WRITTEN QUESTION E-3402/00 by Nicole Thomas-Mauro (UEN) to the Commission. Intercultural management in the Commission.
Date: 2000-11-07
Institutions: European Parliament, Provisional data
Subjects: European Commission, administration of the Institutions, cultural difference

19.6.2001

EN

Official Journal of the European Communities

C 174 E/49

The Commission has issued a recommendation on interconnection in a liberalised telecommunications
market (cid:129) Part 1: Interconnection pricing (2) which recommends that, where cost orientation is imposed,
interconnection charges should be calculated on the basis of long run average incremental costs (LRIC).

The recommendation also indicates (cid:145)best current practice(cid:146) interconnection charges for call termination on
fixed networks. However the cost structure of mobile networks is different to that of fixed networks, and
the (cid:145)best current practice(cid:146) interconnection charges in the recommendation do not apply to call termination
on mobile networks.

The Commission has issued a call for tenders for a study on cost structures in mobile networks, and the
results of this study will be published and made available to national regulatory authorities during 2001.
On the basis of the study results, the Commission will consider whether it needs to take further action.

The Commission is in parallel assessing a complaint of a fixed operator against a number of mobile
operators for alleged charging of excessive prices. Since the opening of the proceeding most of the
operators concerned have decreased their fixed to mobile termination rates.

(1) OJ L 199, 26.7.1997.
(2) OJ L 73, 12.3.1998.

(2001/C 174 E/049)

WRITTEN QUESTION E-3402/00

by Nicole Thomas-Mauro (UEN) to the Commission

(7 November 2000)

Subject: Intercultural management in the Commission

With the development of international competition and the European market,
intercultural aspects of
management are increasingly an area for study. The structure of the European Union means that it relies
heavily, like the business world, on confidence between partners. Areas of potential misunderstanding thus
needs careful management.

Bearing in mind the world of business and its experiences, as well as research into international and
1.
in managing fifteen nationalities which
intercultural management, can the Commission say whether,
engage daily in negotiating specialised or sensitive subjects, it takes account of the problems arising from
the intercultural aspect, a source of both enrichment and tensions?

Does the Commission, which for decades has been a veritable test bed for this phenomenon, a

2.
melting pot of multicultural encounters, have studies available on the subject?

3.
At the level of the Commission, as in economic life, an error of analysis or assessment, or quite
simply a misunderstanding, can have serious consequences (failure of projects, financial costs, cost in
manpower, etc.).

Has the Commission ever tried to calculate the cost of intercultural misunderstandings?

4.
Has the Commission made a study of the causes and consequences of problems experienced by its
staff (in order to isolate the intercultural factor) with a view to making its administration more efficient?
Has the Commission, in the light of its experience, thought about methods of intercultural management
and ways of managing difference?

5.
Since the aim is to achieve clear, unhampered communication within the group, does the Commis-
sion organise training programmes like those offered in the business world to expatriates, managers and
workers in multinational teams with the aim of making them aware that cultural points of reference are
not absolutes, so that they will acknowledge difference more readily and collaborate more effectively?

C 174 E/50

Official Journal of the European Communities

EN

19.6.2001

Answer given by Mr Kinnock on behalf of the Commission

(8 January 2001)

The Commission is clearly aware of the specific challenges posed to the work of the European Institutions
by the cultural diversity within the Community. The diverse cultural background of the staff is also
considered to be an asset in terms of meeting the needs and expectations of citizens of the EU because it
obviously reflects the various cultures within the Community. Consequently, the Commission attaches
importance to the training of its staff in relation to these issues.

There are no specific studies on this issue by the Commission, and neither is there an estimate of costs that
could be caused by misunderstandings due to cultural differences. An estimation of any such costs would
clearly have to be based on precise and reliable analysis of the causes and consequences of misunderstand-
ings. It is doubtful whether such an analysis is feasible in practical terms.

There is no specific study on problems for staff resulting from the multicultural background of the
working environment. Nevertheless, the multicultural factor is addressed on the basis of facilitating the
integration of staff who are working abroad from their home countries and the Commission consequently
provides various useful social services. Furthermore,
the multicultural working
environment are to be addressed in a publication which is currently in preparation and will be published
early in 2001: This six page brochure demonstrates the importance of coping with cultural diversity and
its consequences in the working environment. It refers to the obstacles (stereotypes, misunderstanding,
negative attitudes, etc) to be avoided, and it recommends some guidelines for behaviour which could help
to improve the quality of the intercultural relationship, where that is necessary.

the main aspects of

The Commission has for several years organised training on the issue of cultural diversity and intercultural
communication and co-operation. As well as regular special courses dedicated to this subject,
the
multicultural nature of the organisation is a feature that is taken into account in the design of all
management and behavioural training in the Commission. The Commission(cid:146)s white paper of March
2000 (1) stressed the importance of training that is related to working in a multicultural environment, to
managing diversity, and to the Commission(cid:146)s obligation to help staff to develop their potential in the
multinational environment.

A new project entitled (cid:145)Optimisation of cultural diversity(cid:146) has recently been proposed by the training
department and the social policy unit which will be of benefit to all staff.

(1) COM(2000) 200 final.

(2001/C 174 E/050)

WRITTEN QUESTION E-3407/00

by Armando Cossutta (GUE/NGL) to the Council

(8 November 2000)

Subject: Deportation of Italian citizens by Germany

Last spring an Italian family living in Baden-W(cid:252)rttemberg was deported by Germany because the head of
household had lost his job.

The couple had moved with their four children to the German Land just over a year earlier, with a
standard employment contract, but after an accident the head of household had had to leave his new job
and together with his pregnant wife found temporary employment in a cleaning firm.

Despite this, one morning the police took the whole family, searched the two spouses as if they were
major criminals and loaded the family onto the first plane for Italy without even allowing them to collect
their personal belongings or bottles for the small children.

Does the Council not consider that it is necessary to condemn and penalise such reprehensible
1.
conduct, which has clearly racist anti-Italian overtones, and which has been going on for far too long in
Germany, where Italian citizens have also been physically attacked by gangs of neo-Nazis?

Does the Council not also believe that the violation of Community laws on the free movement of

2.
persons and workers should be condemned?