Annual activity - Report of the mediation service of the European Commission 2009 in accordance with Article 5(1) of the Commission Decision
Date: 2010-06-21
Institutions: European Commission
Subjects: European Commission, European official, activity report, labour dispute, mediator, psychological harassment, regulations for civil servants, servant (EU), sexual harassment

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EUROPEAN COMMISSION 

Brussels, 21.6.2010 
SEC(2010)734 final 

REPORT TO THE COMMISSION 

ANNUAL ACTIVITY REPORT 
OF THE MEDIATION SERVICE 
OF THE EUROPEAN COMMISSION 
2009 

in accordance with Article 5(1) of the Commission Decision 

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ANNUAL ACTIVITY REPORT

            OF THE MEDIATION SERVICE  
         OF THE EUROPEAN COMMISSION 

2009
2009

                       in accordance with

 Article 5(1)

of the  Commission Decision 

           of 4 March 2002

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TABLE OF CONTENTS 

1. 

2. 

3. 

3.1. 

3.2. 

3.3. 

INTRODUCTION........................................................................................................ 4 

GENERAL FRAMEWORK ........................................................................................ 4 

TYPES OF CASES ...................................................................................................... 5 

Overview ...................................................................................................................... 5 

Statutory rights and obligations ................................................................................... 6 

Relationship conflicts in the workplace and harassment ............................................. 6 

3.3.1.  Methodology ................................................................................................................ 6 

3.3.2.  Analysis of cases .......................................................................................................... 7 

3.3.3.  Potential solutions ........................................................................................................ 7 

3.4. 

Social component ......................................................................................................... 8 

4. 

RECOMMENDATIONS ............................................................................................. 9 

4.1. 

Follow-up of the recommendations of the 2008 annual report .................................... 9 

4.1.1.  Contract staff................................................................................................................ 9 

4.1.2.  Application of Article 24 of the Staff Regulations ...................................................... 9 

4.1.3.  Fast-tracking mobility .................................................................................................. 9 

4.2. 

New recommendations............................................................................................... 10 

4.2.1.  PMO services ............................................................................................................. 10 

4.2.2.  The "over 50s"............................................................................................................ 10 

4.2.3.  The status of grant-holders in the Joint Research Centre (JRC) ................................ 10 

5. 

6. 

FINDINGS ................................................................................................................. 11 

ANNEXES ................................................................................................................. 12 

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1. 

INTRODUCTION 

In  accordance  with  Article  5(1)  of  Commission  Decision  C(2002) 601  of  4  March  2002 
setting up a reinforced Mediation Service, the Commission Mediator is required to submit an 
annual report to the Commission. This report concerns the activities of the Mediation Service 
in  2009,  which  is  the  second  reference  period  since  the  new  Mediator  took  up  office  in 
February 2008.  

Continuity,  consolidation  and  development  have  been  the  focus  of  the  Mediation  Service's 
work  in  2009.  These  objectives  influenced  the  Service's  working  principles  as  well  as  its 
methods and instruments for action. Independence, impartiality and confidentiality have been 
the three strategies which have continued to guide the Mediator's approach. 

In  2009,  the  Mediation  Service  handled  370  cases,  a  considerable  increase  compared 
with the previous year (257 cases). In addition, 73 cases which could not be completed the 
first year were also processed, with a solution being found in 2009 for over half of them.  

The findings of the 2008 report advocated measures to improve good administration and made 
specific recommendations to the Administration. Section 4 of this report describes steps taken 
by the Administration in this direction. Further recommendations are presented at the end of 
the report. 

2. 

GENERAL FRAMEWORK 

In accordance with the abovementioned decision, the Service's work, as in 2008, was carried 
out  with  strict  observance  of  confidentiality,  on  the  basis  of  three  essential  parameters 
(complementarity of action with other departments, pursuit of a conflict management policy 
and creation of a true mediation culture). 

resources  policy.  One  of 

The Mediator's activities underpin and supplement the work of the Institution in terms of the 
professionalisation  of  human 
instruments  of 
complementarity of action, dedicated contact points, was further reinforced and consolidated 
in 2009. Mutual trust between human resources managers and the Mediation Service has been 
the  main  element  in  the  success  of  this  approach.  The  possibility  of  rapid  contact  with  the 
departments  directly  concerned  by  a  case  is  essential  for  trying  to  find  an  appropriate, 
balanced  solution.  However,  despite  the  progress  made,  contacts  in  some  Directorates-
General should be further developed.  

the  key 

Since  the  Mediation  Service  was  reinforced  in  2008,  it  has  made  considerable  efforts  to 
transform the conflict and confrontation approach into a culture of mediation. Not only does 
the rise in the number of cases brought by Commission staff demonstrate this ability to settle 
disputes in a less formal and confrontational way, but it also, and above all, it demonstrates 
the will of management to try and find an amicable solution by referring cases directly to the 
Mediation  Service.  This  approach  deserves  to  be  underlined  and  encouraged.  It  proves  that 
some Commission departments are starting to become aware of the added value provided by 
solutions involving mediation. 

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3. 

TYPES OF CASES 

3.1. 

Overview 

The  Mediation  Service  is  available  to  over  30 000  officials  and  other  agents  of  the 
Commission. To facilitate matters for staff in the various Institution premises located outside 
Brussels,  the  members  of  the  Service  carried  out  several  missions  to  Ispra,  Seville, 
Luxembourg, Geel, Karlsruhe and Petten.  

The number of cases dealt with in 2009 (370) means a 50% increase compared with 2008. 
The two main categories of cases referred to the Service are: issues relating to statutory 
rights  and  obligations,  and  relationship  conflicts,  including  harassment.  Problems 
relating  to  statutory  matters  account  for  over  half  of  all  cases  (203  cases).  Relationship 
problems  represent  approximately  42%  of  the  cases  (155  cases).  A  certain  number  of  cases 
have  a  significant  social  component,  involving  particularly  delicate  family,  medical  or  even 
financial situations. 

The abovementioned decision states that oral or written recommendations to resolve a dispute 
can  be  made  with  respect  to  complaints  lodged  pursuant  to  Article  90(2)  of  the  Staff 
Regulations. While several complaints may have been avoided following intervention by the 
Mediator  in  accordance  with  Article  90,  the  Mediation  Service  would  like  to  underline  the 
fact that it has not yet been possible to carry out a more dynamic and systematic analysis of 
complaints submitted to the Administration pursuant to this Article. This is mainly due to a 
lack of resources and the resulting excess workload borne by the Service. 

This excess workload explains why, in 2009, the Mediator had to establish priorities in order 
to  handle  the  cases  referred  to  her.  Out  of  the  370  cases  concerned,  roughly  78%  were 
completed, while 18% are still in progress or pending. A small percentage – 4% – concerns 
cases which were rejected or assigned to another department.  

There are three kinds of activities performed by the Service. Impartial advice can be given to 
Commission  staff  (47%),  the  Mediation  Service  can  intervene  with  respect  to  Commission 
departments  (32%),  always  with  the  prior  agreement  of  the  party  concerned,  or  actual 
mediation can be organised (18%). Two structured interventions led to the Mediator making a 
written  recommendation.  The  Mediator  is  pleased  to  note  that  these  recommendations  were 
scrupulously followed by the Directorates-General concerned. 

There  has  been  a  slight  increase  in  the  number  of  cases  (65  compared  with  44  in  2008)  of 
mediation  in  the  strict  meaning  of  the  term,  as  a  tried  and  tested  technique  used  to  settle 
disputes. This approach must, however, be further developed in future. Greater efforts by the 
Institution  to  proceed  with  amicable  settlements  would  be  welcomed,  as  stated  also  in  the 
general comments of the Civil Service Tribunal's annual report1. 

1 

"[…]  It  proved  possible  to  bring  only  two  cases  to  a  close  following  an  amicable  settlement  at  the 
instigation of  the  bench hearing  the  action. The  Civil  Service  Tribunal  takes  the  view  that  this  rather 
unsatisfactory  figure  is  in  large  part  attributable  to  the  often  reluctant  attitude  of  the  parties,  and  the 
institutions in particular, although in many instances, the case was suitable for amicable settlement and 
there was a genuine chance of reaching such a settlement". (Proceedings of the Civil Service Tribunal in 
2009, page 1). 

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3.2. 

Statutory rights and obligations 

The experience acquired in 2009 in handling cases of statutory rights and obligations confirms 
the  trends  already  mentioned  in  the  previous  report.  The  main  reasons  for  the  disputes 
between Institution staff and the Administration which were identified that year unfortunately 
still  apply,  in  particular  as  regards  the  excessively  restrictive  and  routine  application  of  the 
Staff Regulations.  

Of  the  203  cases  concerned,  examination  of  some  was  temporarily  suspended  by  the 
Mediator. It is worthwhile highlighting some aspects which constitute grounds for a refusal by 
the Mediation Service. The Mediator has no intention of replacing the competent Commission 
departments  in  terms  of  everyday  handling  of  cases.  This  point  concerns  the  PMO  and  DG 
RELEX,  Directorate  K,  in  particular.  A  large  number  of  cases  submitted  to  the  Mediation 
Service  were  intended  simply  to  obtain  an  answer  from  the  Administration,  which  had  not 
responded  within  a  reasonable  period  of  time.  Since  mediation  can  start  only  once  the 
arguments of both parties have been properly identified, the Mediation Service was unable to 
intervene until the Administration had formulated its initial position. This is why cases have 
been rejected or suspended.  

The  problems  relating  to  rights  and  obligations  have  to  do  with  the  content  of  the  Staff 
Regulations, which is why the complaints submitted to the Mediator have virtually the same 
characteristics as in the previous report. 

As in 2008, an important customer for the Mediation Service was DG RELEX. At the request 
of  the  management  of  this  Directorate-General,  the  Mediation  Service  conducted  a  fact-
finding mission outside the EU in relation to a specific case. This particularly complex case 
based  partly  on  the  interpretation  of  national  legislation  concerning  the  compliance  of  the 
contractual  situation  of  the  agents  concerned  had  been  settled  by  the  Mediation  Service  in 
another  delegation.  Following  a  thorough  examination  and  thanks  to  the  very  good 
cooperation of the Directorates-General concerned, it proved possible to find an amicable and 
satisfactory solution for all the parties concerned, including the Administration. 

The  2008  report  referred  to  persisting  problems  involving  the  PMO  and  the  application  of 
Article  85  of  the  Staff  Regulations (recovery of undue  payments), in particular as regards a 
lack of relevant information and failure to provide justification for decisions. The experience 
acquired  in  the  cases  handled  in  2009  prompts  the  Mediator  to  raise  a  new  and  not 
insignificant  point.  While  the  Administration  can  invoke  Article  85  to  remedy  an  error 
committed, a certain number of cases have shown that the conditions governing recovery that 
are  laid  down  in  this  Article  are  not  always  properly  examined  or,  consequently,  properly 
applied. 

3.3. 

Relationship conflicts in the workplace and harassment 

In 2009, 155 people contacted the Mediation Service about problems relating to relationship 
conflicts in the workplace or harassment (moral and sexual), which account for 42% of all the 
cases handled by the Service. 

3.3.1.  Methodology 

In  terms  of  methodology,  the  special  nature  of  the  approach  developed  by  the  Mediation 
Service is that it triggers a dynamic process of efforts to find a solution. The key element of 

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this approach is the confidential, personal interview, which makes it possible to identify the 
type of problem, the seriousness of the situation and the available resources, so that potential 
solutions can be pinpointed. 

The other aspect which the Service has endeavoured to take into account where possible is the 
dialogue with the alleged harassers, who represent the other side of the coin. This preventive 
approach favoured by the Service means that problematic behaviour is not stigmatised, and a 
genuine attempt at clarification can be undertaken with the parties concerned. The aim is to 
get  beyond  a  dialectic  based  on  the  opposition  between  true  and  false,  and  guilty  and 
innocent, which is the territory of a formal judicial approach, in order to concentrate on the 
dysfunctional aspects of behaviour.  

Subsequent  in-depth  discussion  of  the  situation  is  the  routine  approach  adopted  by  the 
Service. A conflict or case of alleged harassment can sometimes conceal the malfunctioning 
of a department, structural shortcomings, management flaws or a personal problem. 

3.3.2.  Analysis of cases 

In 2009 the Service worked on some particularly complicated cases, which involved several 
people rather than the usual scenario of a bilateral relationship, thereby making the case more 
complex. 

involved, 

the  persons 

the  viewpoint  of 

From 
there  were  far  fewer  cases  of 
harassment/conflicts in relations with colleagues (horizontal relations) than in relations with 
management (vertical, descending); therefore this has remained the same compared with the 
previous year. This point confirms the fact that position in the hierarchy is still a key element 
in  conflicts.  Management  style  also  appears  to  play  a  quite  important  role.  It  is  also 
worthwhile  pointing  out  that  a  small  percentage  of  cases  consisted  of  complaints  from 
managers who felt they were being attacked by a subordinate (vertical, ascending). In some 
cases,  there  were  false  accusations  of  harassment  made  against  bosses  or  colleagues  which 
the Mediation Service was able to foil by uncovering hidden agendas. 

Generally  speaking,  what  characterises  cases  in  this  category  is  the  fact  that  people 
experiencing  quite  difficult  relations  at  work  risk  getting  caught  up  in  a  vicious  circle  of 
exclusion.  Given  the  current  situation  at  the  Commission,  mobility  is  extremely  difficult  in 
the event of a problem of this kind. This causes serious problems for people who are forced to 
change  their  working  environment  following  a  conflict,  and  they  run  the  risk  of  becoming 
locked into a vicious circle. 

The Mediation Service also identified cases in which human relations issues took the form of 
a "strategic", active exclusion mechanism, which seemed to be based on objectives bearing no 
relationship to the abilities of the person concerned. Such a situation implies obvious psycho-
social risks for the persons targeted and undermines the ethical behaviour rules and values of 
the Institution. 

3.3.3.  Potential solutions 

Generally speaking, the main features of relationship conflicts and, even more so, harassment, 
are the implications, which can be very serious for the victims, even if they are only alleged 
victims during the informal procedure. 

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In  many  cases,  therefore,  if  the  situation is not reversible through active mediation between 
the parties, a solution must be found involving the prompt separation of the parties involved, 
in  accordance  with  Decision  C(2006)1624/32.  Separating  the  parties  concerned  means 
reassigning one of the two people involved in the dispute, or even both in exceptional cases. 
In  a  normal  mobility  procedure,  it  is  very  difficult,  however,  to  find  an  alternative  post 
because  of  the  structural  shortage  of  vacancies.  The  "age"  factor  (over  50)  can  complicate 
matters even further.  

That is why, in properly identified problematic situations and in cases where there has been 
no  alternative  to  separation,  the  Service  has  negotiated  relatively  rapid  transfers  with  the 
Directorates-General concerned, with a budget allocation, for a period limited to one year at 
most.  Because  the  post  is  "lent"  for  a  year,  the  Directorate-General  which  is  "lending"  the 
person  thus  signals  its  willingness  to  allow  the  person  to  "return"  even  before  the  period  is 
complete. The Service could also propose an exchange to fill the vacancy created as a result. 
This  is  what  allows  the  fast-tracking  system  to  remain  in  constant  movement,  so  that  the 
number of posts lent and the number of people returning to former posts tend to offset each 
other. 

The  Service  obtained  positive  results  overall  when  it  organised  24  transfers  (one  in  the 
context  of  COMPAS),  with  the  active  cooperation  of  the  human  resources  managers  of  the 
Directorates-General concerned. It thus managed to get people back to work who had been on 
sick  leave  for  long  periods  as  a  result  of  a  relationship  conflict  or  alleged  harassment.  A 
simple  arithmetic  calculation  of  the  days  on  which  certain  people  were  absent,  which  takes 
account  only  of  the  most  significant  cases,  produces  a  figure  of  up  to  2000  days.  In  some 
cases,  specific  support  measures  such  as  coaching  have  also  been  introduced  with  the 
cooperation of the Administration. 

This  approach  makes  it  possible  to  break  the  vicious  circle  of  exclusion,  which  can  be 
very serious in some cases. The Institution thus avoids the risk of further penalising people in 
a temporarily weak situation and sidesteps the classic safety valve, which is the last resort of 
potential victims: long-term sick leave, the forerunner of disability. 

3.4. 

Social component 

A  certain  number  of  cases  comprise  a  predominant  social  component  consisting  of  a 
combination of medical and even financial aspects. People are often prompted to consult the 
Mediation Service after having tried other solutions unsuccessfully for a long time, sometimes 
without  even  having  obtained  any  advice  or  a  sympathetic  ear.  Such  people  sometimes 
develop a feeling of injustice, which undermines their productivity in the Institution.  

Contacts with DG ADMIN and other Commission departments have proven to be extremely 
positive when looking for solutions in this respect, enabling half of the cases of this type to be 
resolved. The Service considers that it is in fact through particularly careful management of 
cases with social components that the human face of the Institution can be improved. 

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"Where there are signs of psychological or sexual harassment, one option which may be envisaged is to 
move one of the parties concerned (within the DG or to another DG). This measure may take the form 
of a reassignment in the interests of the service, and may involve the victim (preferably with his or her 
agreement)  or  the  alleged  harasser  (following  an  interview  with  the  competent  DG)".  (Commission 
Decision  C(2006)  1624/3  of  26  April  2006  on  the  European  Commission  policy  on  protecting  the 
dignity of the person and preventing psychological harassment and sexual harassment, paragraph 6.2.3). 

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4. 

RECOMMENDATIONS  

4.1. 

Follow-up of the recommendations of the 2008 annual report 

Measures  to  improve  the  Administration's  functioning  were  put  forward  in  the  previous 
report: quality of information, fast action, in particular in the case of conflicts or harassment, 
the right person in the right place, the development of managers' relationship skills, and the 
use of coaching. These measures apply now more than ever. Specific recommendations were 
also addressed to the Administration.  

4.1.1.  Contract staff  

The  Mediation  Service  had  identified  a  problem  linked  to  the  difficulty  faced  by  some 
contract staff members who had passed a selection procedure for a higher function group in 
receiving credit for all of their professional experience. It was pointed out that if this situation 
continued,  it  could  prove  to  be  highly  demotivating  and  contrary  to  good  administrative 
practice.  The  Mediator  is  pleased  to  see  that  the  Administration  is  willing  to  examine  this 
situation. DG HR is in the process of finalising new general implementing provisions which 
should enable all experience acquired by contract staff members to be taken into account, as 
regards the criteria applied both when they are recruited and when they are classified in grade 
and  step,  provided  that  it  has  been  acquired  in  one  of  the  Commission's  sectors  of  activity. 
The  Mediation  Service  will  carefully  follow  the  efforts  in  this  domain  until  they  are 
concluded.  

4.1.2.  Application of Article 24 of the Staff Regulations 

The  Mediation  Service  had  also  recommended  that  guidelines  be  drawn  up  for  applying 
Article  24  of  the  Staff  Regulations.  The  Mediator  takes  note  of  the  fact  that  informal 
procedures were recently introduced to coordinate better the work of the various departments 
involved in managing and monitoring requests made pursuant to Article 24. 

The  Mediator  would  have  preferred  to  see  clear  guidelines  established  in  this  domain.  In 
addition, with regard to investigation procedures which have led to the dismissal of a case, she 
agrees with the Administration that a case-by-case approach could be a good option to assess 
whether specific compensation should be granted. 

4.1.3.  Fast-tracking mobility 

in  particular  relationship  conflicts.  However, 

The Mediation Service had also recommended fast-tracking mobility to solve some types of 
cases, 
the 
Administration is reluctant to establish a new formal interdisciplinary structure. Nevertheless 
she recommends more flexibility in the COMPAS3 mechanism so that she can solve the cases 
referred to her more quickly. 

the  Mediator  regrets 

that 

3 

COMPAS  (coordination  of  medical,  psychosocial  and  administrative  assistance)  was  set  up  in 
accordance  with  the  communication  of  26 April 2006  on  management  policy  on  absence  for  medical 
reasons  and  invalidity.  It  is  a  special  coordinating  structure  involving  all  departments  working  in  the 
social,  psychological  and  medical  sphere  that  makes  it  possible  to  fast-track  mobility  and  any 
subsequent reassignment of duties, if necessary. 

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4.2. 

New recommendations 

4.2.1.  PMO services 

The  Mediation  Service  notes  that  a  large  number  of  pecuniary  cases  arise  from  systemic 
problems identified at the PMO. In its 2008 annual report, the Mediation Service had already 
pointed  out  that  the  excessively  rigid  and  impersonal  approach  to  cases  by  the  PMO  could 
have adverse effects on individual staff entitlements. Mention was also made of the need for 
advance  warning  of  a  recovery  procedure  and  explanations  as  to  why  it  would  take  place. 
From the experience acquired in handling cases concerning the PMO in 2009, however, the 
Mediator would confirm that the situation is still the same. The success of a file still depends 
all too often on the goodwill of individual desk officers. The Mediation Service would point 
to the lack of a coherent, coordinated, proactive approach by some PMO services. 
A  change  of  attitude  by  the  people  who  are  in  the  frontline  is  also  necessary  to  avoid 
situations  where  a  staff  member  is  simply  poorly  informed  or  not  properly  directed  to  the 
PMO unit which is actually competent.  

The Mediation Service recommends a thorough examination of the reasons for this situation 
in order to guarantee the fundamental principles of good administration, team spirit and duty 
of care, while reinforcing the positive image of the Institution's reputation. 

4.2.2.  The "over 50s" 

Of all the cases in 2009, the AD 12 category is by far the biggest group. This should probably 
be looked into carefully by the Administration since this is a pre-retirement category which is 
often  confined  to  very  secondary  roles.  In  particular,  looking  at  grades  AD  12  and  AD  13 
together, the Mediation Service has learnt from experience that the Institution could  make 
better  use  of  the  resources  represented  by  the  over  50s  who  are  not  in  management 
positions  by  taking  care  to  define  their  tasks  and  responsibilities  and  giving  them  real 
objectives. These situations sometimes result in people being kept on the sidelines, which can 
lead  to  demotivation,  a  great  loss  of  self-esteem  and  often  health  problems  for  the  people 
affected,  and  a  considerable  loss  of  expertise  for  the  Institution  since  these  staff  members 
have very high potential. 

The  Mediator  considers  that  the  Administration  should  examine  this  situation  thoroughly  in 
order  to  find  the  best  way  of  making  the  most  of  this  huge  reservoir  of  expertise  which  is 
crying  out  to  be  properly  used.  At  a  time  of  zero-growth  of  human  resources,  this  potential 
could represent a real asset for the Institution. 

4.2.3.  The status of grant-holders in the Joint Research Centre (JRC) 

The  Mediation  Service  asks  the  Administration  to  define  a  coherent,  definitive  solution  to 
effectively regulate the administrative status of Commission grant-holders in all the JRC sites. 
The solution should ensure, on the one hand, the fast-tracking of the recruitment procedure for 
agents with very specialised skills that match the specific needs of the JRC and, on the other, 
compliance with the basic rules of non-discrimination and equal access that are found in staff 
regulations everywhere.  

The  Mediator  asks  the  Administration  to  ensure  that  the  conclusions  of  the  political 
consultations  held  at  the  end  of  2009  are  taken  into  account  fully  during  the  work  of 
amending the general implementing provisions for contract staff, in particular to enable JRC 

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grant-holders  to  be  recruited  as  contractual  staff  members  following  specific  selection 
procedures organised by EPSO.  

5. 

FINDINGS 

The  Mediation  Service  wishes  to  thank  all  the  departments  of  the  Institution  which 
cooperated with it for their readiness to help and assistance  in finding  solutions in the 
specific cases it has had to handle. 

The experience acquired in handling these cases clearly shows that geographical distance is 
a  significant  and  unfavourable  factor.  A  very  large  number  of  people  who  contacted  the 
Service  live  and  work  outside  the  Institution's  headquarters.  Distance  would  appear  to 
promote the emergence of disputes and can even intensify them, making it more difficult to 
find  solutions.  Given  this,  and  based  on  the  requests  submitted  to  her,  the  Mediator  is 
concerned  about  the  fact  that  it  is  impossible  for  staff  in  the  executive  and  Community 
agencies to have recourse to a mediation body. Thus, given the efforts being made to establish 
the new European External Action Service, the  Mediator considers it advisable to make the 
Administration aware of this potential risk. 

The Commission Mediator takes the firm view – already expressed in her previous report – 
that  the  shift  to  a  culture  of  mediation,  prevention  and  management  of  conflict  based  on 
ethical principles is a complex dynamic process that needs to be developed and strengthened. 
This  exercise  cannot  succeed  without  the  full  commitment  of  the  Administration,  staff 
representatives, each and every official and agent of the Institution, and the management and 
Commissioners. 

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6. 

ANNEXES 

2009 statistical data 

State of play at 31/12/2009

184

60

5

13

102

200
180
160
140
120
100
80
60
40
20
0

Number of
cases resolved

Number of
cases closed

Number of
ongoing cases

Number of
pending cases

Number of
cases refused

1

Number of
cases
reassigned

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Type of intervention

180

160

140

120

100

80

60

40

20

0

174

120

ADVICE

ACTION

MEDIATION

NO ACTION

65

8

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180
160
140
120
100
80
60
40
20
0

Type of cases

155

119

84

10

1
Financial obligations
Non-financial obligations

Harassment/relationship conflicts
Other

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   EN 

 
 
Gender breakdown

199

171

F

M

EN 

15 

   EN 

 
 
Status of complainants

128

112

56

19

22

24

9

AD

AST

AC

AT

AL

RETIRED

OTHER

Category of complainants

140

120

100

80

60

40

20

0

40

35

30

25

20

15

10

5

0

GF I GF II GF III GF IV AD5 AD6 AD7 AD8 AD9 AD10 AD11 AD12 AD13 AD14 AD15 AST1 AST2 AST3 AST4 AST5 AST6 AST7 AST8 AST9

EN 

16 

   EN