action Service

2016

2017

EU13

2018

2019

2020

2021

2022

Total

43

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Contract Agents – Nationality

in the EEAS at the end of 2022, with the exception of Malta. 20% of contract agents were Belgians, followed by 14% of French and Italians
accordingly.

Contract Agents from almost all Member
States and the United Kingdom were working

Austria
Belgium
Bulgaria
Croatia
CyprusCzech Republic
Denmark
Estonia
FinlandFranceGermany
GreeceHungary
IrelandItaly
LatviaLithuania
Luxembourg
Malta
Netherlands
PolandPortugal
Romania
Slovakia
Slovenia
Spain
SwedenUnited Kingdom

Seconded National Experts – Nationality

to the EEAS at the end of the year (shown inthe chart below as *Other). There were no SNEs
from the United Kingdom in the EEAS by theend of 2022.

Seconded national experts (SNEs) was still
the only category that included staff members
from all Member States. In addition, three Norwegian and one Swiss experts were seconded

Austria
Belgium
Bulgaria
Croatia
CyprusCzech Republic
Denmark
Estonia
FinlandFranceGermany
GreeceHungary
IrelandItaly
LatviaLithuania
Luxembourg
Malta
Nederlands
PolandPortugal
Romania
Slovakia
0%

3%

6%

9%

12%

15%

18%

21%

Slovenia
Spain

CA FG ICA FG IICA FG IIICA FG IV

SwedenUnited Kingdom*Other0%44

European External Action Service

2%

4%

6%

8%

HQ

Delegations

10%

12%

14%

16%

45

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATIONMANAGEMENT STAFF

Heads of Delegation
100

port women in management positions, whilst
ensuring that recruitments are based on merit.
The upward trend of women in management
positions continued in 2022, with a total presence of 36.4% women managers at the endof the year. Women now represent 44.4% of30%

0Officials
Men

Luxembourg remained the only Member State
that did not hold a management position at theGender Parity in Management

European External Action Service

12%
10%
8%
4%
2%

SwedenSpain

Slovenia

Slovakia

Romania

Portugal

PolandNetherlands

Malta

Luxembourg

Lithuania

Ireland

GreeceHungary

FranceGermany

Finland

Senior Management

Share of the country's population in the EU

United Kingdom

Middle management

Estonia

Denmark0%

Croatia

100%
80%
60%
40%
20%
0%

CyprusCzech Republic

SeniorManagemt

Delegations
Men

14%

Belgium

50

Women

16%

Bulgaria

100

Headquarters

18%

Austria

150

MiddleManagemt

20%

6%

200

SeniorManagemt% Womenend of 2022. In addition, two staff members
from the United Kingdom held management
positions in HQ (two less than 2021). 21.7% ofmanagement positions were at senior level andwere occupied by nationals from 17 Member
States. French, German, Italian and Spanish nationals still occupied half of the management
positions in the EEAS with 53.2%.

Management Staff - Nationality

Middle Managers in Headquarters, while their
number in Senior Management in Headquarters took also the limelight, with an increase,from 24.2% to 30.6% women in this workforce.
In 2022, the share of women Heads of Delegation also slightly increased from 29.5% in 2021

10%

Member States TAs
Women

HQ: Temporary
agents Member
States' diplomats
8.7%

Throughout the year, the EEAS continued to
strive for a meaningful representation of men
and women in management positions undertaking dedicated actions to promote and sup-46

20

to 31% for Officials as well as for Temporary
Agents, while the number of women in Middle
Management in Delegations went up to 35%.

Management Staff - Gender

MiddleManagemt

50%

HQ: Officials
32.2%

Delegations:
Officials
35%

0

40

Italy

Delegations:Temporary agents
Member States'
diplomats
24.1%

70%

60

Latvia286 staff members held management positions in the EEAS at the end of 2022, out of
which 32.9% were Member States diplomats.
The majority of managers were assigned to EU
Delegations, either as Heads of Delegation or
Deputy Heads of Delegation.

90%

80

% Women47

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

EU13 countries represented 17.9% of middle
managers, compared to 16.2% in 2021, and9.7% of senior management compared to 8.9%
in 2021.

The EEAS continues to work towards a morebalance distribution of management positions
between EU14 and EU13 counties, taking into
consideration also the representation of thesecountries in the EU population.

Heads of Delegation
Hungary, Luxembourg and Malta were theonly Member States that did not hold a Headof Delegation position at the end of 2022. EU13
Member States represented 17% of the Heads

of Delegation, (a slight decrease compared to
18% at the end of 2021). France, Germany, Italy and Spain represented together 49.4% of
Heads of Delegation.

100.00%90.00%
80.00%

Austria

70.00%

Belgium

60.00%

Bulgaria

50.00%

Croatia

40.00%

Cyprus30.00%

Czech Republic

20.00%

Denmark

10.00%

Estonia
Finland

0.00%

EU14

EU13

% Middle management

FranceUK

Germany% Senior management

GreeceHungary
IrelandItaly
LatviaLithuania

100%

Luxembourg

80%

Malta

60%

Netherlands

40%

Poland20%
0%Portugal
2011

2012

2013

2014

2015
EU14

2016

2017
EU13

2018
UK

2019

2020

2021

2022

Romania
Slovakia
Slovenia
Spain
SwedenUnited Kingdom
0%
Officials

48

European External Action Service

5%

10%

15%

20%

25%

30%

Temporary Agents - Member States Diplomats

49

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATIONManagement Staff – Age

>=60,
8.1%

2021 figure. More than half of EEAS managers
were between 55 and 65 years old while 0.7%
were younger than 40 years old.

The average age of EEAS management staff
was 54.8 years old, almost the same as the

<30,
1.8%

30-39,
16.3%

35%
30%

50-59,
34.9%

25%
20%

40-49,
38.9%

15%
10%
5%
0%

<40

40-44

45-49
HQ

50-54

55-59

Quite similar to last year’s figures, in HQ, 17%of staff were younger than 40 and 42% were
50 years of age or older. In Delegations the percentages were 19% and 43% respectively forthe same age groups.

60-65

Delegations

DISTRIBUTION OF STAFF BY AGE

were 30 years old or younger, while the majority of officials were still older than 50 years old(59.5%).
In the temporary agents’ category, the figures
remained the same as last year with the average age at the end of 2022, at 46.2 years old.
There were still no temporary agents under 30,
while most temporary agents were still younger than 50 (66.2%).

Officials and Temporary Agents – Age

The average age of EEAS staff at the end of2022 was 47.6 years old.

The average age of EEAS officials at the endof 2022, was 51.2 years old. 0.2% of officials
65

180

63
61

160

59

140

57

120

53

100

49

80

45

55
51
47
43

60

41

40

39

20

35

0

31

37
33

age
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75

29

Officials

Temporary AgentsContract Agents

Seconded national experts

Local Agents

27
50

40

30

Officials - women

50

European External Action Service

20

10

Officials - men

0

10

20

30

Temporary agents - women

40

50

60

Temporary agents - men

51

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Contract Agents – Agethem the youngest category of staff. 49% of
women and 51% of men in this category wereyounger than 50 years old.

The average age of contract agents at the endof 2022 was still 46 years old, which madeSeconded National Experts - Ageat the end of 2022, was 46.5 years old.

The average age of seconded national experts

66

66

64

64

62

62

60

60

58

58
56

56

54

54

52

52

50

50

48

48

46

46

44

44

42

42

40

40

38

38

36

36

34

34

32

32

30

30

28

28

26
25

26

20

15

10

5

0

5

10

15

20

25

24
0

5

10

15

Women

52

European External Action Service

20

25

30

35

40

Women

Men

Men

53

EEAS HUMAN RESOURCES REPORT 2022

EEAS POPULATION

Local Agents – Agethan 26 years and had an average age of 46
years old.

Same as last year, Local agents was still the
only category with staff members younger

10

20

30
Women

40

50
Men

60

70

80

Austria
Belgium
Bulgaria
Croatia
CyprusCzech Republic
Denmark
Estonia
FinlandFranceGermany
GreeceHungary
IrelandItaly
LatviaLithuania
Luxembourg
Malta
Nederlands
PolandPortugal
Romania
Slovakia
Slovenia
Spain
SwedenUnited Kingdom
Other*
0%

2%

4%
<30

54

European External Action Service

17% of this age group. More than 50% of nationals from the majority of Member States
and the United Kingdom, were still under 50
years of age.

At the end of 2022, 78.7% of EU13 and 45.4%
of EU14 were younger than 50. At the sametime 2.3% of EU13 and 11.4% of EU14 were older than 60. Staff members under 30 years old
came from 11 different Member States, with
Belgian nationals staying at the first place with

75
70
68
66
64
62
60
58
56
54
52
50
48
46
44
42
40
38
36
34
32
30
28
26
24
22
0

Nationality - Age

30-39

6%
40-49

8%
50-59

10%

12%

14%

>=60

55

56
European External Action Service
SG.AFFGEN.DPO

Director-General

RM.BHR.1

Local Agents

RM.BHR.6

K. STASIAK

Support toDelegations

F. FINI

Real Estate, Safety
and Greening

RM.SCS.6

H. BRAND

RM.SCS.5

O. BENEDIKTR. LACROIX

SecureCommunications
Career, Learning andDevelopment

Digital Solutions

RM.SCS.4

RM.BHR.5

K. SINNO
RM.BHR.4

U. HAUER

HQ Security and EEAS
Security Policy

Selection and
Recruitment
C.VERON-REVILLE

RM.SCS.3

RM.BHR.3

AMERICAS.2

AFRICA.3

E. GILMOREEUSR Human Rights

L. SORECA

Special Envoy for External
Aspects of Migration

E. C. DEL RE

EUSR Sahel

A. WEBEREUSR Horn of Africa

R. TIBBELS
E. GILMORE

M. LAJČÁKEUSR Belgrade-Pristina
Dialogue and other Western
Balkan regional issues

T. SZUNYOG

MD-CSDP-CR

ISP

S. KOOPMANSSECDEFPOL.1

M.J. VAN DEELEN

Special Envoy Nonproliferation

C. CLAEYSSpaceSECDEFPOL.5

M.J. VAN DEELENSECDEFPOL.4
Disarmament, Nonproliferation and Arms
Export Control

N. COSTANTINICounter-terrorism

SECDEFPOL.3

A. WESTON

Patnerships andTask Force NATOSECDEFPOL.2

S. MOLS

Security and
Defence Policy

D. SCHUEBEL

S. DUCARU

H. OSTERRIEDER

European Security and
Defence College

MD-CSDP-CR.ESDC

EU SatCen

SECDEFPOL.DMD

J. BALFOORT
Director, Deputy MD

Security and Defence
PolicySpecial Envoy
Eastern Partnership

EUSR Middle East
Peace Process

A. CAPPELANI

Egypt, Syria, Lebanon
and Jordan

MENA.5

R. DOMM

European Peace
Faclity

Arabian Peninsula, Iraq
and Regional Policies
A-M. PANAGIOTAKOPOULOU

ISP.4

A. CHARLTON (f.f.)

ISP.3
Integrated Strategic
Planning for CSDP andStabilisation

G. RIUTORD SAMPOL

Conflict Prevention andMediation Support

ISP.2

B. DE SCHIETERE

ISP.1
Integrated Approach:
Methodology and
Implementation

B. DE SCHIETERE (f.f.)
Director, Deputy MD

Integrated Approach for
Security and Peace

Managing Director

B. VON SEHERR-THOSSMD.CPCC

Field Security

I. ROCA I CORTESDMD.CPCCEUMS

EUMS.CEDA
J. ŠEDIVÝ

S. WHITE
Director

EUMS.E
Communication and Information
Systems & Cyber Defence

A.E. DENK
Director

Logistics

EUMS.D

B. LAURENT
Director

Operations

Missions Operational
SupportE. HERNANDEZ ARAGONES

R. JEZEWSKI
Director

Intelligence

EUMS.B

G. BIKAKIS
Director

Concepts and Capabilities

EUMS.A

G. HORVATH
Deputy Director General /Chief of Staff

EUMS.DEP

W. ALBL (f.f.)

Deputy Director / Chief of Staff

EUMS.MPCC
Military Planning and Conduct
Capability

T. LEHTINEN

Horizontal
Coordination

EUMS.4

Director-General

H. BLEJEAN

European Union Military Staff

DMD.CPCC.4

C. DOBRAN

Missions Personnel

DMD.CPCC.3

R. ANDERSEN

Chief of Staff / Horizontal
Coordination

DMD.CPCC.2

M. MATEI

Conduct ofOperations

DMD.CPCC.1

F. ESTEBAN PEREZ
Director, Deputy MD

Civilian Planning andConduct Capability

Managing Director

S.TOMAT

Civilian Planning and Conduct
Capability

C. FRIES

Deputy Secretary General for
Peace, Security and Defence

Common Security and Defence Policy

MENA.4

R. GILI

Maghreb

MENA.3M. MANN

Israel, Occupied Palestinian
Territories and MEPP

MENA.2

B. LOESER

Regional Affairs

MENA.1

Director, Deputy MD

C. HALLERGARD

MENA.DMDManaging Director

H. LE GAL

A. MARCHAL

G. KRITIKOSDSG-CSDP-CR

SG.CRC.2
Consular Affairs

SG.CRC.1
Situation Room

F. FONTAN PARDO
Director

EEAS Crisis Response Center

SG.CRC.3

D. MALNAR

SG.CRCINTCEN.2
Support / Open Sources
Research (OSR)

A. LASSALLE

Director

INTCEN.1

Special Envoy forSpace
C. CLAEYS

T. HAKALA

MD-MENA

Middle East and North Africa

SG.3

T. BECHET

ProtocolEU INTCEN

J. MORGADOEU Intelligence and Situation
CentreIntelligence Analysis
and Reporting

EUSR South Caucasus
and Georgia
T. KLAAR

J. SATTLEREUSR Kosovo

EUSR Central Asia

D. DLOUCHY-SULIGA (f.f.)

Georgia, Moldova, Armenia,
Azerbaijan, Belarus

EURCA.5

D. KRISSLER

Central Asia

EURCA.4

EUSR BIH

C. GANSLANDTEUSRs report to HR/VP
The Working Groups Chairs work under the authority of their Managing Director/Director.

Special Envoy for
Indo-Pacific
Special Envoy for thePeace Process in Colombia

T. NIKLASSON

Special Envoy for
Afghanistan

R. TEERINKSouth Asia

ASIAPAC.6

T. FRELLESEN

J. JONSSONSpecial Envoy for
the Arctic

T. SALOMONSON

United Kingdom
D. PORTER

China, Hong Kong, Macao,
Taiwan and Mongolia

Japan, Korea, Australia,
New Zealand and Pacific

R. BAJADA

United States andCanadaEUROPE.4

RussiaA. PERKAUSKIENE

I. BEGKOS (f.f.)

EURCA.3

P. GOMBALOVA

UkraineEURCA.2

E. AUEREURCA.1
Regional Eastern
Patnership, Regional
Cooperation and OSCE

Director, Deputy MD

L. DEVIGNEEURCA.DMD

Managing Director

M. SIEBERT

SG.2

Parliamentary
Affairs
N. PENALVER GARCIA

SG.1

L. LALLEMAND-ZELLERMediator

Chair EU Military Committee
R. BRIEGER

Eastern Europe and Central Asia

MD-EURCA

S. RONNER-GRUBAČIĆ

SG.GENDER AND
DIVERSITY
Gender and Diversity
AdviserTurkey / EastMed

EUROPE.3

E. FENETSouth East Europe /Western Balkans

EUROPE.2

C. GANSLANDT

Western Europe /Artic / Regional

EUROPE.1

Director, Deputy MD

M. MAKOVEC

EUROPE.DMD

Managing Director

A. EICHHORST

Europe

MD-EUROPE

B. SCHOLL

Iran

POL-2

ASIAPAC.4

Horn of Africa, East
AfricaC. GRAUAMERICAS.4

B. PLINKERTSouth-East Asia

ASIAPAC.3

D. DERYA

Afghanistan andPakistan

ASIAPAC.2

I. GIOGKARAKIS-ARGYROPOULOS

Regional Affairs, ASEM
and Indo-Pacific

ASIAPAC.1

Director, Deputy MD

P. PAMPALONIASIAPAC.DMD

Managing Director

ASIAPAC.5

Central Africa
A. MAIO-COLICHE

Migration and Human
Security

AMERICAS.3

V. LORENZOSouth America

MD-ASIAPAC

G. WIEGAND

Asia and Pacific

D. PRONK

Chair of Political and Security
Committee, Deputy Political
Director

AFRICA.5

AFRICA.4

GLOBAL.GI.4

R. YOUNG

West Africa

GLOBAL.GI.3

A. STRZASKA

J. HATWELL

Mexico, Central
America and Caribbean

C. GINTERSDORFER

Regional Affairs

AMERICAS.1

Director, Deputy MD

J. NINO PEREZAMERICAS.DMD

Managing Director

B. GLYNN

Americas

AFRICA.2

A. MARIANI

GreenTransition
MigrationandHuman Security
L. RAGHER

MD-AMERICASSouthern Africa andIndian Ocean

N. BELLOMO

Pan-African Affairs

AFRICA.1

Director, Deputy MD

B. QUINTIN

AFRICA.DMD

Managing Director

GLOBAL.VMR.3

D. RINGROSE

AfricaR. LARANJINHA

Human Rights

GLOBAL.GI.2

Connectivity andDigital Transition
N. MAC CALL

RM.SCS.2

C. SALUSTRI

Public Procurement,
Contracts and Finance

GLOBAL.VMR.2

D. TRAMACERE

E. MATHEWS

P. CASINI

Democracy andElectoral Observation

GLOBAL.GI.1

O. BAILLY
Director, Deputy MD

Economic Issues andGlobal Health

Global Issues
C. KOKKINAKIS
Director, Deputy MD

Multilateral
Relations

GLOBAL.GI.DMD

GLOBAL.VMR.DMD

Values and Multilateral
Relations

GLOBAL.VMR.1

RM.SCS.1
Information andDocument Management

H. CAMPBELL

Planning, reportingand compliance

RM.BHR.2

P. BATTISTA

Budget and Posts
Management

Security and Corporate
Services
P. RUYS
Director

RM.SCS

F. GENTILINIF. CALEPRICO

M. VANHEUKELEN

GLOBAL.HCA01
Climate Diplomacy

RM.EDA
European Diplomatic
AcademyRM.01

RM.BHR

MD-AFRICA

SanctionsS. DE WAELE

M. CERVONE D'URSO

MD-GLOBAL

POL-1

POL-DPD

E. MORA

H. KONIG
ECO.FIIC
Financing Instruments andInternational Cooperation

Coordination

Budget and Human
Resources
K. DE PEYRON
Director

EU ISSEU ISS
G. LINDSTROM

DSG-POL

L. GUELLNER

SG.STRAT.3

Policy Planning andStrategic Foresight
H.DELPHIN

Deputy Secretary General for
Political Affairs, Political Director

D. MELLADO

SG.STRAT.2
Strategic Communication,
Task Forces andInformation Analysis

DSG-ECOB. MARTINEZ CARBONELLManaging Director

G. DI VITA

SG.STRAT.1

Communication Policy
and Public Diplomacy

M. SANTOROHead of SG OFFICE

Policy Coordination

SG.COORD

S. SANNINO

Secretary General

Deputy Secretary General for
Economic and Global Issues

E. SAVOIA-KELETI

Global Agenda and Multilateral
RelationsL. PROMELLE

Data Protection
Officer

Resource Management

DG-RM

K. KOURI

S. MARQUARDT

T. KOZLOWSKI

SG.AFFGEN.3

Inspection service

SG.AFFGEN.2

Administrative Legal
IssuesSG.AFFGEN.1

Legal affairs

Internal Audit

SG.STRATF. HOFFMEISTER

Strategic Communication andForesight
H. DELPHIN (f.f.)
Director

P. WAGNER

SG.AFFGEN

SG.AFFGEN.4

FPI

Foreign Policy Instruments
Service (Commission Service)

HR/VP

J. BORRELL FONTELLESANNEXES

Director for General Affairs
and Chief Legal Officer

As of 1st November 2022

HQ Organisation chart

EUROPEAN EXTERNAL ACTION SERVICEEEAS HUMAN RESOURCES REPORT 2022
ANNEXESORGANISATION CHART- RM.BHR.1

57

58
European External Action Service• Argentina• Barbados• Bolivia• Brazil• Canada• Chile• Colombia• Costa Rica
• Cuba• Dominican Republic• Ecuador• El Salvador• Guatemala

AMERICAS• Angola• African Union• Benin• Botswana• Burkina Faso
• Burundi• Cabo Verde• Cameroon• Central African Republic• Chad• Congo• Congo, Democratic Rep.
• Djibouti• Eritrea• Eswatini• Ethiopia• Gabon• Gambia• Ghana• Guinea• Guinea-Bissau• Ivory Coast• Kenya

AFRICA• Guyana• Haiti• Honduras• Jamaica• Mexico• Nicaragua• Panama• Paraguay• Peru• Trinidad and Tobago• United States• Uruguay• Venezuela• Lesotho• Liberia• Madagascar• Malawi• Mali• Mauritania• Mauritius• Mozambique• Namibia• Niger• Nigeria• Rwanda• Senegal• Sierra Leone• Somalia• South Africa• South Sudan• Sudan• Tanzania• Togo• Uganda• Zambia• Zimbabwe• Armenia• Azerbaijan• Belarus• Georgia• Kazakhstan• Kyrgyzstan• Moldova• Russia• Tajikistan• Turkmenistan• Ukraine• Uzbekistan

EURCA

• CoE
• Holy See/UN• OECD/UNESCO• UN Geneva• UN New York• UN/IAEA/OSCE• WTO

GLOBAL• Albania• Bosnia and Herzegovina• Iceland• Kosovo• Montenegro• North Macedonia• Norway• Serbia• Switzerland• Turkey• United Kingdom

EUROPE• Malaysia• Mongolia• Nepal• New Zealand• Pakistan• Papua New Guinea• Philippines• Singapore• Sri Lanka• Taiwan• Thailand• Timor-Leste• Vietnam• Algeria• Egypt• Iraq• Israel• Jordan• Kuwait• Lebanon• Libya• Morocco• Qatar• Saudi Arabia• Syria• Tunisia• United Arab Emirates• West Bank and Gaza Strip• Yemen

MENA• Afghanistan• ASEAN• Australia• Bangladesh• Burma/Myanmar• Cambodia• China• Fiji• Hong Kong
• India• Indonesia• Japan• Korea• LaosASIAPAC

EEAS HUMAN RESOURCES REPORT 2022
EEAS POPULATION

LIST OF EU DELEGATIONS

59

www.eeas.europa.eu