Annual report of the director 2017.
Date: 2019-11-05
Institutions: European Centre for Disease Prevention and Control
Subjects: European Centre for Disease Prevention and Control, activity report, disease prevention

ECDC CORPORATE

Annual Report of the Director

2017

www.ecdc.europa.eu

ECDC CORPORATE 

Annual report of the Director 

2017 

 
 
Suggested citation: European Centre for Disease Prevention and Control. Annual report of the Director – 2017. 
Stockholm: ECDC; 2018. 

Stockholm, June 2018 

ISBN 978-92-9498-185-1 
ISSN 1977-0081 
doi: 10.2900/048159 
Catalogue number TQ-AB-18-001-EN-N 

© European Centre for Disease Prevention and Control, 2018 

Reproduction is authorised, provided the source is acknowledged

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Contents 

Annual Report of the Director 2017 

Abbreviations ................................................................................................................................................ 4 
Foreword by the Chair of the Management Board ............................................................................................. 6 
Introduction by the Director ............................................................................................................................ 7 
Executive summary ........................................................................................................................................ 8 
Part I. Policy achievements ........................................................................................................................... 12 
1. Surveillance and epidemic intelligence ........................................................................................................ 12 
2. Scientific support ..................................................................................................................................... 16 
3. Preparedness and response ...................................................................................................................... 21 
4. Training and capacity building ................................................................................................................... 24 
5. Communication ........................................................................................................................................ 31 
6. Disease Programmes ................................................................................................................................ 35 
7. Management ........................................................................................................................................... 43 
Part II (a). Management ............................................................................................................................... 52 
1 Management Board ................................................................................................................................... 52 
2 Major events............................................................................................................................................. 53 
3 Budgetary and financial management ......................................................................................................... 55 
4 Human resources management .................................................................................................................. 56 
5 Assessment by management ...................................................................................................................... 56 
6 Budget implementation tasks entrusted to other services and entities ............................................................ 58 
7 Assessment of audit results during the reporting year................................................................................... 58 
8 Follow-up of recommendations and action plans for audits ........................................................................... 59 
9 Follow-up of observations from the discharge authority ................................................................................ 60 
Part II (b). External evaluations .................................................................................................................... 61 
External evaluation ...................................................................................................................................... 61 
Internal evaluations ..................................................................................................................................... 62 
Part III. Assessment of the effectiveness of the internal control systems ........................................................... 63 
1 Risk management ..................................................................................................................................... 63 
2 Compliance and effectiveness of internal control standards ........................................................................... 66 
Part IV. Management assurance .................................................................................................................... 67 
1 Review of the elements supporting assurance .............................................................................................. 67 
2 Reservations ............................................................................................................................................. 67 
3 Overall conclusions on assurance ................................................................................................................ 67 
Part V. Declaration of assurance .................................................................................................................... 68 
Annexes ...................................................................................................................................................... 70 
Annex 1. Implementation of the Work Programme 2017 .................................................................................. 70 
Annex 2. Statistics on financial management .................................................................................................. 78 
Annex 3. Organisational chart ....................................................................................................................... 79 
Annex 4. Establishment plan ......................................................................................................................... 80 
Annex 5. Human and financial resources by activity ........................................................................................ 82 
Annex 6. Final annual accounts 2017 of the European Centre for Disease Prevention and Control ....................... 84 
Annex 7. ECDC MB/AF/Coordinating Competent Bodies ................................................................................. 114 
Annex 8. ECDC outputs published in 2017 .................................................................................................... 120 
Annex 9. Exceptional negotiated procedures conducted in 2017 ..................................................................... 126 

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Abbreviations 

1082/2013/EU 

Decision No 1082/2013/EU of the European Parliament and of the Council of 22 October 2013 
on serious cross-border threats to health 

ABAC  

AMR  

ARHAI  

ASPHER 

CAF  

CCB  

CDC  

Accrual-Based Accounting, the EU integrated budgetary and accounting system 

Antimicrobial resistance 

Antimicrobial resistance and healthcare-associated infections 

Association of Schools of Public Health in the European Region 

Common Assessment Framework 

Coordinating Competent Body 

Centers for Disease Control and Prevention, USA 

CHAFEA 

Executive agency of the European Commission  

CPCG  

CPDP 

CRM  

DPO  

CONT 

EEA 

EAAD  

EARS-Net  

EEA/EFTA  

EHFG 

ELiTE  

Committee on procurement, contracts and grants 

ECDC Continuous Professional Development Programme 

Customer Relationship Management 

Data protection officer 

Committee for Budgetary Control of the European Parliament 

European Environment Agency 

European Antibiotic Awareness Day 

European Antimicrobial Resistance Surveillance Network 

European Economic Area/European Free Trade Association 

European Health Forum Gastein 

European Listeria Typing Exercise 

ELDSNet 

European Legionnaires’ Disease Surveillance Network 

EFSA  

EMA  

European Food Safety Authority 

European Medicines Agency 

EMCDDA 

European Monitoring Centre for Drugs and Drug Addiction 

ENP  

ENPI  

ENVI 

EOC  

EPIET  

EPIS  

EPM 

European Neighbourhood Policy 

European Neighbourhood and Partnerships Instrument (or ENI – European Neighbourhood 
Instrument) 

Committee on the Environment, Public Health and Food Safety of the European Parliament 

Emergency Operations Centre 

Epidemiology Path of the ECDC Fellowship programme 

Epidemic Intelligence Information System 

Epidemiological methods section 

EpiNorth  

Co-operation Project for Communicable Disease Control in Northern Europe 

EQA  

ERLI-Net  

ESAC-Net  

ESCAIDE  

EU  

EUCAST  

EUPHEM  

EuroCJD  

EuSCAPE  

EVAP 

EVD  

External quality assessment 

European Reference Laboratory Network for Human Influenza 

European Surveillance of Antimicrobial Consumption Network 

European Scientific Conference on Applied Infectious Disease Epidemiology 

European Union 

European Committee on Antimicrobial Susceptibility Testing 

Public Health Microbiology Path of the ECDC Fellowship Programme 

European and allied countries collaborative study group of Creutzfeldt-Jakob disease 

European survey on carbapenemase-producing Enterobacteriaceae 

WHO European Vaccine Action Plan 2015–2020 

Emerging and vector-borne diseases 

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EWRS  

FRA 

FWD  

HAI  

Early Warning and Response System 

European Union Agency for Fundamental Rights  

Food- and waterborne diseases and zoonoses 

Healthcare-Associated Infections 

HAI-Net  

Healthcare-Associated Infections surveillance Network 

HIV  

HSH  

ICT  

IRV  

MCS 

Human immunodeficiency virus 

HIV, sexually transmitted infections and viral hepatitis 

Information and Communication Technology 

Influenza and other respiratory viruses 

Microbiology coordination section 

MediPIET  

Mediterranean Programme for Intervention Epidemiology Training 

MERS-CoV  

Middle East respiratory syndrome coronavirus 

MMR  

MRSA  

NFP  

NMFPs  

OCS  

PHC  

RMC  

SAS  

SLA  

SMT  

SRS  

STEC  

STI  

TB  

TESSy  

Measles, mumps and rubella 

Meticillin-resistant Staphylococcus aureus 

National Focal Point 

National Microbiology Focal Points 

Office of the Chief Scientist 

Public Health Capacity and Communication unit 

Resource Management and Coordination unit 

Scientific Assessment Section 

Service level agreement 

Senior management team 

Surveillance and Response Support unit 

Shiga toxin-producing Escherichia coli 

Sexually transmitted infections 

Tuberculosis 

The European Surveillance System 

VBORNET  

VectorNet  

European Network for Arthropod Vector Surveillance for Human Public Health. 

European Network for Arthropod Vector Surveillance for Human Public Health and Animal 
Health 

VENICE  

Vaccine European New Integrated Collaboration Effort 

VPD  

VTEC  

WHO  

Vaccine-preventable diseases 

Verocytotoxin-producing Escherichia coli 

World Health Organization 

WHO/EURO  

World Health Organization, Regional Office for Europe  

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Foreword by the Chair of the Management 
Board 

First of all, I would like to congratulate Andrea Ammon, who was elected Director of ECDC in spring 2017. I also 
want to thank her for the excellent work she did and the many things she accomplished during the last two years 
when she was ECDC’s acting director. Her election will provide ECDC with the stability and leadership needed to 
further consolidate the Centre’s work and prepare for the future challenges. ECDC’s contributions to public health 
are highly appreciated by the Member States and the European Commission. 

In 2017, the Management Board started to prepare the third external evaluation of ECDC, which will be carried out 
in 2018-2019. The evaluation will cover the period 2013–2017. It will map ECDC’s current strengths and show 
ways to make ECDC even better. The Management Board has approved the proposed timeline for the evaluation 
and appointed several members of the Management Board to serve on the External Evaluation Steering Committee 
(MEES); the MEES held its first meetings in 2017 and also drafted the terms of reference for the external 
evaluation. The external evaluation will draw on ongoing evaluations in other areas such as surveillance systems, 
public health training or disease programmes. 

Preparedness remain an area of high priority for ECDC, particularly with regard to the implementation of Decision 
1082/2013/EU on serious cross-border health threats. ECDC provided the Member States and the Commission with 
a number of tools to support their work in this area. Antimicrobial resistance and vaccine-preventable diseases 
were also high priorities due to the threat of increasing antimicrobial resistance and the rise of vaccine hesitancy in 
the EU. 

In 2017, ECDC continued to provide support to the European Commission and the Member States in preventing 
and controlling infectious diseases. This annual report highlights the diversity and importance of the Centre’s work, 
for example:  

 
• 

 

ECDC published 38 rapid risk assessments which addressed new disease threats in Europe. 
ECDC approved the roadmap for the reengineering of its disease surveillance systems which will integrate 
and optimise ECDC’s surveillance platforms and processes and reduce the reporting burden for the Member 
States.  
ECDC continued to support the monitoring of microbiology laboratories capabilities in Europe; the Centre 
measured laboratory capacity over the last four years and coordinated a series of external quality 
assessments for laboratories across Europe to ensure new disease clusters can be detected quickly and 
accurately. The reports show that laboratory capacity in the Member States has been steadily improving 
over the last few years.  

In my capacity as Chair of the Management Board of ECDC and Board Member since the Centre’s early days, I am 
in a good position to judge the work carried out by the Centre, to clearly see the progress that has been made, 
and to appreciate the added value ECDC has brought to the Member States and the European Commission.  

ECDC’s vigilance, preparedness and commitment, combined with the Centre’s joint actions with the Member States, 
the Commission and our partners (for example the WHO) ensure that Europe’s defences against communicable 
diseases remain at a constantly high level. ECDC has again proved its importance for European public health in 
2017, and it will continue do so in the coming years. 

Daniel Reynders 

Chair of the ECDC Management Board 

24 February 2018 

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Introduction by the Director 

2017 was not a year marked by excessive outbreaks, but two serious threats to public health kept us busy all year 
round: 

 

 

For many years, ECDC has been addressing antimicrobial resistance and promoting the prudent use of 
antibiotics, especially in healthcare settings. ECDC strongly supports the European Commission’s ‘One 
Health’ approach, seen as a collaborative effort to attain optimal health for people, animals and the 
environment. 
Vaccine hesitancy in Europe. There is overwhelming evidence that vaccines work – yet many parents are 
not having their children immunised, ignoring that not vaccinating children is by far the greater risk.  

Data collected by ECDC were at the heart of two public health campaigns: European Antibiotic Awareness Day and 
European Immunisation Week. Both campaigns could offer compelling toolkits because ECDC delivered the 
scientific data behind the campaign messages (‘Vaccines work!’, ‘Keep antibiotics working!’). 

Equally important was ECDC’s work in the area of disease surveillance: public health risks in 2017 included 
pneumonic plague in Madagascar, several measles outbreaks in Europe, and a particularly severe influenza season 
that lasted well into 2018.  

In 2017, the Centre responded to 59 scientific requests from the European Commission, the European Parliament 
and the Member States; more than 200 documents were published on our newly designed website, roughly two-
thirds of them were scientific reports, studies or guidance documents. 

After many months of preparatory work, the roadmap for reengineering our surveillance system was finalised. The 
new system will improve the user experience and reduce the burden placed on Member States. We also stepped 
up our support for whole genome sequencing, mostly with an eye on cross-border threats to health: sequencing 
the genes of a pathogen makes it much easier to identify cross-border outbreaks. 

Collaboration with our partners in the public health community was intensified. I am pleased to report that our 
strategic collaboration with the WHO Regional Office for Europe was further strengthened. The new design of our 
co-branded reports is but one sign of our excellent working relationship with WHO. 

2017 marked the last full year in our old headquarters, a converted school building from 1888. Our new building in 
the Solna-Frösunda neighbourhood will feature all the technical and facilitative amenities of a modern office 
building. We are convinced that both our staff and our visitors will enjoy what the new ECDC building has to offer 
and that our new home will foster an atmosphere of cooperation and productivity. 

Andrea Ammon 
Director of ECDC 

29 March 2018 

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Executive summary 

Overview: 2017 at a glance 

ECDC delivered 90% of the outputs promised in its 2017 work programme (Single Programing Document 2017–
2020)  

ECDC core functions: main achievements 

Surveillance. The interactive online Surveillance Atlas of Infectious Diseases is now more user-friendly and covers 
more areas: 47 diseases plus antimicrobial resistance data are now included. A dashboard showing determinants 
was added to the ECDC geoportal. A common vision and roadmap for the implementation of the Surveillance 
System Reengineering project was launched in 2015; once implemented, it will improve the user experience of 
ECDC’s surveillance tools and reduce the reporting burden for Member States. The implementation of the EPHESUS 
project started; EPHESUS is a four-year project to strengthen efficiency and public health usefulness of surveillance 
systems at the EU level. A joint meeting of the ECDC National Focal Points for Surveillance (NFPS) and 
Microbiology took place in October 2017; the participants agreed on a European model for handling whole genome 
sequencing (WGS) data. 

Epidemic intelligence and response. In 2017, a total of 411 events was detected through epidemic 
intelligence, applying criteria set by the EU Early Warning and Response System on Public Health Threats (EWRS). 
The Centre produced 41 rapid risk assessments (RRA), 38 of which were published, while three were only 
distributed to the European Commission and the National Focal Points for Response. ECDC also published 55 
epidemiological updates, 22 which covered the ongoing measles outbreaks in Europe and 15 were about the yellow 
fever outbreak in Brazil. ECDC reviewed its methodology and procedures for rapid risk assessments in order to 
ensure better consistency and improve the involvement of Member States and international agencies. ECDC 
participated in a joint effort – with WHO and the Joint Research Centre (JRC) of the Epidemic Intelligence for Open 
Sources (EIOS) – to develop a joint platform to support the screening of global threats. 

Scientific advice. ECDC began implementing its new scientific strategy, which included a new policy for open 
access publications and authorship. In 2017, ECDC published 122 scientific outputs on its website, including 38 
rapid risk assessments, 78 surveillance reports and six scientific advice outputs (three expert opinions, two 
systematic reviews, and one public health guidance document), as well as 81 scientific papers in peer-reviewed 
journals. In addition, ECDC responded to 59 scientific requests from the European Commission, the European 
Parliament and the Member States. ECDC further streamlined its procedures to produce scientific outputs and 
monitor their quality and timeliness. An action plan to improve complementarity between the management Board 
and the Advisory Forum was agreed. ESCAIDE, ECDC’s flagship scientific conference, attracted almost 600 
participants from 49 countries.  

Microbiology. ECDC completed the fourth pan-EU/EEA monitoring survey of microbiology laboratory capabilities 
for the national and EU-wide surveillance of communicable diseases and epidemic preparedness. The EULabCap 
index, which rates the microbiology capacity of Member States in the area of public health, reached 7.5/10 in 2016 
and showed a reduction in the capacity gaps between countries. The results show that Member States are moving 
fast toward the 2020 objectives. ECDC provided individual country profile feedback to Member States and 
published the data of the first EULabCap years (2013–2016) as online maps, supported by tweets. ECDC 
coordinated nine external quality assessments among the EU networks of laboratories. A peer-review publication 
produced and published in 2017 showed a very rapid expansion of the public health use of whole genome 
sequencing (WGS) in the EU, with half of the Member States performing WGS surveillance for at least one of the 
priority pathogens listed in the ECDC roadmap. 

Preparedness. ECDC continued to provide technical support to the European Commission on a number of tasks 
linked to the implementation of Article 4 of Decision 1082/2013/EU on serious cross-border threats to health. 
During the year, produced several practical tools to support health experts and managers in the Member States in 
the area of preparedness assessment and planning, notably a handbook and tool for the prioritisation of infectious 
diseases threats. ECDC and EUROPOL conducted a cross-sectoral bio-risk awareness and mitigation training. In 
November 2017, ECDC coordinated an avian influenza event in Vienna, a regional cross-sectoral simulation 
exercise based on the ‘One Health’ approach (human and animal sectors) with eight south-eastern Member States. 

Response. ECDC worked on its Preparedness and Response Support strategy 2018–2022, expected for adoption 
in 2018. ECDC, the European Commission and the health security working group for EWRS agreed on the vision, 
scope and requirements for a new version of the Early Warning Response System (EWRS), expected by the end of 
2018. Response support was provided through missions in Egypt (dengue fever), Libya (malaria), Nigeria (cholera), 
and Uganda (viral haemorrhagic fever). 

Public health training. In 2017, 37 fellows graduated from the ECDC Fellowship Programme. ECDC started the 
implementation of its integrated Continuous Professional Development Programme (CPDP). In total, 397 external 

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participants were trained. Training approaches included three online courses (ECDC Virtual Academy, EVA), and 12 
senior exchange visits. ECDC further provided support to the MediPIET consortium, which saw 16 fellows graduate. 
ECDC continued to reinforce the network of Public Health Schools in Europe in view of the first meeting of the 
network in February 2018. 

International relations. In 2017, the Management Board approved the ECDC international relations policy 2020, 
following a mid-term review of the implementation of the ECDC international relations policy (2014). Collaboration 
with WHO was further enhanced: both organisations released their first co-branded surveillance report, 
implemented the joint action plan, and prepared new collaboration guidelines. ECDC continued to provide technical 
pre-accession support to EU enlargement countries. Fourteen technical cooperation events were held, with a total 
of 126 participating experts. ECDC assessed communicable disease prevention, surveillance, and disease control 
systems in Albania. ECDC continued its technical cooperation with the ENP (European Neighbourhood Partnership) 
partner countries through a project funded under the European Neighbourhood Partnership Instrument: six 
meetings with a total of 66 experts were held.  

Health communication. In 2017, ECDC started implementing its new communication strategy. An important 
aspect of this strategy is the integration of risk communication and national preparedness planning. ECDC launched 
its redesigned web portal which now has an improved search function for ECDC outputs. ECDC published a total of 
210 reports in 2017, including 78 surveillance reports. The Centre’s presence in social media grew substantially.  

Eurosurveillance. In 2017, Eurosurveillance switched to a new publication platform with improved workflows and 
an associated new website. New features include article level metrics, customised alerts and searches, and citation 
tracking. The journal has an impact factor of 7.2 (its highest since 2012) and is a top ten infectious disease 
journals. In 2017, the journal received over 900 submissions; 230 items were published. Eurosurveillance revved 
up its social media activities via Twitter and expanded its LinkedIn presence; journal editors gave presentations at 
scientific conferences and met with their contributors. 

ECDC Disease Programmes: major achievements 

Antimicrobial resistance and healthcare-associated infections. ECDC continued to support the European 
networks for AMR and HAI surveillance. In addition to AMR surveillance data, surveillance data on surgical site 
infections can now be accessed through ECDC’s online atlas. ECDC dedicated a substantial amount of time to three 
requests from the European Commission. ECDC expanded the directory of online resources for the prevention and 
control of AMR and HAIs. ECDC issued a guidance on ‘infection prevention and control measures and tools for the 
prevention of entry of carbapenem-resistant Enterobacteriaceae into healthcare settings’ and launched its 
molecular typing surveillance for carbapenem-resistant and/or colistin-resistant Enterobacteriaceae. Five country 
visits were organised to discuss antimicrobial resistance issues. Over 40 countries across Europe participated in the 
tenth European Antibiotic Awareness Day. Throughout the EU/EEA, national events and campaigns on prudent 
antibiotic use were launched. ECDC also continued to act as a key contributor to the Transatlantic Taskforce on 
Antimicrobial Resistance (TATFAR). 

Emerging and vector-borne diseases. For most part of the year, ECDC followed up on the Zika virus outbreak 
which began at the end of 2015. ECDC prepared, or contributed to, rapid risk assessments on significant EVD 
outbreaks. The new modelling tool to appraise and compare vector control strategies for West Nile fever in Europe 
was pilot tested in the field between March and October 2017. Surveillance of West Nile disease was strengthened 
by including animal cases (‘One Health’ approach) to better identify affected areas. Real-time data and maps are 
available on the ECDC Atlas for West Nile fever cases in Europe. ECDC and EFSA continued to collect data on 
arthropod vectors (insects) for both human and animal diseases. ECDC submitted the case definition for Lyme 
neuroborreliosis to the European Commission, for possible integration in the list of the communicable diseases 
notifiable at EU level. 

Food- and waterborne diseases and zoonoses. ECDC organised successfully with EFSA the third joint 
networks meeting in Parma in October 2017, on the theme ‘One Health approach to collaborative response to 
foodborne diseases outbreaks in the EU/EEA’. Fifty-four urgent inquiries were reported through EPIS. ECDC further 
developed the ELiTE project, which now ensures the sequencing of over 2 700 human Listeria isolates from 
27 EU/EEA countries for a retrospective validation of signal detection. The project is essential for understanding 
the molecular epidemiology of listeriosis. ECDC, the US CDC and Public Health Canada published an important joint 
vision paper on the integration of whole genome sequencing (WGS) in global foodborne diseases surveillance. The 
aim is to ensure that data from WGS-supported surveillance are comparable globally. ECDC and EFSA published 
the annual zoonoses and AMR reports. The ECDC FWD expert exchange programme (FWDEEP) continued with 
three experts visits. 

HIV, sexually transmitted infections and viral hepatitis. In 2017, ECDC played a key role in supporting the 
Maltese and Estonian EU Presidencies to organise successful conferences and keep HIV high on the EU political 
agenda. The Malta conference resulted in a document with a number of actions which could have a significant 
impact on ending the AIDS epidemic by 2030. ECDC disease experts published several articles in scientific journals. 
An extensive evaluation of HIV surveillance systems for Europe confirmed their efficiency, usefulness and public 
health fit for purpose. For the first time, ECDC and EMCDDA organised a joint network meeting during World 

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Hepatitis Week. Topics included approaches on how Europe can improve the surveillance and response to hepatitis 
among people who inject drugs, and how progress towards the WHO targets for elimination can be monitored.  

Influenza and other respiratory viruses. In 2017, ECDC published an expert opinion on antivirals 
(neuraminidase inhibitors) for the prevention and treatment of influenza. ECDC and the WHO Regional Office for 
Europe continued their joint influenza surveillance; during influenza season, surveillance results are published 
weekly. In September 2017, EFSA and ECDC started publishing a quarterly joint situation assessment report on 
avian influenza, which is available on the ECDC website. An e-learning module was launched for vaccination 
campaign managers in charge of healthcare workers. ECDC continued funding the I-MOVE network which provides 
estimates of seasonal influenza vaccine effectiveness; an overview report for eight influenza seasons from 2007–
2008 to 2014–2015 was published. The report covers national recommendations for vaccination and coverage 
rates in the EU Member States.  

Tuberculosis. During World TB Day on 24 March 2017, ECDC and the WHO presented the joint annual report on 
tuberculosis surveillance and monitoring in Europe. ECDC supported national campaigns on the theme ‘United to 
end TB’. ECDC continued supporting five WHO high-priority countries: Bulgaria, Estonia, Latvia, Lithuania, and 
Romania through exchange visits and training courses. ECDC updated the European Union Standards for 
Tuberculosis Care (ESTC) in collaboration with the European Respiratory Society. ECDC continued to organise and 
support the TB surveillance network and the network of TB reference laboratories and coordinated external quality 
assessments for TB laboratories. ECDC contributed to the first WHO ministerial conference on ‘Ending TB in the 
sustainable development era’ in Moscow. Sixteen peer-reviewed articles on TB were published in scientific journals.  

Vaccine-preventable diseases. In 2017, ECDC’s work targeted the issue of vaccine hesitancy in Europe: ECDC 
published a catalogue of interventions to address vaccine hesitancy; a social media toolkit to support national 
campaigns during European Immunisation Week was developed in close collaboration with the WHO Regional 
Office for Europe; a technical advisory group with communications and immunisation experts was set up to 
develop communications strategies that could increase vaccination coverage rates in Europe. ECDC also organised 
a workshop during the 2017 European Health Forum in Gastein, Austria, on ‘Addressing vaccine hesitancy in the 
post-factual era’. ECDC published a rapid risk assessment and provided monthly epidemiological updates on 
measles and participated in the regional verification committee meeting hosted by WHO. ECDC improved the 
sentinel surveillance systems for pertussis and invasive pneumococcal disease.  

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Mission statement 
The Centre’s mission is laid down in Article 3 of the Founding Regulation1, which states: 

‘The mission of the Centre shall be to identify, assess and communicate current and emerging threats to human 
health from communicable diseases. In the case of other outbreaks of illness of unknown origin, which may spread 
within or to the Community, the Centre shall act on its own initiative until the source of the outbreak is known. In 
the case of an outbreak which clearly is not caused by a communicable disease, the Centre shall act only in 
cooperation with the competent authority, up on request from that authority.’  

Key tasks of ECDC include:  

1. Operating dedicated surveillance networks 
2. Providing scientific opinions and promoting and initiating studies 
3. Operating the Early Warning and Response System 
4. Providing scientific and technical assistance and training  
5. Identifying emerging health threats 
6. Collecting and analysing data 
7. Communicating on its activities to key audiences.  

ECDC operates in accordance with its core values: service orientation, quality, and ‘one team’.  

The ECDC vision 

ECDC is a strong and trusted partner enabling and supporting the Member States and the European Commission in 
protecting everyone in the EU equitably from communicable diseases.  

Strategic work areas 

 

 

 

Providing evidence for effective and efficient decision-making. We are supporting efficient public health 
decision-making by providing timely, accurate and relevant information. 
Strengthening public health systems. We are strengthening European capacities and capabilities to 
effectively prevent and control of communicable diseases. 
Supporting response to threats. We are supporting effective health threats detection, assessment and 
control. 

How we work 

 
 
 
 
 

Our work is founded on scientific excellence: independence, quality and relevance. 
We deliver through disease-specific activities and generic public health functions.  
We carry out our work in partnership with our stakeholders.  
Our work is supported by efficient administrative and IT tools and services. 
The way we work is inspired by our core values. 

1 Regulation (EC) No 851/2004 of the European Parliament and of the Council of 21 April 2004 establishing a European centre for 
disease prevention and control, Official Journal of the European Union. 2004; L 142:1–11. 

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Part I. Policy achievements 
1. Surveillance and epidemic intelligence 

1.1 Surveillance  

Context 

Surveillance is one of the basic tools for preventing and controlling infectious diseases. Consistent and comparable 
surveillance data of good quality enable public health professionals to monitor the spread of diseases and assess 
the effectiveness of interventions to prevent them. Supporting EU-level surveillance is one of the core tasks of 
ECDC in its Founding Regulation, reiterated in Decision 1082/2013/EU on serious cross-border threats to health. 
ECDC’s overarching priorities for surveillance are to add more value to the data it collects by making them available 
in user-friendly formats; to decrease the burden of data provision by the Member States; and to take advantage of 
emerging technologies, in particular molecular typing for surveillance and information technology.  

Results achieved in 2017 

The Surveillance Atlas of Infectious Diseases, which is available on the ECDC website, lets users access surveillance 
data on all EU-reportable diseases. ECDC coordinates the disease data collection for these diseases so that the 
Member States can fulfil their legal obligation to report these data. In 2017, the Atlas received a more user-friendly 
layout and now covers 47 diseases (44 in 2016) and indicators of data quality. ECDC added surveillance for new 
pathogens in the area of anti-microbial resistance. Depending on the disease, data updates are available weekly, 
monthly or yearly. 

In 2017, several disease determinants (including average maximum temperatures, movements of air passengers, 
and vector presence) were added to the Atlas to support the assessment of emerging vector-borne diseases. A 
new version of the ECDC geoportal (formerly E3), will be available in 2018, giving the public access to data on 
disease determinants, which will be presented in a dashboard format. 

The surveillance system-reengineering project (SSR) was finalised in 2017, and the new surveillance system is now 
under construction. The full implementation will require four years according to the roadmap developed in 2017, 
with several milestones to be achieved in 2018 and 2019. The new surveillance system will be accessible to the 
Member State stakeholders through a modern and customisable interface that will integrate the functionalities of 
TESSy and EPIS; it will provide data access, data exploration and visualisation tools. This comprehensive approach 
will ensure a better data flow across the systems, a reduced burden, and efficiency gains. A new approach to data 
validation will improve data quality and ensure accountability for the data by the Member States.  

The implementation of the EPHESUS project started in 2017. EPHESUS is a four-year project (2017–2020) aimed at 
evaluating all infectious disease surveillance systems in the EU/EEA public health sector. Expected improvements 
are better, faster, and more complete data that are collected more efficiently. In 2017, a common protocol for the 
evaluation of surveillance systems was agreed upon, with HIV/AIDS the first surveillance systems that were 
evaluated (summer 2017). In December 2017, systems for antimicrobial resistance and healthcare-associated 
infections followed. 

A joint meeting of the ECDC National Focal Points for Surveillance (NFPS) and for Microbiology took place in 
October 2017 and agreed on a European model for handling whole genome sequencing (WGS) data. Using the 
experience gained in the COMPARE projects funded by the EU HORIZON 2020 programme2, a pilot project in eight 
Member States on food- and waterborne pathogens was agreed upon; if successful, the model could be extended 
to all countries and cover more pathogens. ECDC has been using WGS data for outbreak detection and 
investigation since 2016. This proved effective in better delimiting outbreaks and in identifying and controlling 
sources. ECDC offers WGS services to Member States that cannot afford it themselves at no cost; these WGS 
services are limited to multinational outbreaks of selected food- and waterborne diseases and are only subsidised 
until the Member State has developed its own internal capacity in this area. 

ECDC drafted the first implementing act on surveillance to Decision 1082/2013/EU on serious cross-border health 
threats for the European Commission; the draft included an updated list of reportable diseases and case 
definitions. Four new case definitions3 were proposed. The Decision is awaiting Member States approval.  

2 EU Framework Programme for Research and Innovation 2014–2020, with a budget of EUR 80 billion 

3 Lyme neuroborreliosis, dengue, chikungunya, and Zika virus infections 

12 

 
 
 
 
 
 
 
 
 
 
 
 
                                                                    
ECDC CORPORATE 

Annual Report of the Director 2017 

Indicators for surveillance 

No. 

1 

Objective 

Indicator 

Complete the 
optimisation of 
technical surveillance 
platforms and 
processes identified as 
part of the SSR project 
in 2015 and 2016. 

Degree of 
implementation of the 
roadmap (developed 
in 2016) for 
upgrading the 
surveillance 
informatics tools.  

Develop a protocol for 
epidemiological 
EU/EEA-level 
surveillance system 
evaluation and apply it 
to a first batch of 
enhanced disease 
surveillance systems. 

Number of enhanced 
EU/EEA surveillance 
systems evaluated 
and quality of the 
protocols and 
evaluation reports 

Publish in-depth 
surveillance data 
analyses in peer-
reviewed scientific 
journals. 

Manuscripts accepted 
for publication in 
peer-reviewed 
scientific journals. 

Verification 
Monitoring of SSR 
roadmap milestones. 
Feedback collected from 
users on reengineered 
surveillance tools during 
the testing phase. 

Result 2017 
Roadmap completed in July 2017.  

Implementation started soon after and completion 
expected in 2021. 

The first milestones of the roadmap are in 2018. 

Monitoring of milestones 
and quality indicators as 
reported in the 
evaluation reports. 

Common protocol for evaluation delivered in time.  

Pilot evaluations of surveillance systems for HIV/AIDS 
(report in summer 2017) and for antimicrobial resistance 
and healthcare associated infections (report in 
December 2017). 

Acceptance letters from 
journals received by first 
authors. 

Done: 10 peer reviewed scientific articles produced. 

Target 2017 
Roadmap priority 
actions have 
been fully 
implemented and 
ready for being 
tested with 
surveillance 
stakeholders. 

Protocol and 
evaluation 
reports received 
on time and 
meeting 
predefined 
quality criteria for 
HIV/AIDS, 
antimicrobial 
resistance and 
healthcare-
associated 
infections. 
At least five 
manuscripts 
accepted for 
publication in 
peer-reviewed 
scientific 
journals. 

2 

3 

4 

Consolidate and further 
develop molecular 
surveillance at EU/EEA 
level. 

Completion of 
milestones as per 
revised molecular 
surveillance 
roadmap. 

All milestones 
completed as per 
roadmap. 

Monitoring of milestones 
against roadmap as 
reported to AF. 

All milestones completed as per roadmap 2017: 
-CPE producing enterobacteriae  
- Gonococcal antimicrobial resistance 
- Meningococcal meningitis 
- Listeria 

13 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

1.2 Epidemic intelligence  

Context 

Monitoring and assessing threats to health in Europe from infectious diseases are ECDC’s core tasks. The European 
Commission and Member States have come to rely on the Centre’s rapid risk assessments and technical support 
when faced with serious multi-country infectious disease threats.  

Results achieved in 2017 

In 2017, epidemic intelligence detected 411 events, in accordance with the criteria set in the EU Early Warning and 
Response System on Public Health Threats (EWRS). ECDC opened and monitored 69 new threat assessments, in 
addition to 18 threat assessments that were carried over from previous years; 83 EWRS messages and 91 
comments were posted. 52 of the EWRS messages were classified as alert notifications, and 31 as other 
information; 12 resulted in opening a new threat assessment in the Threat Tracking Tool (TTT).  

The Centre produced 41 rapid risk assessments (RRA), 38 of which were published (Annex 8), while three were 
only distributed to the European Commission and the National Focal Points for Response. The threats included 
topics such as: salmonella (7), chikungunya in Italy and France (3), avian influenza A(H7N9) (3), hepatitis A in 
men having sex with men (3), yellow fever in Brazil (3), Legionnaires’ disease in the EU (2), multi-resistant 
tuberculosis (2), mass gatherings in Spain and Saudi Arabia (2), multidrug-resistant TB (2), plague in Madagascar 
(1), cholera in the Horn of Africa and Gulf of Aiden (1), CRISPR (1), Cyclospora (1), Ebola in Congo (1), listeria (1), 
locally acquired malaria infections in the EU (1), and the Zika virus outbreak (1). 

ECDC also published 55 epidemiological updates, 22 of which related to the ongoing measles outbreaks in Europe 
and 15 dealt with the yellow fever outbreak in Brazil. 

ECDC reviewed its methodology and procedures for rapid risk assessments in order to ensure consistency and 
improve collaboration with the Member States and international agencies. The new methodology will be in full 
operation in 2018. 

More than 2 700 users installed the Threat Report app for mobile devices and downloaded 17 000 ECDC 
documents.  

ECDC participated with WHO and the Joint Research Centre (JRC) in the development of the Epidemic Intelligence 
for Open Sources (EIOS) platform which supports the screening of global threats. ECDC also cooperated with the 
Global Health Security Action Group (GHSAG) to contribute to the Early Alerting and Reporting (EAR), a weekly 
screening of global threats, based on data from the EIOS platform. 

In 2017, Zika virus outbreaks remained a concern. ECDC regularly updated its maps of Zika transmission in the 
affected areas, based on a categorisation of Zika epidemiological profiles that the Centre developed with WHO and 
the US CDC. ECDC also developed a database for the different strands of influenza. 

ECDC monitored the yellow fever situation in Brazil and assessed the risk for travellers. 

ECDC developed training activities for risk assessments and outbreak investigations (see also 4.1 Public health 
training). 

14 

 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Indicators for epidemic intelligence  
No. 

Verification 

5 

6 

Objective 
Provision of relevant, 
timely and quality rapid 
risk assessment to 
support the risk 
management carried 
out by the Member 
States and the 
European Commission 

Indicator 
Number of timely 
rapid risk 
assessments 

Proportion of rapid 
risk assessment 
assessed positively 
by Member States  

Provision of relevant, 
and timely updates on 
threats to the Member 
States and the 
European Commission 

Provision of regular 
epidemiological 
updates for threats 
under specific 
monitoring 

Provision of weekly 
communicable 
disease threat reports 

Provision of support 
teams upon request 
from Member States 

Target 2017 
(1) 80% of rapid 
risk assessments 
produced within 
the set deadline 
for each RRA 

(2) 100% within 
4 weeks 

(3) 80% yearly 
satisfaction of 
respondents 
Epidemiological 
updates provided 

52 weekly CDTR 
published in 
2017 

100% requests 
for response 
support from 
Member States 
honoured 

Result 2017 

Timeliness: RRA 
statistics 

(1) 100% 

Quality: ad hoc surveys 

(2) To be completed 

(3) Not available in 2017 (no stakeholder survey or ad 
hoc survey) 

CDTR, epidemiological 
updates available on 
ECDC website CDTR 
publications 

List of requests from 
Member States 

(1) 55 epidemiological updates, 22 of which related to 
the ongoing measles outbreaks in Europe and 15 
regarding the yellow fever outbreak in Brazil. 

(2) 52 weekly CDTR published in 2017 

(3) 100% requests for response support from Member 
States honoured 

Figure 1. Number of rapid risk assessments published by year  

45
40
35
30
25
20
15
10
5
0

39

42

38

38

24

2013

2014

2015

2016

2017

15 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

2. Scientific support 

2.1 Scientific advice  

Context 

Highly valued by our stakeholders, the provision of independent scientific advice is one of ECDC’s main functions. 
As a technical, publicly funded EU agency, ECDC is committed to scientific excellence and independence, and to 
transparency in its methods and processes. ECDC plays a crucial role as a trustworthy evidence filter and 
independent information source in all areas within its remit. Producing reliable evidence syntheses at the EU level 
has the potential to save resources and avoid the duplication of efforts. ECDC is committed to enhance the 
consistency of its scientific advice outputs, improve analytical methods and processes as part of an overarching 
scientific strategy. The ability to produce evidence-based advice that is scientifically sound, useful and timely is one 
of the Centre’s foremost tasks. 

Prioritising work in the right areas at the right time can only be achieved through close exchange with stakeholders 
at the EU and Member State levels. ECDC uses structured mechanisms to engage relevant stakeholders and make 
the decision-making process as transparent as possible. ECDC works closely with its established public health and 
disease networks to identify priority areas, and exchange expertise and information. At the EU level, ECDC 
developed robust relationships with EU institutions, EU agencies responsible for risk assessment (e.g. through the 
EU-ANSA network of scientific advice in EU agencies established in 2013), and contributes to EU networks such as 
SHIPSAN ACT, AIRSAN and EMERGE. 

This collaborative and networking approach expands beyond the borders of the European Union, and includes 
international partners as well as research bodies working in the areas of infectious diseases epidemiology and 
prevention and control (e.g. Global Research Collaboration for Infectious Disease Preparedness). To be able to fulfil 
its core functions, ECDC needs to follow research and methodology developments on a global scale to ensure that 
its work stays relevant and scientifically sound. Continued mutual learning and capacity building in collaboration 
with stakeholders are essential means to keep scientifically and technically up-to-date. 

Results achieved in 2017 

In 2017, ECDC implemented a new scientific strategy which had already been approved in 2016. ECDC published 
six major scientific advice outputs in 2017: three expert opinions, two systematic reviews, and one public health 
guidance document (see Annex 8). In addition, ECDC published 81 scientific papers in peer-reviewed journals.  

As part of its scientific strategy, ECDC finalised its policies on open access publications, authorship and 
acknowledgment of contributions. As a public funded agency, ECDC wants to ensure that all its scientific outputs 
are freely available, both on its website and on scientific journal websites as ‘gold-standard’ open access. The 
authorship policy is directed at increased transparency and fair recognition of contribution to the Centre’s work.  

ECDC streamlined its systems and procedures to produce scientific outputs and improved the monitoring of quality 
and timeliness of these outputs. A new version of the ECDC Scientific Advice Repository and Management System 
(SARMS) was released to support this objective.  

In 2017, ECDC responded to 59 formal scientific requests: 52 were received from the European Commission (34 of 
which were forwarded from Members of the European Parliament), one came directly from the European 
Parliament, four were from Member States and two were sent by other stakeholders. 

ECDC’s Advisory Forum (AF) continued to play a vital role: the AF provided scientific feedback, supported scientific 
advice, helped with guidance prioritisation, and provided peer reviews. In 2017, ECDC agreed with its Management 
Board (MB) on an action plan to improve the complementarity of AF and MB, including the production of an annual 
report by the Chief Scientist, the development of an induction package for new Board Members, and a clarification 
of the role of the Advisory Forum and its scientific independence.  

In 2017, ECDC continued to deliver training courses on evidence-based practices and decision-making: 59 ECDC 
staff members and 98 experts from Member States participated in nine four-day training workshops. The feedback 
received from participants was consistently positive. Every workshop was evaluated, and the course content and 
training materials are regularly updated, based on the results of the evaluation.  

The 2017 ESCAIDE conference attracted almost 600 delegates from 49 countries; 381 abstracts were submitted, 
67 of which were late breakers. The feedback received from participants after the conference showed a positive 
appreciation of the plenary and parallel sessions, and a high overall satisfaction level.  

16 

 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Indicators for scientific advice 

No. 

Objective 

Indicator 

Target 2017 

Verification 

Result 2017 

7 

8 

High level of support of the 
Commission and Member 
States by producing 
quality scientific 
publications in the area of 
the priorities and mandate 
of the Centre 

Quality of ECDC 
scientific publications in 
peer-reviewed journals 
remains high i.e. 
Average Impact Factor 

Average number of 
citations of each article 

IF > 3.8 

> 10 

Quality and citations base on 
the following databases: 
Scopus, PubMed and Embase 

Average impact factor: 7.91 (Source: PubMed and Scopus) 
(The impact factor is calculated for peer-reviewed publications. It 
is based on the last 5 years, which provides a broader range of 
citation activity for a more informative picture over time). 

Average number of citations for each article: 26.31  
(covering period 2005-2015) 

High level of timely and 
adequate response to 
requests for scientific 
opinions by providing 
authoritative and reliable 
evidence-based scientific 
opinions and guidance to 
Member States, 
Commission and 
Parliament  

Proportion of prioritised 
scientific topics 
executed. 

Proportion of requested 
items for scientific advice 
(ad hoc and planned) 
timely delivered 

Use of evidence-based 
opinions and guidance 
produced by ECDC 

(1) 80% of 
prioritised actions 
integrated in annual 
work programme 

(2) 80% 

(3) >70% of 
opinions and 
guidance  

Comparison between IRIS (tool 
for scoring scientific priorities 
by the Advisory Forum) and the 
approved Work Programme 
Source SARMS (internal 
database on external scientific 
advice requests) 
Annual stakeholder survey 

(1) Around 70% of the actions prioritised in 2015 were included 
in the 2017 work plan.  

(2) 100% of the 59 formal external requests answered within the 
agreed deadline.  

(3) The annual stakeholder survey did not take place in 2017.  

Figures 2 and 3. Impact factor of scientific publications and average number of citation per article  

Average impact factor of ECDC 
scientific publications

Average number of citations for each 
article

5.6

5.09

5.73

15

7.17

7.91

19.75

22.67

26.31

2013

2014

2015

2016

2017

2014

2015

2016

2017

Figure 4. Number of formal external requests answered (from the European Commission, Member 
States and European Parliament)  

70

60

50

40

30

20

10

0

41

19

22

59

2
4

35

18

2016

2017

Other
stakeholders

Member States

European
Parliament

European
Commission

17 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

2.2 Microbiology  

Context 

According to the EU Health Strategy, every Member State should have access to routine and emergency diagnostic 
and reference laboratory services to detect, identify, characterise and subtype human pathogens of public health 
significance. This requires maintaining and constantly adapting laboratory-testing capabilities at clinical, national 
and supranational reference levels. Rapid microbial and drug resistance screening tools are now being incorporated 
in routine point-of-care practices. Whole genome analysis is transforming microbiological diagnostic and typing 
approaches, revealing novel markers of virulence and drug resistance. Yet, there is a largely unmet need to 
critically assess their accuracy and public health usefulness. In addition, national reference laboratories need 
access to training and external quality assessment (EQA) schemes for novel technologies to ensure comparability 
of surveillance data. 

ECDC’s microbiology support function assists the Centre’s network of partners in the Member States to maintain 
and further develop their public health microbiology capacity based on the monitoring of their individual country 
capacity and the collective capacity in the EU. ECDC and several laboratory networks linked to the Centre’s Disease 
Programmes organise EQA schemes to evaluate the proficiency of laboratories to test for key pathogens and drug 
resistance traits. In the area of microbiology, ECDC and its networks agreed on a roadmap for the gradual, 
coordinated and cost-efficient introduction of data generated by molecular typing technologies to EU-level 
surveillance and outbreak investigations.  

Results achieved in 2017 

In 2017, ECDC carried out technical support activities for an estimated amount of EUR 2.2 million that contributed 
to the consolidation and more efficient use of existing capacities of the EU public health microbiology system for 
EU-wide surveillance of communicable diseases and epidemic preparedness (see Table 1), conducted through the 
seven ECDC Disease Programmes’ surveillance networks.  

In 2017, ECDC and the National Focal Points for Microbiology completed the fourth (2016) round of pan-EU/EEA 
monitoring of microbiology laboratory capabilities for the national and EU-wide surveillance of communicable 
diseases and epidemic preparedness based on a set of agreed indicators (EULabCap). All EU/EEA countries 
participated. ECDC published the results as online maps; the fourth report will be published in April 2018. The 
EULabCap index, which expresses the microbiology capacity of Member States in the area of public health, reached 
7.5/10 in 2016, indicating a fair to high capacity level. It also showed a reduction in the capacity gaps between 
countries. The results show that Member States are moving fast toward the 2020 objectives.  

Figure 5. Level of country microbiology system capacity and capabilities (EULabCap 2013–2016)  

Nine external quality assessments (EQA) were performed among the EU networks of laboratories in 2017. ECDC 
started implementing its EQA strategy 2017–2020 with the application of standard criteria for topic prioritisation. 
Also introduced were performance indicators to evaluate the usefulness, service quality, cost efficiency, and public 
health added value of each EQA. 

ECDC conducted a third survey on the Member States’ capacity for whole genome sequencing (WGS) in disease 
surveillance. The survey was conducted with the National Focal Points for Microbiology. The open access peer-
reviewed publication published in 2017 showed a very rapid expansion over the period 2013–16. In 2016, half of 
the Member States performed WGS surveillance for at least one of the priority pathogens listed in the ECDC 
roadmap. In addition, ECDC developed ad-hoc capacity to support Member States that did not have the capacity to 
use WGS for cross-border clusters of listeriosis, salmonellosis and tuberculosis. 

A memorandum of understanding was signed with the EMERGE Joint Action project (‘Efficient response to highly 
dangerous and emerging pathogens at the EU level’), a project funded by the EU Public Health programme to 
ensure seamless cooperation with ECDC and the laboratory networks it supports. 

18 

Low(0-5.9)Intermediate(6.0-7.9)High(8.0-10)Level of country microbiology system capacityand capabilities based on EULabCapIndex, 2013-16EU/EEA countries8.78.08.58.18.18.28.68.18.38.68.68.58.58.68.89.08.18.18.98.98.89.59.68.39.29.59.68.36.58.18.18.46.48.18.19.66.88.28.28.26.26.36.28.97.06.16.38.46.66.66.47.16.46.76.67.56.97.37.07.06.16.87.17.47.57.37.17.77.47.97.27.17.86.87.26.37.16.97.27.27.26.97.36.47.37.47.66.86.47.77.66.35.67.47.66.44.77.57.77.25.65.27.86.84.85.05.67.95.75.75.77.95.75.95.85.75.85.95.82013201420152016 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

In 2017, ECDC and EFSA received a mandate from the European Commission (as part of the EU’s One Health 
approach) to upgrade the joint molecular typing database, in development since 2015 by both agencies for the 
laboratory-based surveillance of foodborne pathogens. ECDC and EFSA were asked to assess the technical options 
for adding WGS data and develop recommendations on how to upgrade the current database system. 

An exchange of practices between Member States took place during the joint meeting of National Focal Points for 
Surveillance and Microbiology in the area of e-health. On aspect was the direct electronic reporting from 
laboratories. Half of the Member States are already using automated systems for at least one disease under 
surveillance at the national level. 

Table 1. Summary of microbiology support activities 2017, by ECDC Disease Programme, section and 
technical area 

ECDC 
Disease 
Programme 
or section 

Network or 
project 

Pathogens covered 

y
t
i
l
a
u
q

l
a
n
r
e
t
x
E

t
n
e
m
s
s
e
s
s
a

ARHAI 

EARS-Net 

EUCAST 

Streptococcus 
pneumoniae, 
Staphylococcus 
aureus, Enterococcus 
faecalis, Escherichia 
coli, Klebsiella 
pneumoniae, 
Pseudomonas 
aeruginosa 
Antimicrobial-resistant 
bacteria and fungi 

HAI-Net CDI 

Clostridium difficile 

EVD 

EVD-LabNet 

FWD 

FWD-Net 

IRV 
HSH 
VPD 

TB 

EPM 

MCS 

EuroCJD 

ERLI-Net 
Euro-GASP 
EDSN 

EUpert-LabNet 

IBD-LabNet 

ERLTB-Net 

Routine 
molecular typing 
operations 

WGS capacity 
NMFP survey 

Emerging viral 
pathogens 
Salmonella enterica, 
Shiga toxin-producing 
E. coli, Listeria 
monocytogenes, 
Campylobacter 
jejuni/coli 
Variant Creutzfeldt–
Jakob disease (vCJD) 
Influenza virus 
Neisseria gonorrhoeae 
Corynebacterium 
diphteriae 
Bordetella pertussis 

Neisseria menigitidis 
Streptococcus 
pneumoniae 

Mycobacterium 
tuberculosis complex 
Salmonella enterica, 
Shiga toxin-producing 
E. coli, Mycobacterium 
tuberculosis 
Pathogens in the 
roadmap version 2.1, 
2016–2019 

 

 

 

 
 

 

 

 

Areas covered by microbiology activities (2017) 

n
o
i
t
c
e
l
l

o
c
n
i
a
r
t
S

l
a
n
o
i
t
a
n
a
r
p
u
S

s
e
c
i
v
r
e
s

e
c
n
e
r
e
f
e
r

t
r
o
p
p
u
s
y
r
o
t
a
r
o
b
a
L

k
a
e
r
b
t
u
o
o
t

e
s
n
o
p
s
e
r

i

g
n
p
y
t

r
a
l
u
c
e
l
o
M

d
n
a

e
c
i
v
d
A

e
c
n
a
d
u
g

i

l
a
c
i
n
h
c
e
t

y
t
i
c
a
p
a
c
y
r
o
t
a
r
o
b
a
L

t
n
e
m
s
s
e
s
s
a

i

l

y
g
o
o
b
o
r
c
i
M

l

y
g
o
o
n
h
c
e
t

t
n
e
m
s
s
e
s
s
a

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
 

 

 

 

 

 

i

g
n
n
i
a
r
T

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

19 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

Indicators for microbiology support 

No. 

9 

Objective 

Indicator 

Implementation of the 
ECDC microbiology 
strategy to ensure 
sufficient microbiology 
capacity within the EU, to 
detect and manage 
infectious threats.  

Proportion of Member 
States having 
microbiological core 
capabilities and 
capacity, as defined by 
the ECDC microbiology 
strategy 

Result 2017 
Third survey report and fourth survey maps published; 
final report on four annual surveys to be published in 
April 2018 

Verification 

Verification by country 
visits and peer review of 
Member States and other 
components (results of 
laboratory External Quality 
Assessments –EQA_ 
exercises) 

EULabCap report 

Lessons learned from EULabCap 2015 assessed with 
NMFPs in May 2017 and presented as rationale for the 
ECDC Public Health Microbiology Strategy 2018-22, 
presented for the Advisory Forum advice in December 
2017. 

Piloted indicators for EQA performance to assess the 
utility, relevance and quality of EQASs 

Piloted projects WGS-based surveillance for priority 
diseases, in line with the roadmap’s milestones and 
third annual mapping of MS WGS-based surveillance 
capacities performed and reported. 

Templates and procurement manual developed to 
ensure a common approach, harmonisation for the 
launch of EQAs and increased cost effectiveness 

Target 2017 
Third annual EULabCap 
monitoring of three 
components of laboratory 
capabilities i.e. primary 
diagnostics; national 
microbiology reference 
laboratory services and 
laboratory-based surveillance 
and epidemic response 
support 

Joint assessment with 
competent bodies of lessons 
learned from comparison 
2015, 2014 and 2013 
EULabCap indicators 

Compare the laboratory EQA 
performance levels and 
EULabCap capability levels 
for surveillance of 
communicable diseases and 
antimicrobial resistance 

Pilot implementation of 
strategic roadmap for whole 
genome sequencing-based 
surveillance 

Strengthened ECDC 
procurement process for 
external quality assessment 
schemes 

20 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

3. Preparedness and response 

3.1 EU and country preparedness support  

Context 

Preparedness planning is a top priority for ECDC. Preparedness planning, the identification of current gaps in 
preparedness and capacity, and capacity building are critical if the EU and its Member States are to respond 
effectively to major epidemics and other serious cross-border health threats. Recent international threats showed 
how important it is to be able to rely on good scientific evidence for preparedness activities, engage in enhanced 
cooperation with critical sectors, and share good practices across countries. The European Commission and the 
EU/EEA Member States, via the Health Security Committee, have committed to work together to further improve 
preparedness and to ensure that preparedness plans in Europe are interoperable between countries and sectors. 
Article 4 of Decision 1082/2013/EU on serious cross-border threats to health establishes an ambitious agenda for 
cooperation between Member States and the European Commission. Providing technical support in this context is 
one of ECDC’s top priorities.  

Results achieved in 2017 

In 2017, ECDC continued to provide technical support to the European Commission on the implementation of 
Article 4 of Decision 1082/2013/EU on serious cross-border threats to health. ECDC assisted in reviewing the 
template and online survey tool to collect Member State input on the implementation of Art. 4 of Decision 1082 
and developed the analytical framework for the Commission. 

In 2017, ECDC made several practical tools available to support public health personnel in the Member States who 
work in the area of preparedness assessment and planning: 

 

 

 

 

 

 

Health Emergency Preparedness Self-Assessment tool (HEPSA), which aims to support EU countries to self-
assess their preparedness infrastructures and functions and identify possible gaps to foster their 
improvement3 
Handbook on strategic planning for public health emergencies (PHE) preparedness4, with a stepwise 
approach for PHE planning in Member States 
Handbook and tool for the prioritisation of infectious diseases threats, to rank threats in a transparent, 
comparable and reproducible way 
Report on core competencies for EU Member States in public health emergency Preparedness, to identify 
strengths and areas for improvement in countries 
Literature review on community preparedness synergies, enablers and barriers in community/institutional 
preparedness 
Guide to the revision of national pandemic influenza preparedness plans, based on good practices and 
lessons learnt from the 2009 pandemic.  

ECDC and EUROPOL held a cross-sectoral biorisk awareness and mitigation training in June 2017, in Budapest, 
Hungary. The course, delivered with a regional span to establish partnerships between neighbouring countries and 
support capacity building in the countries, gathered 44 attendees from three different sectors (law enforcement, 
public health/health emergency services and civil protection). 

A regional cross-sectoral simulation exercise was conducted together with the ECDC Influenza and Respiratory 
Disease Programme (IRV) in November 2017, in Vienna, Austria. Participants came from eight southeast European 
countries. The exercises’ focus was on avian and human influenza (One Health approach). 

ECDC invited the National Focal Points for Preparedness and Response and the National Focal Points for Threat 
detection to strengthen synergies. 

ECDC organised country visits to Spain and the Netherlands to review recent epidemic events, with a focus on 
community preparedness. 

4 Published in 2018 

21 

 
 
 
 
 
 
 
 
 
 
 
 
                                                                    
Annual Report of the Director 2017 

ECDC CORPORATE 

Indicators for EU and country preparedness support 

No. 

10 

Objective 
Support the European 
Commission in monitoring the 
implementation of Decision 
1082/2013/EU (in particular Art. 
4 – preparedness) with scientific 
evidence base, gap analysis on 
PH preparedness of individual 
MS and identification of areas 
for enhanced support.  

11 

12 

Strengthen preparedness in 
countries by providing 
methodological advice on 
effective preparedness 
planning, evaluation of 
response plans and their 
interoperability, while 
maintaining resilience to 
cooperate with HSC and its 
dedicated subgroups, as well as 
WHO IHR working groups. 
Support exchange of knowledge 
and practice among relevant 
professionals and organisations 
at EU and regional level to 
further strengthen capacities 
and capabilities, and promote 
operational research for 
effectiveness of public health 
emergency preparedness in 
EU.  

Indicator 
Proportion of 
ECDC products in 
the area of PH 
Emergency 
Preparedness 
submitted to the 
Commission and 
included in the 
agenda of the 
Preparedness 
working group of 
the Health 
Security 
Committee 
Proportion of 
ECDC activities 
(guidance, 
seminars, 
workshops, 
exercises, country 
visits) undertaken 
to reach the 
planned objectives 

Proportion of 
trained countries 
which will 
integrate tools and 
methods 
referenced to 
ECDC products 
for evaluation into 
national planning 
cycle 

Target 2017 
- 50% by end of 2018 

- Progress report on 
Art. 4 used by 
European Commission 

Verification 

- Publication of technical reports 
following country visits distributed to 
relevant stakeholders within the set 
timeframe. 

- Endorsement of progress report on 
Art.4 by the HSC as presented by the 
European Commission. 

Result 2017 

6 products prepared by ECDC in 2017 
No meeting of the preparedness group of the HSC in 
2017. 

According to the Legal Act, the deadline for Member 
States to send their reports was 7 November; the 
European Commission extended the deadline to 
January 2018. ECDC is finalising the progress report in 
February 2018for presentation to the HSC in June 
2018. 

- 90% of the key output 
of the SPD achieved by 
end of 2017 

- Meeting report of NFP annual 
meeting. 

100% of the key output in the Single Programming 
Document achieved 

- Review of National preparedness 
plans 

- ECDC Annual report 

- 50% of countries 
actively involved have 
integrated the 
outcomes in their 
national plan by end of 
2018 

- Technical reports on training 
workshops 

Trained countries: 14 + 4 enlargement countries on 
biorisk; 12 on animal health 

- Workshop evaluation reports 

Regarding the integration by countries in their national 
plan, the data analysis is not available at this stage. 

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Annual Report of the Director 2017 

3.2 Response and emergency operations 

Context 

One of ECDC’s core tasks is to provide technical support to the EU-level response to disease threats. Decision 
1082/2013/EU on serious cross-border threats to health strengthens the coordination between the European 
Commission and Member States in this area. ECDC’s experts and the EU Early Warning and Response System on 
Public Health Threats (EWRS), which ECDC operates on behalf of the European Commission, are key resources for 
the EU-level response to cross-border health threats. ECDC public health experts support the European 
Commission and Member States in the planning for, and response to, emergencies.  

In addition to this, ECDC operates an Emergency Operations Centre (EOC). ECDC’s public health emergency plan 
enables the Director to mobilise resources to support the EU-level response to serious cross-border threats to 
European public health. ECDC constantly reviews and updates the plan based on lessons learned from crisis 
simulation exercises and real-life emergencies. The importance of the public health emergency plan – and the 
preparedness activities aligned with it – were further emphasised by Decision 1082/2013/EU. 

Results achieved in 2017 

ECDC worked on its Preparedness and Response Support strategy 2018–2022, expected to be adopted by the 
Management Board in 2018. 

ECDC, the European Commission and the health security working-group for EWRS agreed on the vision, scope and 
requirements for a new version of the Early Warning Response System (EWRS). An update of the system is 
expected by the end of 2018. 

ECDC also supported WHO and the Global Outbreak Alert and Response Network (GOARN) with the deployment of 
epidemiologists to Madagascar in October/November 2017 (response to the plague outbreak). The Director of 
ECDC activated a level-1 public health emergency at ECDC in October 2017 for two weeks to ensure adequate 
support to the crisis and prepare relevant guidance in case of imported cases. 

Following the evaluation report of the public health emergencies for Zika and Ebola in 2015 and 2016, ECDC 
updated its public health emergency plan. 

ECDC provided response support through missions in Egypt (dengue), Libya (malaria), Nigeria (cholera), Uganda 
(viral haemorrhagic fever), South Sudan (surveillance), Madagascar (plague), Dubai (legionellosis) and Brazil 
(Zika). 

In the area of substances of human origin, ECDC continued to support the European Commission by updating the 
guide for preparedness on Zika virus safety of substance of human origin. ECDC performed a risk assessment of 
the Danish protocols for testing of non-partner sperm donors, and provided advice on the need for syphilis 
screening for quarantined allogeneic tissues and cells. In addition, threat assessments for substances of human 
origin were performed, and three articles were published in peer review journals. 

ECDC participated in two training courses and two simulation exercises within the framework of the EU Medical 
Corps (EU framework to facilitate the mobilisation of medical and public health teams for response and 
preparedness operations inside or outside the EU). 

Indicators for response and emergency operations 

No. 

13 

14 

Objective 

Mobilisation mechanisms 
for public health response 
teams developed 

Indicator 
Provision of support 
teams upon request 
from Member States 

ECDC emergency 
operation centre 
strengthened 

Number of field missions 
supported from the EOC 

Target 2017 

Verification 

Result 2017 

100% requests for 
response support from 
Member States 
honoured 

100% of field missions 
supported from the EOC 
with a good level of 
satisfaction 

List of requests from Member 
States 

100% requests for response support from 
Member States honoured  

Missions reports 

100% satisfaction: 1 mission to Dubai 
supported from the EOC in 2017. 

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4. Training and capacity building 

4.1 Public health training  

Context 

The defence against communicable diseases in the EU depends on a competent workforce at all levels. ECDC’s 
mandate to coordinate and support training programmes in order to ensure that Member States have a sufficient 
number of trained specialists is described in Article 9 (6) of its Founding Regulation and Article 4 of Decision 
1082/2013/EU. The ECDC Public Health Training Strategy 2015 proposes three strategic objectives:  

 

 

 

Strengthen and maintain the workforce in the Member States and at the EU level through relevant training 
of key national experts, to ensure adequate capacity for communicable disease preparedness, prevention, 
detection, assessment and control (nationally and cross-border). This is ensured through the ECDC 
fellowship programme, a two-year learning-by-doing programme, with a field epidemiology (EPIET) and a 
public health microbiology (EUPHEM) path; and the Continuous Professional Development Programme 
(CPDP) that targets mid-career and senior public health professionals. 
Strengthen and maintain a network of European and global training partners, to support capacities for 
training activities at the local, subnational, national and community levels. Partners are national institutes 
for public health, national reference laboratories, schools for public health, national focal points for public 
health training and global partners, such as Association of Schools of Public Health in the European Region 
(ASPHER), the Training Programs in Epidemiology and Public Health Interventions Network (TEPHINET), 
and WHO. ECDC provides the scientific leadership for MediPIET5, a field-epidemiology training programme 
in the Mediterranean region established by the Centre in 2013-2014 with funding of the European 
Commission and currently managed by a Spanish consortium.  
Support training in the Member States by providing a common virtual training infrastructure; this is done 
through the ECDC Virtual Academy (EVA) and an online collaborative platform (FEM Wiki). 

Results achieved in 2017 

In 2017, 37 fellows graduated from the ECDC Fellowship Programme (cohort 2015) (with 17 graduates from 
EPIET, nine from EUPHEM and nine from the EPIET-associated programmes). At year’s end, 80 fellows were 
enrolled (39 from cohort 2016 and 41 from cohort 2017). The Programme operates in public health institutes and 
laboratories located in EU/EEA countries. It includes an introductory course, training modules, and field 
investigations in and outside the EU/EEA. Scientific coordinators and supervisors conduct site visits to ensure the 
sufficient capacity of the training sites. 

ECDC started the implementation of its integrated Continuous Professional Development Programme (CPDP) in 
2017. The Programme consists of the ECDC Summer School, a Senior Exchange Initiative, short courses, e-learning 
opportunities, and training courses developed in collaboration with ECDC’s Disease Programmes. It also covers 
ECDC public health functions and external partners. In 2017, ECDC organised the first winter workshop and 
published a complete catalogue of CPDP courses (Table 2). 

In 2017, the ECDC Virtual Academy (EVA), a platform for online learning, provided three online courses with a total 
number of 147 participants, on ‘Writing and reviewing scientific abstracts’, ‘ Influenza vaccination among 
healthcare workers’ and one pilot on ‘Introduction to outbreak investigation’.  

ECDC provided support to the MediPIET consortium, a programme whose sustainability depends on continued 
financial support from the European Commission. ECDC continues to ensure the scientific leadership of the 
programme. The second cohort of 15 MediPIET fellows, together with one fellow from cohort 1, graduated in 
December 2017.  

In 2017, ECDC worked on the establishment of a network of public health schools in Europe, in collaboration with 
ASPHER. After mapping curricula in the field of communicable diseases in 2017, the first meeting of the network 
was scheduled for February 2018 to explore the further exchange of experiences and other joint activities.  

The collaboration continued with TEPHINET, EFSA and WHO. 

Table 2. Modules and participants in Continuous Development Programme 

Course 

Topic 

Short courses 

Summer school 

Winter workshop: Cross-border health threats: assessment, decision making and 
communication 

Control of multidrug-resistant microorganisms (MDRO 

Participants 

Total 

64 

28 

36 

238 

5 http://medipiet.eu/training/intro/ 

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Annual Report of the Director 2017 

Course 

Topic 

Participants 

Total 

Training on simulation exercise (SE) design and development 

Cross-sectoral biorisk awareness and mitigation training (ECDC-EUROPOL) 

Methods and tools for evidence-based practice and decision-making 

Senior exchange visits 

Writing and Reviewing Scientific Abstracts: a field epidemiology focus -3rd edition 

Influenza vaccination among health care workers - Assess and communicate to improve 
uptake; 2nd edition 

Introduction to Outbreak Investigation: pilot course (pilot) 

27 

48 

35 

12 

60 

32 

55 

397 

12 

147 

397 

Senior exchange 
programme 

Online courses 
(ECDC Virtual 
Academy - EVA) 

Total 

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Indicators for public health training 

No. 

15 

Objective 
To strengthen and 
maintain the workforce in 
the Member States and at 
the Community level 
through relevant training of 
key national experts, in 
order to ensure adequate 
performance of functions 
for communicable disease 
preparedness, prevention, 
detection, assessment and 
control nationally and 
cross-border. 

Indicator 
Number of people 
trained, per Member 
State, per core function* 
B. Participant 
satisfaction with ECDC 
training activities. 
C. Number of scientific 
articles of public health 
relevance by 
EPIET/EUPHEM 
fellowship during and 2 
years after graduation. 
D. Number of graduates 
working in Public Health 
per Member State, per 
discipline (absolute and 
proportional) 

Target 2017 

A. 40 fellows 
included in ECDC 
fellowship, 300 
Member State 
Experts participated 
to CPDP courses 
B. >80% satisfaction 
C. > 50% increase 
compared to the 2-
year period before 
entering the 
programme. 
D. Reduction of the 
gaps identified by 
the Training Needs 
Assessment 

Verification 

A. From ECDC training 
database : number of trained 
people 
B. Course evaluation 
C. Database + ECDC 
VirtualAcademy (EVA) 
platform, Bibliometrics 
(PubMED, Scopus) 
D. ECDC Virtual Academy 
(EVA) : follow up of 
graduates (profile updates), 
Linkedin, Pubmed, CCB 

Result 2017 
A. 37 fellows graduated in 2017: 28 EPIET (12 EU track, 7 Member 
States track, 9 associated programmes) and 9 EUPHEM (4 EU 
track, 5 Member States track) 

397 external experts trained in the CPDP courses (including 147 
through online courses, and 12 in senior exchange visits)  

B. Satisfaction: 

• 

• 

ECDC Fellowship Programme (EPIET/EUPHEM): not 
available  
Short courses: 86% (3 courses: Infection control of 
multidrug-resistant organisms in healthcare settings 
(MDRO) July 2017 (86%); Summer School 2017 (86%); 
Cross-border health threats: assessment, decision 
making and communication (82%) 

C. Number of scientific articles: 

• 
• 

• 

Increase/decrease of publications: not available 
Average number of annual publications per fellow 
before fellowship: not available  
Average number of annual publications per fellow in the 
2 years after fellowship: not available 
(Source: PubMed, Scopus, out of xx fellows) 

D. Number of graduates working in Public Health per Member 
State: Data not available 

16 

17 

To strengthen and 
maintain a network of 
European and global 
training partners, 
supporting capacities to 
provide training to the 
workforce in the EU at 
local, subnational, 
national and 
Community levels. 

Perceived added 
value of ECDC Public 
Health Training 
activities by training 
stakeholders. 
B. Number of joint 
trainings provided to 
EU workforce 
together with ECDC 
training partners 

A. > 75% 

A. Dedicated survey 

A. Perceived added value: no dedicated survey in 2017 

B. At least 2 
trainings 

B. Number of joint trainings with ECDC training partners: 1 

ECDC-EUROPOL cross-sectoral biorisk awareness and 
mitigation training in June, Budapest, Hungary 

To support the 
cascading of training 
within the Member 
States by providing a 
common virtual training 
infrastructure with 
access to training 
material, e-learning and 
platforms for 
communities of 
practice. 

A. Increase of 
number of views of 
FEMWIKI 
B. Number of 
cascaded courses in 
EU Member States 

A. + 20% views 
Coverage of 
views in all 28 
MS 

B. 6 Member 
States having 
used EVA in 
cascaded 
courses 

A. Google analytics and 
FemWiki Platform 
database 

B. ECDC Virtual Academy 
(EVA) platform 

A. FEMWIKI views: 100% increase in the EU 
compared to 2016 (mainly related to UK users) 

B. Cascaded courses in Member States: not 
available in 2017 

Figure 6. Number of graduates: ECDC fellowship programme  

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Annual Report of the Director 2017 

Figure 7. Number of participants in trainings that are now part of the continuous professional 
development programme (CPDP) 

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4.2 International relations 

Context 

Emerging pathogens and epidemics in other continents can threaten public health in the EU. ECDC therefore needs 
to maintain lines of communication with key technical counterparts around the world, most importantly with the 
World Health Organization and its Regional Office for Europe. ECDC also works closely with other public health 
organisations, such as the US CDC. Developing technical cooperation and exchange of information with the EU 
enlargement countries and the European Neighbourhood Policy partner countries (ENP) is also essential. ECDC 
works with health authorities in these countries to bring them into the fold of the EU’s infectious disease 
surveillance and rapid alert systems and help them align with the EU acquis in the area of communicable disease 
prevention and control. The 2017 mid-term review of ECDC’s international relations policy and the planning of 
future have brought about major changes, e.g. the mobilisation of ECDC experts outside of the EU and the 
establishment of the EU Medical Corps.  

Results achieved in 2017 

In 2017, ECDC finalised its mid-term review of the implementation of the ECC international relations policy adopted 
in 2014. The review served as the basis for the new International relations policy 2020, approved by the 
Management Board in November 2017. 

ECDC further strengthened its relation with the WHO Regional Office for Europe. The annual ECDC–WHO 
coordination meeting included a review of the respective work programmes. The two organisations reviewed and 
agreed on the principles of collaboration and developed a joint agreement on data protection. 

ECDC continued to provide technical pre-accession support to EU enlargement countries6 by inviting national 
experts to ECDC meetings. In 2017, ECDC organised 14 technical cooperation events for EU enlargement countries 
with 126 experts. The Regional Seminar on Communicable Disease Surveillance took place in Ohrid, former 
Yugoslav Republic of Macedonia. It was instrumental in giving feedback to the Western Balkan countries and 
Turkey on how their disease data submissions to ECDC’s TESSy system meet the EU/EEA standards as per EU 
acquis. The European Commission will ensure further financial support through a new grant under the Instrument 
of Pre-Accession Assistance (IPA 5). 

Upon request from the European Commission, ECDC assessed the system for communicable disease prevention, 
disease surveillance, and disease control in Albania. A team of ECDC and EU Member State experts conducted the 
assessment during a country visit, with the participation of officials from the European Commission. The team held 
more than 60 review meetings, visited 28 institutions in six municipalities in four regions, and met officials at the 
national level. In November 2017, ECDC sent a draft technical assessment report for comments to Albania. 

After consultation with the European Commission, ECDC began preparing for an assessment of Kosovo and Bosnia 
and Herzegovina (2018 and 2019). In December, an ECDC delegation went on a preparatory mission to Bosnia and 
Herzegovina, visiting three autonomous entities of the country. 

In 2017, ECDC continued its technical cooperation with the ENP partner countries through financial assistance from 
TAIEX7. The overall objective was to support the exchange of best practices, the progressive participation of ENP 
partner countries in ECDC activities, and the strengthening of local capacities to detect, assess, and respond to, 
threats related to communicable diseases. Six meetings and joint activities were organised, bringing together a 
total of 66 experts. This included the organisation of a best practice workshop in Ukraine to support the 
development of Ukraine’s surveillance strategy. This event was organised as part of ECDC’s continuous technical 
support to the country and a follow-up of the 2015 assessment of Ukraine’s national systems for the prevention 
and control of communicable diseases. Finally, observers from five ENP partner countries were integrated into the 
ECDC threat detection network. 

ECDC further intensified its cooperation with major national public health institutes and centres for disease 
prevention and control with formalised bilateral partnerships: the Centre established a network of contact points in 
national public health organisations in the USA, Canada, China and Israel. 

6 Financial support provided by the European Commission (DG NEAR), grant contract ECDC-IPA4/2015/361-042 

7 Technical Assistance and Information Exchange instrument of the European Commission 

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Annual Report of the Director 2017 

Indicators for international relations 

No. 

18 

Objective 
Achievement of timely and 
sustainable support to the 
Commission and relevant 
countries in the 
implementation of EU 
enlargement and ENP 
policies. Established and 
functioning working 
relations with relevant 
international partners. 

Indicator 
Completion of an agreed 
list of joint activities 
established between 
ECDC and its 
international partners 

Target 2017 

Degree of 
completion of the 
Work Programme 
2017, in the area of 
cooperation and 
collaboration: 80% 
activities 
successfully 
implemented 

Verification 
Work Programme 2017 list of 
key outputs 

80% (4 out of 5) 

Result 2017 

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4.3 Country support 

Context 

Since its establishment, ECDC has provided capacity support to the Member States through various means, such as 
training, assessments/peer reviews, facilitation of sharing of experiences and good practices, development of 
toolkits and guidance, and laboratory support. These activities have also not always been implemented in a 
coordinated and structured way and were often based on an ECDC perspective rather than on broad country 
perspectives. The second external evaluation of ECDC stated that ECDC needed to gain a better understanding of 
the national health systems. ECDC should also gain a better understanding of the needs in a particular country so it 
can address these needs in a strategic country support framework.  

In 2016, the Management Board adopted a new strategy for country support,. It defines how ECDC in a 
coordinated, structured and country-focused way could meet national public health needs and support sustainable 
national capacities and capabilities. 

The country support strategy outlines a common and coordinated approach to assess national public health needs, 
determine priorities, and build capacity. The objectives are: 

 
 

 

to define with the Member States the needs and opportunities in countries, regions and across the EU;  
to agree with the Coordinating Competent Bodies and the Advisory Forum on country-driven transparent 
methods for the determination of priorities for ECDC country support activities;  
to plan and implement – together with the Coordinating Competent Bodies – cost-efficient and well-
structured ways to support public health activities in the Member States.  

Activities include training courses, sharing of experiences and best practices, country preparedness, country 
capacity strengthening, laboratory support, surveillance support, and support to policymaking. 

Results achieved in 2017 

An exploratory call for support requests from the Member States was launched in March 2017, when the Director 
contacted the Directors and the National Coordinators of CCBs. Sixteen requests were received from seven 
countries (the Czech Republic, Estonia, Germany, Latvia, Lithuania, Malta, Romania). The requests were analysed 
and evaluated and the needs clarified with the countries. Solutions to meet the countries’ needs were discussed 
with the beneficiary countries and with the relevant ECDC Disease Programmes or sections. The requests mainly 
covered the following areas: 

 
 
 
 

Training activities (e.g. train the trainers, e-learning modules, workshops) 
Communication support (e.g. communication tools, communication strategy, communication campaigns) 
Twinnings and exchange visits  
Country visits 

Here are a few examples of the received requests: influenza vaccination of health professionals and how to 
influence their attitudes towards vaccination; evaluation of data quality in communicable disease surveillance; 
communication/training on immunisation; study visit at ECDC for an exchange of experiences on epi intelligence 
and risk assessment; training of national experts in the area of ARHAI; training/twinning with other Member States 
on vector-borne diseases. 

The pilot has undergone an internal evaluation in September 2017, complemented with a formal feedback from the 
Member States and the Coordinating Competent Bodies. Conclusions were positive, with the need to put additional 
efforts in aligning the country support mechanism with the general ECDC planning process. A page on country 
support was added on the ECDC website. Additionally, ECDC started working on upgrading the functionalities of its 
CRM system to add information on its interactions with Member States. 

Figure 8. Number of requests by area and type of support 

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Annual Report of the Director 2017 

5. Communication 

5.1 Health communication  

Context 

ECDC’s partners and the wider public health community expect the Centre to communicate its scientific output in a 
timely manner. The obligation to communicate results and make them available via the Centre’s website is set out 
in Article 12 of ECDC’s Founding Regulation. However, the importance of health communication goes beyond this. 
The EU and its Member States have come to regard coordination of risk and crisis communication, based on robust 
and independent evaluation of public health risks, as a vital area of cooperation when responding to serious cross-
border threats to health. Being able to agree rapidly on a set of coherent, technically sound core messages about a 
threat can be a huge support to response efforts. 

Results achieved in 2017 

ECDC published 210 reports in 2017, a (detailed list in Annex 8), including rapid risk assessments and surveillance 
reports. ECDC and the WHO launched a new joint branding, first applied to the publication of the HIV/AIDS annual 
surveillance report 2017; the co-branding will be extended to all joint reports and activities. The number of 
subscribers to the publications newsletter is now 3 312, an increase of 480. ECDC is increasingly publishing data, 
graphs, maps and infographics as downloadable, copyright-free assets, to allow partners and stakeholders to re-
use ECDC content.  

In 2017, ECDC redesigned its web portal. The mobile-friendly design includes a more efficient search engine. 
Added features include antibiotic consumption reports from The European Surveillance System (TESSy). It also 
provides public access to the interactive Surveillance Atlas of Infectious Diseases. 

Overall, 1 281 596 website sessions were recorded for 2017, compared with 2 284 454 in 20168. The number of 
followers on ECDC’s corporate Twitter account (@ECDC_EU) grew by 24 percent, with over 3 909 new followers in 
2017. ECDC’s dedicated Twitter account on outbreaks (@ECDC_Outbreaks) grew, from 2 367 followers in 2016 to 
3 659 followers by the end of 2017 – representing a 55 percent increase.  

Media analyses show that 8 292 (5 844 in 2016)9 media clippings mentioning ECDC were published in the EU in 
2017 (both print and online, excluding social media), with a potential audience reach of 5.7 million citizens (about 
1% of the EU population). Antimicrobial resistance, HIV/AIDS and vaccines were the most popular topics 
mentioned in the news media. 

ECDC and WHO published a number of joint reports on tuberculosis, HIV, and influenza, and improved the 
coordination of joint messages. 

Throughout the year, ECDC provided a professional press office service for health journalists. In close cooperation 
with the European Commission, the Health Security Committee as well as the WHO Regional Office for Europe, 
ECDC provided EU-wide communication response to public health issues.  

Over 40 countries across Europe participated in the tenth edition of the European Antibiotic Awareness Day on 
18 November 2017. The Day was marked by national events and campaigns on prudent antibiotic use. An 
exhibition in Brussels displayed national materials from antibiotic awareness campaigns. It was ECDC’s most 
successful EAAD so far; 154 participants from more than 50 professional organisations took part in EAAD activities: 
journalists, representatives from almost all EU Member States, and institutional partners from the European 
Commission, WHO/Europe, EFSA and EMA. In terms of social media, ECDC’s visibility more than doubled compared 
with 2016 (88.5% vs 46%), particularly in social media.  

ECDC produced a communication toolkit for professionals in hospitals and healthcare settings, including key 
messages in all EU languages and a comprehensive set of ready-to-use templates. ECDC continued to partner with 
WHO for the World Antibiotic Awareness Week. 

8 The comparison might be misleading because compliance with new EU data regulations was added to the ECDC website in June 
2017: visitors that do not explicitly agree with the use of cookies, which could amount to up to 90% of actual visitors, cannot be 
tracked. 

9 93.5% neutral, 6.1% positive, 0.2% negative, 0.2% mixed. 

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Indicators for health communication 

Indicator 
(1) Usage of the ECDC 
web portal and social 
media channels 

Target 2017 
+5% web visitors 
+10% followers on 
Twitter 

Verification 

Web and social metrics used for 
verification 

Result 2017 

(1) 1 281 596 website sessions were recorded for 2017, 
compared with 2 284 454 in 20169. 

No. 
Objective 
19  Ensure that ECDC 

scientific and technical 
outputs are timely, easily 
available, impactful, 
reusable and adjusted to 
the needs of our target 
audiences 

(2) Perception of 
timeliness, usability and 
usefulness of ECDC 
outputs  

Favourable 
perception of at least 
75% respondents 

Perception study 

20  Consolidate the reputation 

of ECDC as an 
independent, transparent 
agency that produces and 
disseminates high quality 
scientific content 

Increase of media articles 
in Europe referencing 
ECDC and its experts 

+5% compared to 
previous year 

Media monitoring 

21  Support sharing of 

knowledge, data and 
analysis among 
stakeholders with a focus 
on strengthening 
communication capacity 
and preparedness in EU 
Member States  

(1) Number of ECDC 
materials, workshops, 
meetings and training 
activities in the area of risk 
and crisis communication.  

(2) Provision of Lines to 
take (LTTs) documents for 
handling media queries in 
public health crisis, for 
information to Member 
States and the 
Commission 

At least 3 activities 

Annual review of 
communication activities 

100% of Lines To 
Take (LTTs) shared 
with Member States 
and the Commission 

Quality and timeliness verified 
by feedback from European 
Commission on HSC actions 
and decisions 

The number of followers on ECDC’s corporate Twitter account 
(@ECDC_EU) grew by 24%, with over 3,909 new followers in 
2017.  
ECDC’s dedicated Twitter account on outbreaks 
(@ECDC_Outbreaks) grew, from 2,367 followers in 2016 to 
3,659 followers by the end of 2017 – representing a 55% 
increase, a trend that is observed among all ECDC Twitter 
accounts. 

(2) Not available in 2017 
+41.9% 

The media analysis shows that 8.292 (vs. 5,844 in 2016) media 
clippings mentioning ECDC were published in the EU in 2017 
(both published and online, excluding social media) with a 
potential audience reach of 5.7 million citizens. Antimicrobial 
resistance, HIV/AIDS and vaccines were the most often reported 
topics. 

Tone of the clippings: 93.5% neutral, 6.1% positive, 0.2% 
negative, 0.2% mixed 

(1) Four activities: 
- Panel presentation on ‘How risk communication plays an 
important role in public health emergencies’ at the Asia-
Europe Foundation high-level meeting on ‘Risk 
communication and leadership during health emergencies’ 
(Seoul, June 2017) 
- Communication component in regional multi-country 
simulation exercise (SIMEX) held in Austria on preparedness 
for avian influenza: Presentation on ERC and importance of 
pseudo-media in the training course on exercise design and 
development of media injects for the SIMEX (November 2017) 
- ENVI agencies crisis training: Presentation on ECDC’s work 
on ERC, participation in the SIMEX and review of ENVI 
agencies’ ERC communication toolkit (November 2017) 
- ‘Health, risk and crisis communication’ module at the ECDC 
Continuous Professional Development Workshop on ‘Cross-
border health threats: Assessment, decision making and 
communication’ (December 2017) 

(2) 100% 

Figures 9 and 10. Referencing of ECDC in media in Europe  

Number of clippings 
(online publications and print articles)

Tone of the media clippings (in%)

7528

8292

8000

7000

6000

5000

4000

3000

2000

1000

0

3435

100

80

60

40

20

0

5

95

6

94

6.1

93.5

2015

2016

2017

2015

2016

2017

Mixed

Negative

Neutral

Positive

32 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

5.2 Eurosurveillance 

Context 

Eurosurveillance is ECDC’s scientific journal. It is internationally recognised as a leading platform for peer-reviewed 
publications on the epidemiology, surveillance, prevention and control of communicable diseases, with a focus on 
Europe. The journal is published weekly at www.eurosurveillance.org. All articles are open access (available 
without restrictions), and there are no author fees. 

Results achieved in 2017 

In 2017, Eurosurveillance switched seamlessly to a new publication platform with improved workflows. The 
associated new website now offers attractive features such as article level metrics, customised alerts and searches, 
citation tracking, and topical collections. Moreover, editors are able to change content of previously static pages 
more flexibly; dispatch to major scientific databases works is now automatic.  

The journal remained an attractive outlet for public health experts and scientists from Europe and elsewhere; this 
was reflected by the number and quality of submissions: the total number of submissions increased to 901 (2016: 
864; 2015: 770), an average of 75 per month. In total, 230 items were published: 69 rapid communications, 118 
regular articles, and 43 in other categories (editorials, letters, news and miscellaneous).  

Some 500 experts acted as peer reviewers and dedicated their time to support the decision-making process by 
sharing their views and comments on articles before publication.  

The geographical focus of submitted and published articles in Eurosurveillance remained Europe. As in previous 
years, the journal published some articles from countries outside of Europe that were of relevance for public health 
overall and Europe in particular. 

Eurosurveillance continued to be among the top ten of infectious disease journals. With 7.2, the awarded impact 
factor was the highest since the journal was awarded its first IF in 2012. In the SCImago journal rank, 
Eurosurveillance featured in the top 25 per cent in four categories (medicine general, virology, public health, 
environmental and occupational health). 

The journal is active on Twitter and expanded its social media activities to the professional network LinkedIn. 
Eurosurveillance was represented at six international meetings (workshops, conferences, etc.) with invited 
presentations and other contributions. Its scientific seminar on ‘One Health’ during ESCAIDE attracted more than 
130 participants. Special print editions were distributed at international conferences. 

Topics covered in 2017 included plasmid-mediated colistin resistance conferred by the mcr-1 to X genes; the 
hepatitis A outbreak in MSM in Europe, emerging avian influenza A(H5NX), HIV pre-exposure prophylaxis (PrEP), 
food- and waterborne outbreaks, and measles. A special issue was dedicated to immunisation information systems. 

During 2017, the productive collaboration with the editorial board continued during the board meeting in October 
where several new policies and guidelines were discussed, for example a policy on supplementary material.  

33 

 
 
 
 
 
 
 
 
 
 
 
 
 
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Indicators for Eurosurveillance 

No. 

22 

Objective 
Consolidate the high 
level profile and 
attractiveness of 
Eurosurveillance 

Indicator 

Target 2017 

Verification 

Result 2017 

Number of issues 
and items published 
Impact factor for 
Eurosurveillance and 
journal rank 
positioning in 
Quartile 1 

50 issues and 
200 items 
published in 
2017 

Impact Factor 
>3 

Eurosurveillance web site  

50 issues and 230 items published in 2017 

Journal Citation Reports, 
Thomson Reuters, SCImago 

IF = 7.2 (the highest ever)  

In the SCImago journal rank, Eurosurveillance 
featured in the top 25 per cent in four categories 
(medicine general, virology, public health, 
environmental and occupational health). 

Figure 11. Eurosurveillance impact factor  

5.7

5.98

4.65

7.2

2014

2015

2016

2017

8
7
6
5
4
3
2
1
0

34 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

6. Disease Programmes 

6.1 Antimicrobial resistance and healthcare-associated 
infections 

Context 

Antimicrobial resistance (AMR) and healthcare-associated infections (HAIs) are high on the EU and global agenda 
(WHO global action plan on AMR10). In 2017, the European Commission adopted the EU One Health Action Plan 
against Antimicrobial Resistance. European initiatives have focused on improved surveillance, the prudent use of 
antimicrobials, infection prevention and control, and the need for new antibiotics. The alarming trend of increasing 
resistance to last-line antimicrobial agents in gram-negative bacteria will require close surveillance and concerted 
efforts at the EU and international levels. Despite recent successes, awareness of the prudent use of antibiotics is 
poor in many Member States, particularly in conjunction with infection prevention and control measures among the 
general public and healthcare professionals. Up until recently, Member States did not share guidance, best 
practices or success stories in preventing and controlling AMR and HAIs. ECDC and its partners are working to 
change this. 

Results achieved in 2017 

ECDC continued to coordinate and support European networks for the surveillance of AMR (EARS-Net), surveillance 
of antimicrobial consumption (ESAC-Net), surveillance of HAIs (HAI-Net), and standardisation of antimicrobial 
susceptibility testing. In November, ECDC released its yearly update of EU data on AMR and on antimicrobial 
consumption. The update included all data available from the dedicated EARS-Net and ESAC-Net databases. 
Together with AMR data, data on surveillance of surgical site infections from HAI-Net are now available online from 
ECDC’s Surveillance Atlas of Infectious Diseases. 

ECDC responded to three requests from the European Commission in 2017: 

 
 
 

Revised case definitions relative to antimicrobial resistance 
Second inter-agency antimicrobial consumption and resistance analysis (JIACRA) report with EMA/EFSA  
Joint ECDC–EFSA–EMA scientific opinion on a list of outcome indicators for surveillance of antimicrobial 
resistance and antimicrobial consumption in humans and food-producing animals. 

To support the dissemination and sharing of best practices and effective strategies, ECDC expanded its Directory of 
online resources for the prevention and control of AMR and HAIs. This repository includes guidance documents 
from EU and international agencies, professional societies, and EU Member States.  

ECDC issued a guidance document entitled ‘Infection prevention and control measures and tools for the prevention 
of entry of carbapenem-resistant Enterobacteriaceae into healthcare settings’. In accordance with the ECDC 
roadmap for the integration of genomic/molecular typing (whole genome sequencing) into its surveillance 
activities, ECDC also launched the molecular typing surveillance of carbapenem-resistant and/or colistin-resistant 
Enterobacteriaceae. 

In partnership with WHO’s World Antibiotic Awareness Week (13–19 November), ECDC organised on 18 November 
the 10th European Antibiotic Awareness Day 2017 (see 5.1 above). ECDC also cooperated with campaigns on 
prudent antibiotic use in the United States, Canada, Australia and New Zealand during the same week.  

ECDC performed five one-week country visits to discuss AMR issues and provide an objective assessment of the 
situation in the countries, based on factual observations, conclusions and suggestions. These visits were carried 
out in Italy, Romania, Luxembourg, Malta, and Belgium; the latter three were conducted with the Directorate-
General for Health and Food Safety, applying a ‘One Health’ perspective. 

ECDC also continued to act as a key contributor to the Transatlantic Taskforce on Antimicrobial Resistance – 
TATFAR, a collaborative effort of the EU, the United States, Canada and Norway in the field of AMR.  

10 Global action plan on antimicrobial resistance, WHO World-Health Assembly, May 2015 

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6.2 Emerging and vector-borne diseases  

Context 

Emerging and vector-borne diseases are a challenge for ECDC and national public health authorities because of the 
complexity of their transmission patterns and their potential to cause large and sudden outbreaks. The Zika virus 
outbreak in 2016, for example, resulted in a WHO public health emergency. In recent years, several vector-borne 
disease outbreaks occurred in Europe, with the increased establishment and spread of invasive mosquitoes. The 
spread of ticks into new areas has also been observed.  

It is anticipated that novel and unusual outbreaks of emerging and vector-borne diseases will increase the risk for 
these diseases to become endemic in some areas in Europe. Most vector-borne diseases follow complex 
epidemiological patterns, such as seasonality and pathogen persistence in reservoirs/vectors without the 
occurrence of human disease. They can quickly (re-)emerge or become (re-)introduced if conditions are suitable. 
During the transmission season, ECDC published real-time maps of cases for all of Europe, giving national health 
authorities (e.g. blood transfusion authorities) timely information for their decision-making. ECDC also collects data 
to help public health experts understand the factors that could trigger sudden outbreaks. 

Results achieved in 2017 

For most part of the year, ECDC continued to follow up on the situation of the sudden outbreak of Zika virus, which 
began at the end of 2015 (the Centre produced two updated risk assessments). Together with WHO and the US 
CDC, the Centre continued its work on the Zika country classifications for travel advice. ECDC published a literature 
review on information needed to implement efficient vector control measures for Aedes aegypti and Aedes 
albopictus.  

ECDC prepared, or contributed to rapid risk assessments on significant EVD outbreaks: update on Zika virus 
infection (2 risk assessments), yellow fever (3), chikungunya with clusters in France and Italy (3), Ebola 
haemorrhagic fever (1), and mass gatherings (4). 

The new modelling tool (a desktop application developed in 2016) to appraise and compare vector control 
strategies against West Nile fever in Europe was pilot tested in the field between March and October 2017. The 
tool will be adjusted in 2018, based on the results of the pilot. Another modelling tool for the decision-making 
process for the surveillance and vector control of dengue, chikungunya and Zika in Europe is under preparation.  

Surveillance of West Nile disease was strengthened in 2017 by including animal cases, e.g. horses (‘One Health’ 
approach) to identify possibly affected areas. Real-time data and maps are available on the ECDC Atlas for West 
Nile fever cases in Europe and come from the Animal Disease Notification System (ADNS) of the European 
Commission. These activities also contribute to increased blood safety in Europe. 

ECDC and EFSA continued to collect and consolidate data on arthropod vectors (insects) for human and animal 
diseases (VectorNet project). ECDC’s distribution maps for mosquitoes, ticks and sandflies cover the countries 
around the Mediterranean basin. 

In October 2017, ECDC convened an expert meeting to review options on the surveillance of Lyme borreliosis. 
ECDC submitted the case definition for Lyme neuroborreliosis to the European Commission, for possible addition to 
the list of the communicable diseases notifiable at EU level. 

36 

 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

6.3 Food- and waterborne diseases and Legionnaires’ 
disease 

Context 

Food- and waterborne diseases and Legionnaires’ disease often cause clusters and outbreaks due to contaminated 
food, water, environment, or infected animals and humans. These epidemiological characteristics, along with the 
potentially large economic impact on trade, productivity, the tourist industry, and human health makes the early 
detection and investigation of outbreaks important. In order to identify public health risks and implement timely 
control and prevention measures, the European public health community relies on multidisciplinary collaboration 
and regular communication between the food safety, veterinary, environmental and community healthcare sectors. 
For this reason, the European Food Safety Authority (EFSA) is a key partner of ECDC. 

A key objective of ECDC’s Food- and Waterborne Diseases and zoonoses (FWD) Programme, which also covers 
Legionnaires’ disease, is to improve the EU-level surveillance for timely public health actions. New technologies, 
such as automated molecular typing and whole genome sequencing (WGS) of pathogens, have great potential to 
improve the response time for cross-border threats. Strengthening the public health microbiology capacity of the 
Member States through external quality assurance schemes continues to be important. 

Results achieved in 2017 

ECDC and EFSA held the third joint networks meeting in Parma in October 2017. The topic was ‘One Health 
approach to collaborative response to foodborne diseases outbreaks in the EU/EEA’. The meeting provided an 
opportunity to review and analyse the lessons learnt from two major multicounty foodborne outbreaks that year.  

A total of 54 ‘urgent inquiries’ were posted on EPIS-FWD, 15 of which affected more than one country11. 
Salmonellosis, VTEC infections and listeriosis were the most frequently reported diseases. EPIS lets ECDC and other 
public health experts to exchange technical information and assess whether a public health threat is of relevance 
to the European Union. ECDC produced 10 rapid risk assessments in this area, including on new salmonella 
serotypes caused by sesame seeds and three joint rapid outbreak assessments with EFSA. 

ECDC improved its communication with the European Commission and EFSA by providing immediate notification 
summaries on signals related to multi-country outbreaks. Summaries are based on data from Member States and 
deal with suspected outbreaks related to food. 

ECDC, the US CDC and Public Health Canada published a joint vision paper on whole genome sequencing (WGS) in 
foodborne diseases aiming to ensure that data from WGS surveillance are comparable globally.  

ECDC further developed the ELiTE project, which improves our understanding of the molecular epidemiology of 
listeriosis through the extended use of WGS and other technologies. A workshop was organised to introduce the 
concept of sequencing analysis of Listeria isolates. The workshop also strengthened capacity in six Member States 
that are not yet using this technology for outbreak investigation. A retrospective validation of WGS-enhanced 
surveillance of listeriosis in Europe was performed in order to establish criteria for the assessment of multi-country 
events; the validation was based on 2 726 isolates sequenced from 2010–2016. 

ECDC and EFSA published the annual Zoonoses Report. ECDC and EFSA also published a summary report on 
antimicrobial resistance in zoonotic indicator bacteria from humans, animals and food. ECDC coordinated external 
quality assessments (EQA) for laboratories in the following areas: Salmonella and Campylobacter (antimicrobial 
sensitivity testing), Salmonella, VTEC, and Listeria monocytogenes (typing). The 8th meeting of the FWD network 
meeting took place in Parma, right after the joint ECDC–EFSA networks meeting. 

The ECDC FWD professional exchange programme (FWDEEP) continued: three experts from Member States visited 
Germany and Slovenia to learn about topics such as the detection of foodborne viruses, legionellosis surveillance 
systems, and outbreak response. The exchange programme offers a hands-on learning opportunity for public 
health experts. It is aimed at the development of skills and competences, improved public health laboratory 
capabilities, disease surveillance, disease detection, and response to food- and waterborne outbreaks.  

11 Forty-seven in 2016; the increase is partly due to the improved sensitivity of detection tools. 

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6.4 HIV, sexually transmitted infections and viral hepatitis  

Context 

As disparate as sexually transmitted infections, viral hepatitis and HIV seem, there are a number of obvious 
crosscutting issues, such as the links to sexual behaviour, deprived or poor communities, heavy stigma and, in 
some cases, discrimination and marginalised members of the community affected most by infection. An even 
stronger common characteristic is that these diseases have a tendency to persist as silent epidemics, with resulting 
challenges for disease detection, burden estimates, prevention and control. Dedicated programmes for each of 
these diseases need specific evidence and data, which are hard to obtain – and even harder to validate. These 
data are essential to inform EU policymakers on the true burden of these diseases and the effectiveness of 
measures to stop and/or reduce harm.  

Dedicated national programmes on HIV, sexually transmitted infections (STI) and viral hepatitis also often need 
significant advocacy to be adequately resourced; disease-specific data may help support this advocacy. 

Results achieved in 2017 

In 2017, ECDC played a key role in supporting the Maltese and Estonian EU presidencies to organise successful 
conferences and keep HIV high on the EU political agenda. ECDC assisted the Maltese presidency to co-organise a 
conference on HIV in January 2017 in Malta entitled ‘Fast-track the end of AIDS in the EU practical evidence-based 
interventions’. The conference resulted in a document, the Malta Declaration on HIV/AIDS, calling for fast actions 
towards ending the HIV/AIDS epidemic by 2030 in the European Union. The EU health ministers further discussed 
the document during an informal Council meeting in March 2017 and in the EU Health Council (EPSCO) in June 
2017. 

Estonia also added HIV to the priorities of its presidency, and ECDC supported the Estonian conference in 
December 2017 in Tallinn on eliminating HIV and tuberculosis in the EU. The emphasis was on financing HIV and 
TB services and ensuring the sustainable integration of measures into the national health systems.  

ECDC published a number of articles in scientific journals. Topics included the legislations on sex workers and how 
it impacts their vulnerability to HIV (Lancet), the HIV continuum of care in the EU, and HIV in older adults in 
Europe (Lancet). A rapid risk assessment on hepatitis A in men having sex with men (MSM) was also published. 

An extensive evaluation of the HIV surveillance system in Europe was conducted as a pilot for the EPHESUS 
project. ECDC piloted a new surveillance system for HIV drug resistance and is currently testing an advanced 
protocol on carrying out seroprevalence studies in the general population. 

In June 2017, ECDC and EMCDDA organised a conference in Lisbon on hepatitis to share experiences and discuss 
how Europe can improve hepatitis surveillance and optimise its response to hepatitis among people who inject 
drugs. Other topics included the progress made towards the elimination of viral hepatitis in relation to the WHO 
criteria. In the area of hepatitis surveillance, ECDC convened a meeting of its network and discussed how 
surveillance could be made easier. 

An expert meeting including various stakeholders convened to discuss the role of ECDC in preventing HIV and 
other sexually transmissible infections; ECDC will start implementing the experts’ recommendations in 2018. 

38 

 
 
 
 
 
 
 
 
 
 
 
 
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Annual Report of the Director 2017 

6.5 Influenza and other respiratory viruses  

Context 

In Europe, seasonal influenza has one of the highest morbidity and mortality rates. Zoonotic influenza and other 
emerging respiratory viruses also threaten public health in new and unexpected ways. Strong virological and 
epidemiological surveillance is needed to guide vaccination programmes for seasonal influenza. In 2009, the EU 
Council adopted a Recommendation12, which established a vaccination coverage target of 75% among the elderly 
and those at risk for severe influenza. In addition, strong (pandemic) preparedness is essential: at the level of 
surveillance, in the area of laboratory activities, and with regard to comprehensive actions in line with Decision 
1082/2013/EU on serious cross-border threats to health. 

Examples of zoonotic influenza viruses of concern include avian influenza A(H5N1) (since the 1990s), avian 
influenza H5N8, H7N9, H7N7 and H10N8, and swine influenza A(H1N1). An example of an emerging non-influenza 
respiratory virus of concern is the Middle East respiratory syndrome coronavirus (MERS-CoV).  

Common needs for respiratory diseases include: strong surveillance systems for seasonal influenza/re-emerging 
respiratory viruses (disease severity, serological profiles); monitoring the overall impact of seasonal, zoonotic and 
pandemic influenza; a strong reference laboratory network in the EU; sustainable structures to promote vaccination 
and assess vaccine effectiveness/safety; and active participation in global surveillance and disease networks 
(laboratories, vaccination, research).  

Given the nature of these diseases, international collaboration is essential, in particular with the WHO Regional 
Office for Europe, WHO headquarters, and other key international partners such as the US CDC and China CDC.  

Results achieved in 2017 

In 2017, ECDC published an expert opinion on antivirals (neuraminidase inhibitors) for the prevention and 
treatment of influenza.  

ECDC and the WHO Regional Office for Europe continued their joint influenza surveillance and the publication of 
the weekly influenza bulletin for Europe (www.flunewseurope.org) during the influenza season. ECDC’s other areas 
of work for WHO included technical work on surveillance for respiratory syncytial viruses, an estimation of the 
burden of disease for influenza, a severity assessment of pandemic influenza, and the strain selection process for 
influenza vaccines. To improve surveillance, ECDC organised its annual network meeting on the theme of severe 
disease surveillance.  

In November 2017, ECDC coordinated a cross-sectoral simulation exercise (human and animal sectors) with eight 
south-eastern Member States. The exercise took place in Vienna, and a report will be published in 2018. ECDC and 
WHO published a pandemic preparedness guide, based on the lessons learnt from the 2009 pandemic, to provide 
advice to countries which want to revise their national plans. In June, ECDC conducted a joint ECDC/WHO country 
visit to Bulgaria to review the current pandemic preparedness plan. The Centre also held an expert meeting on 
national pandemic preparedness plans. 

In September 2017, ECDC and EFSA published the first quarterly situation assessment report on avian influenza. 
ECDC monitors zoonotic influenza viruses and other emerging respiratory viruses in real time through its epidemic 
intelligence function.  

In order to achieve a higher vaccination rate in healthcare workers, ECDC launched an e-learning module for 
vaccination campaign managers. ECDC continued funding the external I-MOVE network, which provides estimates 
of seasonal influenza vaccine effectiveness in Europe. ECDC published an overview report for eight influenza 
seasons from 2007–2008 to 2014–2015. The report also covered national recommendations for vaccination and 
coverage rates in the EU Member States based on surveys conducted by the VENICE network13.  

ECDC continued coordinating the European Influenza Surveillance Network (EISN) and the European Reference 
Laboratory Network for Human Influenza (ERLI-Net). ECDC provided technical support for the laboratory testing 
for influenza viruses.  

12 Council Recommendation 2009/1019/EU of 22 December 2009 on seasonal influenza vaccination 

13 Vaccine European New Integrated Collaboration Effort. The VENICE network objective is to collect, share and disseminate 
information on national immunisation programmes through a network of professionals, provide information useful to build up 
methodologies, and provide guidance for improving the overall performance of the immunisation systems in the EU/EEA Member 
States. 

39 

 
 
 
 
 
 
 
 
 
 
 
 
 
                                                                    
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6.6 Tuberculosis  

Context 

The EU/EEA Member States, EU enlargement countries, and countries covered by the European Neighbourhood 
policy have different epidemiological profiles with regard to tuberculosis (TB): five eastern and south-eastern 
European countries have medium and high burdens of (drug-resistant) TB while the western European countries 
are mostly low-burden countries, with the possibility of progressing towards TB elimination. 

In low-burden settings, people at risk for TB are often in vulnerable, hard-to-reach populations. TB in migrants also 
contributes to the epidemiology. In medium- and high-burden countries, TB is more often present in the general 
population.  

Diagnosing and treating patients is the main public health strategy. This requires sufficient human and financial 
resources and innovative strategies that allow for early case finding and optimal treatment. ECDC supports the 
EU/EEA Member States in the implementation of the WHO End TB Strategy. ECDC implements its strategy by 
organising TB surveillance with the WHO Regional Office for Europe, by coordinating a laboratory network to 
strengthen TB laboratory diagnosis, by developing scientific advice tailored to the EU/EEA situation, and by directly 
supporting Member States. 

Since its founding, ECDC has cooperated very closely with the WHO Regional Office for Europe. Together, the two 
organisations have produced several joint annual surveillance reports on TB, covering all 53 countries of the WHO 
European Region. Since 2012, these reports have become joint annual surveillance and monitoring reports which 
measure progress against the objectives of WHO’s Regional Office for Europe Tuberculosis action plan for the WHO 
European Region 2016–2020, which is the regional adaptation of the WHO End TB Strategy. 

Results achieved in 2017 

On World TB Day (24 March), ECDC and the WHO presented the joint annual report on tuberculosis surveillance 
and monitoring in Europe. ECDC supported the Member States in their World TB day campaigns which focused on 
the global theme ‘United to end TB’. On this occasion, ECDC also released the second report on molecular 
surveillance of multidrug-resistant tuberculosis (MDR TB).  

Work continued on supporting five WHO high-priority countries: Bulgaria, Estonia, Latvia, Lithuania, and Romania. 
ECDC organised a consultancy, an exchange visit and a training course to assist these countries in the prevention 
and control of TB and multidrug-resistant TB. In 2017, the Centre organised a TB training course in Bulgaria and 
an exchange visit in Finland (‘From hospital to ambulatory care’). Experts from the five countries mentioned above 
attended. ECDC also provided consultancy to Latvia. 

ECDC updated the European Union Standards for Tuberculosis Care (ESTC) in collaboration with the European 
Respiratory Society. In preparation for a guidance document on programmatic latent tuberculosis control, ECDC 
prepared technical reports with the evidence base derived from systematic reviews, modelling work and cost 
effectiveness analyses. 

ECDC continued to organise and support the TB surveillance network and the network of TB reference laboratories. 
Both networks held successful annual meetings in 2017. A surveillance meeting in The Hague was organised 
together with the WHO Regional Office for Europe. 

As in previous years, ECDC coordinated external quality assessments on TB diagnostics, molecular typing and 
whole genome sequencing. The Centre also held laboratory training sessions on a variety of topics. 

In 2017, ECDC started a pilot project aimed at generating evidence on whole genome sequencing for TB. The 
project wants to establish analysis and reporting standards, standardise whole genome sequencing methodology, 
collect proposals for a genotype nomenclature, and ensure data comparability within the EU/EEA.  

ECDC contributed to the first WHO ministerial conference on the multi-sectoral response to ‘ending TB in the 
sustainable development era’ in Moscow. The Centre also contributed to a senior policy dialogue meeting on TB 
and HIV that was organised by the Estonian EU presidency. 

ECDC published sixteen peer-reviewed publications on TB in scientific journals (e.g. Eurosurveillance, PLOS-ONE, 
BMC Public Health, Clinical Microbiology and Infections, European Respiratory Journal, Lancet Infectious Diseases). 
Topics included TB surveillance, TB prevention, and TB control in vulnerable and hard-to-reach populations. 

40 

 
 
 
 
 
 
 
 
 
 
 
 
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Annual Report of the Director 2017 

6.7 Vaccine-preventable diseases 

Context 

The implementation of effective national vaccination programmes across Europe is a public health success story. 
To safeguard the health of European citizens, vaccination programmes need to be continued, and in some cases 
extended. ECDC supports the Commission and the Member States in addressing EU-wide challenges with regard to 
VPDs and vaccination and supports the implementation of the EPSCO ‘Council conclusions on vaccination as an 
effective tool in public health’ (2014) and the ‘Council Conclusions on Childhood Immunisation’ (2011). 

Addressing the challenges that national vaccination programmes face in Europe requires ECDC to play a proactive 
role as knowledge agent. ECDC provides timely scientific guidance and data for action that can support policies and 
decision-making at the national level. Some of the most pressing challenges include: sizeable clustered or scattered 
populations across the EU that are not vaccinated or undervaccinated; continued outbreaks of diseases such as 
measles and rubella that are targeted for elimination; evidence that waning immunity might be undermining some 
vaccination programmes (e.g. pertussis); and shortages of routine vaccines that in some instances require an 
adaptation of existing vaccination schemes. In addition, the availability of new vaccines for different age groups 
(e.g. adolescents or the elderly) opens a perspective on life-long vaccination calendars. A multi-disciplinary 
approach is needed to address these challenges. Implementing and sustaining multi-country studies on vaccine 
effectiveness, safety, and impact also remains critical to adequately inform vaccination policies at the EU and 
national levels.  

Results achieved in 2017 

ECDC helped Member States address the issue of vaccine hesitancy in Europe. ECDC published a catalogue of 
interventions to increase the awareness of existing tools and their potential impact. A social media toolkit to 
support national vaccination campaigns was developed during European Immunisation Week 2017, in close 
coordination with the WHO Regional Office for Europe. A technical advisory group (TAG) with communications and 
immunisation experts was set up to develop communications strategies that have the potential to increase 
vaccination coverage rates in Europe. The group consisted of communications specialists, immunisation experts, 
and key stakeholders (e.g. European healthcare professionals). ECDC also reached out to stakeholders and their 
professional associations (healthcare workers, nurses, and hospitals associations) to strengthen their awareness of 
vaccination issues.  

ECDC also organised a workshop during the 2017 European Health Forum in Gastein, Austria, on ‘Addressing 
vaccine hesitancy in the post-factual14 era’. The discussion focused on practical solutions to address the problem. 
One hundred participants attended the workshop.  

In April 2017, ECDC published a comprehensive report on the implementation and use of electronic immunisation 
information systems in the EU. The report constitutes a key tool to strengthen the performance and monitoring of 
immunisation programmes.  

ECDC strengthened its collaboration with the European Commission and the Member States. The Centre was 
instrumental in preparing the launch of a ‘joint action’ on vaccination, co-funded by CHAFEA. ECDC will collaborate 
as a technical partner.  

ECDC published a rapid risk assessment on measles and provided monthly measles updates, intended as ‘data for 
action’ so that Member State intensify their efforts to reach the measles elimination goal and meet the goals set 
out in the WHO European Vaccine Action Plan 2014–2020. 

In 2017, ECDC improved the sentinel surveillance systems for pertussis and invasive pneumococcal disease (IPD). 
Surveillance is conducted through hospital-based networks in which laboratory experts, epidemiologists and 
clinicians work together to rapidly detect and diagnose pertussis and IPD cases. The goal is to keep track of the 
impact and effectiveness of vaccinations and monitor antimicrobial resistance and serotype replacement. 

The EU Vaccine Scheduler tool continued to be among the most visited features on ECDC’s web portal, with more 
than 52 000 users and over 224 000 page views.  

14 ‘Post-factual’ refers to the current debate on the dissemination of fake news or the spread of pseudo-scientific news on media 
and social media. 

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ECDC CORPORATE 

Indicators for Disease Programmes 

Indicator 
Proportion of key outputs 
of the SPD 2017 
achieved 

No. 

23 

Objective 

Strengthened Europe’s 
defences against 
infectious diseases by 
dedicated programmes 
aiming at the best possible 
knowledge and 
implementation for 
prevention and control.  

Target 2017 

Verification 

Result 2017 

90% 

Measured and verified by 
Management Information System 

84.4% (76/90) 

ARHAI = 25/31 

EVD = 9/9 

FWD = 9/11 

HSH = 6/6 

IRV= 5/8 

TB = 7/7 

VPD = 15/18 

24 

25 

Satisfaction by the 
Member States on the 
value of the Disease 
Programmes 
Added value of the 
Disease Programmes is 
periodically evaluated 

>80% satisfaction 
by two-third of the 
respondents 

Each programme is 
evaluated every 
five years and a 
follow-up plan is 
made and 
executed. 

As measured by the survey DP 
evaluation report (when available) 

The first DP evaluation reports will be available as from 
2018 only 

DP evaluation report 

A common protocol for the consistent evaluation of all 
Disease Programme completed in 2017. 

Subsequently, two Disease Programmes to be evaluated 
per year, starting with IRV and FWD in 2018 

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Annual Report of the Director 2017 

7. Management 

7.1 General management  

Context 

On 22 March 2017, the Management Board elected Dr Andrea Ammon, MD, MPH, as the new Director of ECDC. 
Her tenure is for a period of five years. The Director-elect attended a hearing before the ENVI Committee of the 
European Parliament on 10 April and was formally appointed Director on 16 June 2017.  

Dr Ammon had been ECDC’s Acting Director since 1 May 2015. 

Providing the Centre with strategic direction, leadership and good governance is essential. The Director, who is 
responsible for general management, leads this area of activity, supported by the Office of the Director.  

ECDC’s Founding Regulation provides for two governing bodies, the Management Board and the Advisory Forum. 
The Corporate Governance Section in the Office of the Director is mainly responsible for ensuring the delivery of 
substantive, logistical and programmatic support for high-level meetings of the Management Board, the Advisory 
Forum, the Audit Committee, and the Coordinating Competent Bodies. Through its work, the Section has an impact 
on the Centre’s ability to take key management and programme decisions forward.  

It is important that ECDC’s products and communications are scientifically correct and impartial. As ECDC relies on 
many internal and external experts who together shape the scientific position of ECDC, ECDC has an independence 
policy in place since 2016 that ensures transparency and identifies conflicts of interest. The compliance officer 
oversees the implementation of this policy. An electronic system for the submission of declarations of interest 
minimises the amount of errors in the submitted documents. This facilitates the implementation of the 
independence policy and increases the compliance rate. 

Results achieved in 2017 

In 2017, ECDC improved its electronic system for the submission of declarations of interest. An independence 
policy for ECDC staff has been developed and will be presented to the Management Board in early 2018. 

In 2015, the Management Board adopted a joint Action Plan to address the results of the second external 
evaluation of ECDC. The Centre presented a final report documenting the implementation of the Action Plan to the 
Management Board, who approved it in November 2017. 

In 2017, the Management Board also approved the proposed timeline for the third external evaluation of ECDC and 
appointed a Management Board External Evaluation Steering Committee (MEES). The MEES held its first meetings. 
The draft terms of reference of the third external evaluation will be submitted to the Management Board for 
approval in March 2018. The evaluation is expected to start in the second half of 2018. 

ECDC finalised the Single Programming Document (SPD) 2018, which was approved by the Management Board, 
and prepared the final draft of the SPD 2019, which was sent to the EU institutions for consultation in January 
2018, in accordance with the Framework Financial Regulations. The SPD contains the strategic objectives/staff 
policy plan for the next three years, the annual work plan, and the annual draft budget.  

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Indicators for general management 

No. 
26 

Objective 
Implementation of the 
independence policy of the 
agency  

Indicator 

Proportion of approved annual and specific 
declarations of interest (DoI) for delegates to 
Governing Bodies, ad hoc scientific panels, invited 
experts and ECDC staff members before 
participation to the specified activities as defined in 
the policy. 

Target 2017 

100% 

Verification 
Report from the 
compliance officer 

Result 2017 
Annual DoIs submitted by: 

- appointed Management Board 
members and alternates: 91% 

- appointed Advisory Forum 
members and alternates: 92% 

- Senior Management Team: 100% 

External experts 

- External experts for rapid risk 
assessment: 97% 

- External experts at meetings: 98% 

Figure 12. Percentage of declarations of interest  

0%

20%

40%

60%

80%

100%

Appointed MB members
and alternates

Appointed AF members
and alternates

External experts for RRA

External experts
at meetings

Senior management team

54.0%

2014
2015
2016
2017

92.5%

87.9%

84.4%

91%

86.4%

89.2%

92%

80.7%

81.0%

72.6%

70.0%

80.4%

100.0%

97%

98%

100%

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7.2 Collaboration and cooperation with EU institutions and 
Member States 

Context 

ECDC’s mandate is to operate as a network organisation. Most of the disease prevention and control resources 
ECDC draws on – including public health laboratories and disease experts – are located at the Member States’ 
national public health institutes and associated academic bodies. The Centre’s key partners are the Coordinating 
Competent Bodies (CCB) and ECDC’s official national counterpart organisations, formally appointed by the Member 
States. ECDC operates a Customer Relationship Management (CRM) system to support collaboration and improve 
the flow of information between the Member States and ECDC.  

Country visits help the Director to better understand the public health systems and policies of individual Member 
States. ECDC also nurtures its relationship with ECDC’s host country, Sweden.  

The Centre is part of the EU family of institutions and organisations and collaborates closely with them to ensure 
its actions are coherent with EU policy objectives and properly coordinated with those of other EU bodies, primarily 
the European Commission’s Directorate-General for Health and Food Safety (DG SANTE). The Centre also has 
contacts with other European Commission DGs, e.g. the Directorate-General for Research and Innovation, the 
Directorate-General for Enlargement, and the Directorate-General for Humanitarian Aid and Civil Protection. ECDC 
is active in the EU Agencies Network, which shares best practice and regularly works with other EU agencies, most 
notably the European Food Safety Authority (EFSA), the European Medicines Agency (EMA), and the European 
Monitoring Centre for Drugs and Drug Addiction (EMCDDA).  

ECDC has a strong partnership with the European Parliament. ECDC’s Director has an annual exchange of views 
with the European Parliament’s Committee for the Environment, Public Health and Food Safety (ENVI) and submits 
annual written reports to the Committee for Budgetary Control (CONT). In addition, the European Parliament 
regularly invites the Director for exchanges of views or for providing information on specific diseases and/or 
outbreaks. 

Results achieved in 2017 

Maintaining and improving coordination with the Member States and the European Commission remained a top 
priority. In 2017, ECDC continued supporting the European Commission with the implementation of Decision 
1082/2013/EU on serious cross-border threats to health. Decision 1082/2013/EU provides a legal framework for 
the cooperation between the European Commission and Member States via the Health Security Committee (HSC).  

ECDC provided the HSC and the European Commission with regular updates and technical support on questions 
related to communicable disease threats. Regular meetings and video conferences with DG SANTE took place at 
both the operational and the strategic level. In 2017, an annual joint ECDC/DG SANTE management team meeting 
was introduced to align strategies and foster synergies. 

ECDC continued to invest in partnerships with individual Member States and maintained close collaboration with its 
host country Sweden. As in previous years, ECDC participated in the annual European Health Forum (EHF) in 
Gastein, Austria. The EHF provides a platform for discussions within the field of public health and healthcare for 
approximately 600 policymakers and public health professionals. In 2017, the Centre organised a workshop on 
vaccination and vaccine hesitancy (see Section 6.7). In November, the Director visited KEELPNO, the Greek 
national public health institute, and met with the Minister of Health.  

The annual exchange of views between the Director of ECDC and the ENVI Committee of the European Parliament 
took place in January 2017. ECDC was represented by its acting director. ECDC also participated in several 
exchanges of views and conferences in the European Parliament, e.g. on the Zika virus outbreak, AMR and 
healthcare-associated infections, and vaccine-preventable diseases. The Director also met with ECDC’s European 
Parliament contact member in the ENVI Committee.  

The Annual Meeting for Directors and National Coordinators of the ECDC’s CCBs convened in September 2017 at 
ECDC. Participants discussed the pilot test for the new ECDC country support mechanism, the development of a 
stakeholder management system (SRM), and the development of the ECDC Disease Programme Strategies. The 
importance of the CCBs’ collaboration with ECDC was highlighted.  

ECDC continued to collaborate with other European agencies, in particular with EFSA, EMA, EMCDDA, and CHAFEA, 
the European Commission’s executive agency. ECDC continues to be active in the network of European Agencies, 
and joined the troika of the network in 2017. ECDC will chair the network starting in September 2018. 

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Indicators for collaboration and cooperation 

Objective 

Indicator 

Target 2017 

Verification 

Result 2017 

Achievement of a high 
level of effective 
communication and 
coordination between 
ECDC and its Competent 
Bodies 

Successful meetings 
achieved through the 
provision of enhanced and 
more cost effective 
organisational and 
substantive support. 

Satisfaction of the 
Coordinating Competent 
Bodies on the 
communication with 
ECDC 

Level of satisfaction of 
representatives of 
Member States. 

70% satisfied with 
communication and 
coordination 

Measure through 
dedicated surveys 

No dedicated survey in 2017 

Measure to be integrated 
into the questionnaire 

Data not available from meetings questionnaires as not yet 
aggregated 

90% of 
questionnaires 
completed provided 
ratings of very good 
to excellent. 

No. 

27 

28 

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7.3 Resource management and organisational development 

Context 

The main objective of this area of work is to provide the structure, means, services and expertise to manage 
ECDC’s human and financial resources in the most efficient and effective way. Due to its nature, some of the main 
long-term strategic goals remain constant, e.g. ensuring the reliability of the accounts and the legality and 
regularity of the underlying transactions.  

ECDC constantly aims to improve its administrative and operational processes and thus its support for ECDC core 
activities. This includes continuing the clarification of roles and responsibilities, increased knowledge sharing and 
staff training. The objective is to strengthen the Centre’s ability to deliver tangible benefits for public health in 
Europe. This implies that certain processes will be automated to reduce the administrative burden, ensure 
compliance, and save resources.  

ECDC’s move to new premises in April 2018 will provide staff and visiting stakeholders with a safe, environmentally 
friendly and cost-effective workspace. 

Results achieved in 2017 

As of 31 December 2017, ECDC employed a total of 263 staff members. Almost all EU Member States are 
represented among the Centre’s staff (with Luxembourg and Croatia being the exceptions). The Centre reached an 
all-time low vacancy rate of 2% (including job offers accepted). The Centre continued to adopt the implementing 
rules to the revised EU Staff Regulations with regard to staff entitlements and working conditions. 

Budget execution in terms of commitment appropriations at year end reached 99.8%, equivalent to 
EUR 57.9 million. The budget execution in terms of payment appropriations at year end reached 81.7%, equivalent 
to EUR 47.4 million. ECDC’s commitment and payments forecasting application improved the implementation and 
execution of the budget.  

The use of electronic workflows for procurement, based on the European Commission’s DIGIT application e-PRIOR, 
and improvements in procurement monitoring, made it possible to complete 316 procurement procedures in 2017. 
The infrastructure for the electronic submission of tender documents was put in place. ECDC also started testing a 
new system of electronic workflows for other areas of work to ensure faster and more efficient processes. A review 
of internal key processes based on ‘lean methodology’ was successfully piloted in 2017 in order to simplify and 
optimise the organisation of external meetings. ECDC will apply the lean methodology to additional key processes 
in the future. 

ECDC organised 120 operational meetings and supported 660 staff business trips during 2017.  

ECDC continued to improve and strengthen its internal processes, in particular with regard to contract 
management and project management. Regular contract management training sessions were provided for staff 
interacting with ECDC’s contractors. ECDC introduced a new user-friendly, intranet-based library of processes 
which makes internal processes easily accessible to all ECDC staff. 

Internal communication and knowledge services were improved in 2017. ECDC conducted an evaluation of its 
intranet. New functions were added to the document and knowledge management systems. The ECDC library 
expanded its selection and improved its services.  

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Indicators for resource management and organisational development 

No. 

29 

Objective 

Indicator 

Ensured best use of 
financial resources, timely 
correlated to the 
implementation of 
activities of the work 
programme. 

Percentage of budget 
committed (C1) and 
percentage of payments 
executed (C1) in the 
same year as the 
commitment 

Target 2017 
100% committed 
80% paid 

Verification 

Verified by 
Internal Audit 
Services  

99.8% of budget committed  
81.7% of payments executed  

Result 2017 

Percentage of invoices 
paid within the time limits 
of the ECDC Financial 
Regulation 
Rate of cancellation of 
payment appropriations 

Rate of outturn 

95% 

5% 

5% 

Proportion of activities 
implementation of the 
Annual Work programme 

85%  

Average vacancy rate  

5% 

Implementation of the 
annual work programmes, 
aligned with the SMAP in 
order to ensure the full 
implementation of the 
SMAP by 2020 
Ensured swift and timely 
fulfilment of the Agency’s 
establishment plan 
correlated to the 
implementation of 
activities of the work 
programme 

Timely improvements in 
the adequacy and 
effectiveness of internal 
control systems 

65% 

- 90% 

Percentage of staff 
satisfaction/engagement 
Rate (%) of external and 
accepted internal audit 
recommendations 
implemented within 
agreed deadlines 
(excluding 'desirable') 

30 

31 

32 

87% 

1.57% 

1.95%  

Dividing the 
balance of the 
outturn 2017 by 
the total revenue 
Verified by 
Internal Audit 
Services  

% of authorised 
posts of the 
annual 
establishment 
plan which are 
vacant at the end 
of the year, 
including job 
offers sent before 
31st December 
ECDC biannual 
staff survey 
Internal Control 

90% of activities implemented (82.4% fully completed, 7.6% partly) 
5% delayed to 2018 
5% cancelled  

2% vacancy rate 
(178 posts filled including offers sent and accepted, 
 number of posts in the establishment plan: 180) 

Engagement index 52% 

22% (2 out of 9) recommendations implemented within the originally agreed 
deadlines (having an original deadline in 2017). 

Figures 13 and 14. ECDC budget execution and work programme implementation 

Budget execution

Work programme implementation

93.9%

92.3%

98.8%

94.1%

98.0%

99.8%

100.0%

90%

84%

86%

94%

90%

60.0%

76.3%

74.1%

80.4%

76.3%

79.3%

81.7%

2012

2013

2014

2015

2016

2017

Commitments

Payments

2013

2014

2015

2016

2017

80.0%

60.0%

40.0%

20.0%

0.0%

100.0%

80.0%

40.0%

20.0%

0.0%

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7.4 Information and communication technologies 

Context 

ECDC’s Information and Communication Technologies (ICT) Unit plays an important role in enabling ECDC’s core 
missions such as disease surveillance, epidemic intelligence, and response. Some key information systems 
operated by ECDC are The European Surveillance System (TESSy), the Epidemic Intelligence Information System 
(EPIS), the ECDC web portal, and the EU’s Early Warning and Response System (EWRS) on public health threats, 
which the Centre operates on behalf of the European Commission. Developing, operating and maintaining these 
systems at all times requires highly secure, interoperable and robust infrastructures. In addition, ECDC depends on 
ICT systems to support its administrative processes.  

Maintaining and developing ECDC’s ICT systems requires significant investments of both staff time and financial 
resources. In pursuing its IT strategy management framework, adopted in early 2017, the Centre allocates ICT 
resources based on the following strategic statements and principles: 

 

 
 

Vision: ‘By 2020, information technologies (IT) will be a strategically governed and responsive service 
provider enabling ECDC’s mandate with fit-for-purpose, interoperable, sustainable, innovative and best-
value-for-money services.’ 
Mission statement: ‘Daily provision of IT services that enable ECDC to fight communicable diseases.’ 
Principles: ‘Business drives the IT strategy’ and ‘IT strategy guides IT decision-making’ 

Results achieved in 2017 

In 2017, ECDC launched a new web portal on a new technology platform. The new website is user friendly, has 
several new functionalities, and a powerful search engine. It also allows the web editors to manage and publish 
content more quickly. ECDC also launched a new web platform for the Eurosurveillance, which brings the journal in 
line with other modern scientific publishing platforms.  

In 2017, ECDC received a request from DG SANTE to reengineer the existing EWRS system by 2018. The work 
started in 2017 as ECDC’s top priority IT project.  

ECDC completed the roadmap of the new surveillance system reengineering (SSR) project and started its 
implementation. The roadmap foresees the implementation of new core surveillance IT solutions for 42 projects 
over four years (see also Section 1.1). 

As part of the IT strategy management framework, ECDC agreed on a new IT target operating model, which 
defines how ECDC IT services and activities will operate by 2020. It foresees the future outsourcing of 
infrastructure services, development and maintenance activities. The single governance of projects was designed in 
2017 to ensure alignment of the internal governance of ECDC projects, both IT and non-IT. ECDC made progress 
on a project management tool to provide detailed information on ICT costs. 

In 2017, ECDC also prepared the migration of its ICT infrastructures to the new ECDC building. The Director 
approved a new IT security framework, which will ensure better management of incidents and better risk 
management measures to protect ECDC against external cyber threats. 

ECDC’s ICT services fulfilled the performance standards set in the service level agreement (SLA) with its internal 
users and the European Commission. 96% of the 6 936 requests and incidents were fulfilled in time; 24 of the 28 
business applications under the SLA had an uptime of 100% (lowest uptime: 99.86%); 26 of the 28 infrastructure 
back-end systems had an uptime of 100% (lowest uptime: 99.9%). ECDC handled 270 change requests and tested 
and deployed 169 application releases or new applications. To save mission and travel costs, 968 audio- and 
videoconferences were handled. The improved security of the IT networks prevented 20 139 intrusion attempts. 

ECDC maintains approximately 33 information systems that support business users. The maintenance of existing 
systems includes multiple activities, namely fixing defects, upgrading technical platforms, and making small 
improvements to existing functionalities.  

Non-exhaustive list of mission-relevant IT solutions 

System/application  

Early Warning and Response System (EWRS)  

Epidemic Intelligence System (EPIS)  

The European Surveillance System (TESSy)  

Threat Tracking Tool (TTT)  

Description  

Supports critical communication about serious cross border health threats, in accordance with decision 
1082, through an email-based platform between the Member States, the European Commission, other 
EU agencies and WHO..  

Supports risk assessment of public health events that may represent a serious cross border health 
threat as per decision 1082 through an ECDC-moderated communication platform (e.g. European 
Legionnaires' Disease Surveillance Network, the food- and waterborne EPIS platform and others). 
Foreseen to be replaced in 2019 by a new Events and Threats Management System, as part of the SSR 
implementation roadmap.  

Supports collection, validation, cleaning, analysis and dissemination of data for public health 
surveillance, provided by EU Member States and other associated countries.  

Supports the collaboration and management of public health threats, including the preparation of regular 
Daily round table reports and the weekly Communicable Disease Threats Reports. 

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System/application  

Emergency Operations Centre (EOC)  

ECDC web portal  

Surveillance Atlas of Infectious Diseases  

Eurosurveillance  

ECDC Extranets  

ECDC Virtual Academy  

Customer Relationship Management (CRM) system 

Description  

A set of ICT solutions that support an effective access to information and management of situations of 
public health emergency. 

Supports an important part of the external communication, e.g. making available outputs for public 
health professionals, information for the public. The current Portal, supported on a modern content 
management system was launched in June 2017. 

Launched in 2014, this tool provides a highly interactive and graphical access to surveillance data. It is 
accessible via ECDC's web portal. The Atlas has been evolving, especially by increasing the number of 
diseases covered. 

Supports the edition and publication of Eurosurveillance, an open access European journal on 
communicable diseases. The current web site is supported by a modern publication platform since 
2017. 

Support collaboration of public health networks, working groups and institutional bodies (MB and AF). 
Currently ECDC manages >20 extranets.  

Launched in 2016, allows ECDC to make use of blended and pure e-learning capacities in support of its 
public health training activities. 

A primary business system of contacts, relationships (internal and external) and interactions with ECDC 
stakeholders. Supports a centralised management of MS and other external contacts. Position of the 
system is a user-friendly one-stop-shop with the evolution to meet growing business needs. 

Intranet 

Tool for internal communication and support of internal processes. 

Document Management System (DMS) and Records Management (RM)  Supports the management of electronic formats of documents, providing a single point of controlled 

E-mail system 

Remote access to ECDC systems 

SARMS 

EED 

ECDC library 

ECDC KM Services 

Terminology Services (TS) 

Enterprise Search (ES) 

Talent (Map TaMa) 

Management Information System (MIS) 

IT Programme Management tool 

access to documents in the Centre contributing to dematerialisation of paper based processes. 

Supports electronic internal and external communication. It is a crucial component in support of many 
processes of the Centre and in communication with external entities. 

Allows the continuity of work by ECDC staff when away from the Centre's premises, e.g. during 
missions and on stand-by duty. 

ECDC Scientific Advice Repository and Management System supports the monitoring of ECDC outputs 
with scientific content from production to clearance and dissemination. 

ECDC expert directory is a roster of potential external experts that allows ECDC – when deemed 
necessary by the Centre – to increase the number of experts and areas of knowledge and skills beyond 
its own expert staff and expertise. 

The library provides information delivery services throughout its collection and by making available the 
tools to ease the access to information. The library develops a collection (both electronic and print) and 
provides services via the library intranet and physical area. 

Knowledge Management Service is a collective term, describing Terminology Services, Talent Map and 
Enterprise Search. 

A system that allows human and machine user to benefit using shared professional vocabularies in 
order to improve transparency and consistency of ECDC the language used in ECDC documents as 
well as to ensure consistent metadata-tagging.  

Enterprise Search is the single, unified search interface to find all kind of ECDC information, stored in 
various systems at once. It is available via the ECDC Intranet 

An internal system to map professional competences into a searchable database of ECDC staff profile, 
on a voluntary basis.  

Internal system used to plan and monitor the implementation of the annual work programme of ECDC 

Common planning and monitoring system for IT project management and other IT work programme 
items (e.g. IT solutions maintenance). Includes for example scheduling, risk and issue logging. 

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Annual Report of the Director 2017 

Indicators for information and communications technologies 

Indicator 

Target 2017 

Verification 

99% each 

Result 2017 
26/28 infrastructure services and backend systems had an uptime of 100%; 
lowest uptime = 99.9% 

No. 

33 

Objective 
Ensured agencies 
operations by maintaining 
constant availability of IT 
services elements to 
ensure a smooth running 
of the Centre’s activities 
(dedicated applications, 
databases, web portal) 

Performance of ICT 
services in regards to:  

- availability of 
enterprise 
infrastructure services 
and backend systems 

- availability of hosted 
applications under 
service level 
agreement (SLA) 

100% each 

24/28 applications had an uptime of 100%; lowest uptime  
= 99.86% 

- proportion of ICT 
front-office incidents 
resolved as per SLA. 

 90%  

96% (out of 6936 requests) 

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Part II (a). Management  

1 Management Board 

During its 39th meeting in March 2017, the Management Board elected Dr Andrea Ammon as the new Director of 
ECDC for the period 2017–2022. 

The Management Board also approved the Annual Report of the Director 2016, adopted the ECDC Single 
Programming Document 2018, and discussed the priorities for the Single Programming Document 2019. In 
addition, the Board endorsed the Final Annual Accounts of 2016, including the Report on Budgetary and Financial 
Management, took note of the Supplementary and Amending Budgets for 2017, approved the Draft Budget for 
2019, and adopted the Centre’s Budget and Establishment Table for 2018.  

During its 40th meeting in June 2017, the Management Board approved the proposed timeline for the Third 
External Evaluation of ECDC and appointed the members of the MB External Evaluation Steering Committee 
(MEES). The MEES subsequently convened five meetings (audio and face-to-face) while taking note of the Progress 
Report on the Third External Evaluation of ECDC in November 2017. The draft Terms of Reference of the Third 
External Evaluation will be submitted to the Management Board for approval in March 2018. During the same 
meeting, the Management Board approved the composition of the ECDC Audit Committee as well as the 
membership of the subgroup tasked with reviewing the implementing rules. The Management Board also approved 
a proposal to re-establish the Working Group on Revised Rules of Procedure of the ECDC Management Board. 
A Progress Report was presented to the Management Board in November 2017. 

During its 41st meeting in November 2017, the Management Board approved the end-of-term report of the Joint 
Action Plan to address recommendations arising from the Second External Evaluation. During the same meeting, 
the Management Board approved the proposed measures to ensure that the activities of the Management Board 
and the Advisory Forum are more complementary and synergistic. In accordance with Implementing Rule No. 25, 
the Management Board appointed three Reporting Officers for the appraisal of the Director, notwithstanding the 
Chair of the Management Board in his capacity as the Appeal Assessor. During this meeting, the Management 
Board also approved the ECDC International Relations Policy 2020 as well as the proposal for the Third ECDC Joint 
Strategy Meeting (JSM). 

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2 Major events 

18 January 

24 January 

30 January 

31 January 

Signing the Memorandum of Understanding between ECDC and EUPHA, ECDC, 
Stockholm 

Meeting with Ahmad Khalifa AlFalasi, CEO, Corporate Services and Investment of 
Dubai Tourism, ECDC, Stockholm 

Presentation by Acting Director during the joint Maltese EU Presidency and ECDC 
Technical Meeting on HIV/AIDS, St. Julian’s, Malta 

ECDC Acting Director’s annual exchange of views on 2016 activities and 2017 
priorities, Committee on the Environment, Public Health and Food Safety (ENVI), 
European Parliament, Brussels 

20–21 February 

28 February 

Visit by a delegation representing the Committee on the Environment, Public Health 
and Food Safety (ENVI) of the European Parliament, ECDC, Stockholm  

Presentation by Acting Director during a meeting with ENVI Chair, MEP Adina-Ioana 
Vălean and with European Agency Directors of EMA, EFSA, ECHA and EEA, Brussels 

21–22 February  

48th meeting of the ECDC Advisory Forum, ECDC, Stockholm  

1 March 

6 March 

Participation during meeting of the Heads of EU Agencies, Brussels 

Presentation by Acting Director during the 5th Joint Conference of the DGHM and 
VAAM annual meeting, Würzburg 

21 March 

34th meeting of the Audit Committee, ECDC, Stockholm  

21–22 March 

39th meeting of the ECDC Management Board, ECDC, Stockholm  

24 March 

10 April 

19–20 April 

25 April 

25 April 

11 May 

18 May 

23–24 May  

29 May 

31 May 

7 June  

12 June  

Presentation by Acting Director in the Africa Centre for Disease Control and Prevention 
First Scientific Symposium to launch its five-year strategic plan, Addis Ababa 

Hearing of the Director-elect during the European Parliament’s Committee on 
Environment, Public Health and Food Safety (ENVI) meeting, Brussels  

Presentation by Acting Director during International Association of National Public 
Health Institutes (IANPHI) European Directors Meeting, Kyiv 

Exchange of views on the Zika virus disease epidemic and the implications for the 
European Union, ENVI Committee of the European Parliament, Brussels 

Presentation by Acting Director during a public hearing on added benefits of the EU on 
the environment, public health and food safety, ENVI Committee of the European 
Parliament, Brussels 

High-level event on TB and European Health Security: The critical role of TB R&D in 
the context of AMR, European Commission, Brussels 

Moderation of a session by Acting Director during the 15th National Congress of 
Clinical Microbiology and Infection, Sofia 

49th Meeting of the ECDC Advisory Forum, ECDC, Stockholm  

Meeting with President and the Secretary General of the European Health Forum 
Gastein, ECDC 

Presentation by Acting Director during Workshop on Vaccination, European 
Commission, Brussels 

Visit by Director General of DG SANTE, ECDC  

Visit by Minister of Health and for Equal Opportunities in Luxembourg, ECDC 

13–14 June  

40th Meeting of the ECDC Management Board, ECDC 

20 June  

27 June  

29–30 June 

Opening by Director of the Annual Influenza Meeting, Stockholm 

Presentation by Director in Event on AMR, European Parliament, Brussels 

Presentation by Director during Health Security Committee Plenary Meeting, 
Luxembourg 

5–7 July 

Heads of EU Agencies Meeting, Parma 

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26–27 September  

50th Meeting of the ECDC Advisory Forum, ECDC, Stockholm  

27–28 September 

Meeting of the Directors and National Coordinators of the Coordinating Competent 
Bodies 

3–6 October 

9 October 

11 October 

18 October 

ECDC workshop ‘Vaccine hesitancy’ at the European Health Forum, Gastein 

Visit by Dr Tapani Piha, Head of B3 Unit-Cross border healthcare, eHealth, DG SANTE, 
ECDC  

Strategy meeting of the management teams of DG SANTE and ECDC, Brussels 

Visit by Swedish Ministry of Finance and Ministry of Health and Social Affairs, ECDC 

23–24 October 

Panel participation by Director at the Annual Meeting IANPHI, Rome  

25 October 

Opening presentation by Director at the Pisa Festival of Innovation in Public Health, 
Pisa  

4 November 

10th European Public Health conference, Stockholm 

6–8 November 

European Scientific Conference on Applied Infectious Disease Epidemiology 
(ESCAIDE), Stockholm  

9 November  

Health Security Committee, Luxembourg 

15 November  

ECDC Lunch workshop, European Antibiotic Awareness Day event, Brussels 

16–17 November 

First WHO global ministerial conference on ‘Ending TB in the sustainable development 
era: a multisectoral response’, Moscow  

21–22 November 

41st Management Board Meeting, Stockholm  

24 November 

Director’s country visit, Greece  

25 November 

Global awareness of microbial resistance and antibiotic stewardship, Athens 

27–28 November 

Symposium ‘Rationale Entscheidung unter Unsicherheit’, Hamburg 

12 December  

51st Meeting of the ECDC Advisory Forum (audioconference) 

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3 Budgetary and financial management 

Fund source C1 (current year appropriations) 

Budget execution in terms of commitment appropriations at year end reached 99.8%, equivalent to EUR 57.9 
million. 

Budget execution in terms of payment appropriations at year end reached 81.7%, equivalent to EUR 47.4 million. 

Information on transfers and amending budgets 

The Director exercised her right to amend the budget within the limitations of Article 27.1 of ECDC’s Financial 
Regulation and approved net budget transfers for EUR 0.9 million between several budget lines of the same and 
between titles.  

Level of appropriations carried forward to the following 
financial year 

ECDC carried forward the amount of EUR 10.4 million to 2018.  

Implementation of appropriations carried forward from the 
previous financial year 

Budget execution in terms of payment appropriations for the fund source C8 at year end reached 91.3%, 
equivalent to EUR 10 million. 

Procurement procedures 

The Procurement section dealt with a significant number of procedures. Eighteen open calls for tenders were 
published along with one open call for proposals. In the context of the ECDC Fellowship Programmes, eight 
framework partnership agreements and 55 specific grant agreements were concluded. In addition, 83 negotiated 
procedures and 17 reopening procedures within ICT framework contracts were completed. Regular Committee on 
Procurement, Contracts and Grants (CPCG) meetings were held, resulting in the issuance of 36 CPCG Opinions. 

Interest charged by suppliers through late payments (> 30 days): EUR 4103.04. 

Summary information on budgetary operations for the year 

The core budget of the Centre for 2017 (EUR 58 million) remained at approximately the same level as in the 
previous year.  

For additional information see Annex 6, annual accounts (see Document MB 42/11): ‘Report on budget and 
financial management of the European Centre for Disease Prevention and Control’. 

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4 Human resources management 

The Centre continued to adopt the ‘Implementing rules to the staff regulations’, following the revised Staff 
Regulations (in areas such as working conditions). 

The majority of the Centre’s jobs (74.8%) are related to the implementation of activities linked to the Centre’s 
operational work. A total of 17.3% of the jobs belong to ‘administrative support and coordination’, while 7.9% of 
the jobs are defined as neutral (i.e. primarily in the area of finance/accounting and internal control) (see Annex 4). 

5 Assessment by management  

ECDC has a system of management supervision and internal control in place to assure ECDC is managed effectively 
and efficiently. The main elements of the system are described below. 

5.1 Management supervision  

ECDC has five Units and a Director’s Office. The Heads of Unit are responsible for the activities in their Units. There 
is also a level of middle management, where a number of Heads of Section are responsible for the activities. ECDC 
has a Senior Management Team (SMT), consisting of the Director and all the Heads of Unit, which plays a key role 
in the management of ECDC.  

Quality management and planning activities are a crucial part of the ECDC management and control system. ECDC 
has a Multiannual Strategic Work Programme for the period 2014–2020 (SMAP). The implementation of the SMAP 
at mid-term was reviewed by the Management Board in November 2016. To avoid overlap with the three-year 
multiannual part of the Single Programming Document (SPD, formerly referred as ‘annual work programme’), 
which will be used for 2018–2020, it was decided to monitor ECDC’s progress only through the SPD as from 2017. 
A set of indicators approved in January 2014 as part of the SMAP is reported each year to the Management Board 
to assess the implementation of the Single Programming Document. The Management Board revised the set of 
indicators in November 2017, for the SPD 2018–2020. ECDC internally monitors the Annual Work Programme 
projects and activities on a quarterly basis, and its implementation is reported to the Management Board at each 
Management Board meeting and in the Annual Report of the Director. During the year, projects are discussed with 
the Units and Programmes, and corrective actions are taken as necessary. As of the beginning of 2017, the 
Financing Decision (list of procurements), part of the SPD, is revised at each meeting of the Management Board to 
update the list of procurements. 

The Management Information System provides support to the organisation in the day-to-day implementation of the 
Work Programme. A comprehensive set of reports provides overviews and summaries for the monitoring of 
activities. A monthly dashboard of operational key data on budget execution and implementation of the Work 
Programme is communicated monthly to the SMT and managers.  

In 2017, the Director of ECDC, as authorising officer (AO), delegated financial responsibility to the five Heads of 
Unit (authorising officers by delegation (AOD). The Heads of Unit in turn delegate responsibility – but only in their 
absence – to the Deputy Heads of Unit. Should the Deputy Head of Unit be unavailable, the authority returns to 
the Director. Thereby, a very limited number of persons act as AO/AODs in ECDC. The AODs can enter into 
budgetary and legal commitments and authorise payments. However, all commitments above EUR 250 000 require 
the signature of the Director. 

For the expenditures of 2017, the AODs signed a Declaration of Assurance to the AO, similar to the one signed by 
the AO herself, in the area for which they were delegated responsibility. No reservations were raised by the AODs. 

5.2 Internal control system in place 

In this context, the internal control system cannot be described in its entirety but some key components are 
mentioned below. 

ECDC has a set of internal control standards (ICS) which specify the requirements, actions and outcomes 
necessary to build an effective system of internal control that can provide reasonable assurance on the 
achievement of ECDC’s objectives (see further description in Part III, Section 2). 

The internal control system also includes a number of internal procedures. The internal procedures are approved 
by the Director of the Centre and include, for example, financial workflows and checklists for commitments and 
payments, guidance on conflicts of interest, a code of good administrative behaviour, and procurement procedures. 
New internal procedures are introduced when necessary, and existing procedures are revised in regular intervals. 
In 2017, new internal procedures became effective, for example, on the preparation and monitoring of the annual 

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work programme, organisation of ECDC public health training activities, authorship and acknowledgement of 
contributions to scientific work and related outputs, and open access to scientific publications. 

There are also a number of additional Director’s decisions (in the form of Administrative Decisions) regarding 
policies/rules in place.  

ECDC has a number of centralised support and control functions in place. The most important ones are the 
centralised procurement function, the Committee on procurement, contracts and grants (CPCG), and the 
centralised financial ex-ante verification function.  

The centralised procurement function is responsible for coordinating all procurement procedures, as well as ECDC 
procurement plans. The purpose of the CPCG is to ensure that ECDC’s procurements, grants, contracts and 
agreements are carried out in accordance with ECDC’s financial rules. 

Centralised financial ex-ante verifications are performed for all commitments and payments and divided up into ex-
ante verification of commitments by the finance officer (Title 1 and 2 expenditure) and the budget officer (Title 3 
expenditure) and ex-ante verification of payments by the financial verification officer for payments, all in the 
Finance and Accounting Section. 

In accordance with ICS 8, ECDC has a procedure in place to ensure that overrides of controls or deviations from 
established processes and procedures are documented in exception reports, justified, duly approved before action 
is taken, and logged centrally.  

In 2017, 26 such exceptions were recorded. The reasons for the exceptions were analysed, and an action plan to 
reduce their number was developed.  

A grant verification policy is also in place. The policy attempts to find an effective and efficient mix of control 
activities, such as audit certificates, external audits, and own verification missions. A specific grant verification plan 
(GVP) is developed every year, which determines the verifications to be performed for that specific year. In 2017, 
the two verifications selected in the GVP 2016 were contracted out to an external audit firm.  

A policy on ex-post verifications of financial transactions has been in place since 2012. An ex-post plan for financial 
transactions is developed every year. For 2017, it was decided to focus on the non-salary related expenditures in 
Title 1 of the budget. The report was issued in February 2017 for the Director’s Declaration of Assurance. 

ECDC has an anti-fraud strategy in place, following the guidelines issued by OLAF. The strategy was approved by 
the Management Board in the June 2015 meeting.  

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6 Budget implementation tasks entrusted to 
other services and entities 

None. 

7 Assessment of audit results during the 
reporting year 

7.1 Internal audit service 

ECDC is audited by its internal auditor, the Internal Audit Service of the European Commission (IAS). The audit 
work is defined in the risk-based IAS strategic internal audit plan. The latest plan was approved in November 2013 
and covers the period 2014–2016. All observations and recommendations are taken into account and appropriate 
action plans are developed. The implementation of these actions is regularly followed up and presented to the 
Audit Committee of the Management Board. 

In 2017, the IAS did not perform a specific audit. Instead, it developed a new IAS plan covering 2018–2020, which 
will be presented to the Management Board in March 2018.  

7.2 European Court of Auditors  

The European Court of Auditors (ECA) audits ECDC every year. The audit provides a Statement of Assurance as to 
the reliability of the accounts of the Centre and the legality and regularity of the underlying transactions.  

ECDC received an unqualified opinion15 for 2016, indicating that the accounts are reliable and the transactions 
underlying the accounts are legal and regular.  

Three comments were received in the final report from the ECA for 2016 (which do not call the Court’s opinion into 
question). One related to interim arrangements, one to weaknesses in the procurement process, and one to high 
carry-overs of committed appropriations in operating expenditure (Title III). For the first two comments, ECDC has 
already taken the appropriate actions; for the last one, work is ongoing.  

The ECA audit of the 2017 annual accounts is ongoing. The first part of the audit was performed in September 
2017. The audit will be finalised during spring 2018, and a draft report will be available by June 2018 the latest.  

15 Unqualified audit opinion = the auditor’s report contains a clear written expression of opinion on the financial statements or the 
legality and regularity of underlying transactions as a whole. An unqualified opinion is expressed when the auditor concludes that, 
on the whole, the underlying transactions are legal and regular and the supervisory and control systems are adequate to manage 
the risk. 

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8 Follow-up of recommendations and action 
plans for audits 

At the end of 2017, seven very important IAS observations, and four important IAS observations were officially 
open (from the 2015 internal audit on data management in ECDC and the 2016 internal audit on the procurement 
process in ECDC). However, all of these observations have now been implemented by ECDC and reported to the 
IAS for review.  

In addition, all outstanding actions to be implemented from the ECA’s special report (no. 12/2016) on ‘Agencies’ 
use of grants: not always appropriate or demonstrably effective’ were implemented. This has not yet been 
confirmed by the ECA. 

The only outstanding issue with the ECA is the one regarding the high carry-overs of committed appropriations in 
operating expenditure (Title III) as mentioned above. In this context, ECDC is currently carefully analysing the 
advantages/disadvantages, in liaison with the ECA, of introducing differentiated budget appropriations, including 
the risks of added complexity and resources. A conclusion is planned to be reached by June 2018; changes can be 
implement on 1 January 2019 the earliest. 

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9 Follow-up of observations from the 
discharge authority 

Article 110 (2) of the ECDC Financial Regulation states: ‘At the request of the European Parliament or the Council, 
the director shall report on the measures taken in the light of these observations and comments’. 

This section provides an overview of the measures taken by the European Centre for Disease Prevention and 
Control (ECDC) in the light of observations and comments made by the Discharge Authority on 27 April 2017 in 
respect of the implementation of the budget of 2015. 

Table. European Parliament’s observations and measures taken by ECDC  

Reference 

Observation of the Discharge Authority 

Response and measures taken by ECDC 

P8_TA-PROV(2017) 
0164, paragraph 2 

Notes from the Court’s report that various weaknesses were 
found affecting the transparency of the Centre’s procurement 
procedures, including a lack of a clear link with the Centre’s 
annual work programme, insufficient substantiation of the 
estimated contract value or absence of a financial benchmark to 
assess the tenderer’s financial capacity; 
acknowledges the fact that the Centre implemented a new 
version of its procurement monitoring application in 2016 which 
makes a clear link between the procurement procedures and the 
annual work programme; acknowledges furthermore that prior to 
the launch of any procurement procedure above EUR 25 000, the 
Centre now requests a substantiation of estimated contract 
values; 

P8_TA-PROV(2017) 
0164, paragraph 7 

Takes note that as from 1 May 2015, following a decision of the 
management board of the Centre, the Acting Director has 
replaced the Centre’s Director until a new Director takes office; 

Since November 2016 ECDC has changed the format and 
process to create the Financing Decision for its procurements as 
part of its annual work programme. Changes in the procurement 
plan are systematically monitored and updates to the Financing 
Decision are submitted for approval to the Management Board 
before procedures are launched. In addition, for negotiated 
procedures which do not require prior publication of a contract 
notice in the Official Journal, an ex-ante publicity notice inviting 
interested candidates to come forward with a request to 
participate in the procedure is published. 
A note to the file template has been created to also document 
the budget estimation for procedures below 25.000. A minimum 
threshold for the financial capacity is now added to the 
procurement documents for each procedure. 

Dr Andrea Ammon, MD, MPH, was elected as the new Director 
of ECDC for a period of five years by the ECDC Management 
Board on 22 March 2017 and was formally appointed on 16 June 
2017, following a hearing before the ENVI Committee of the 
European Parliament on 10 April 2017. 

P8_TA-PROV(2017) 
0164, paragraph 9 

Notes that with regard to its procurement procedures, the Centre 
has put specific focus on ensuring consistency in all tender 
documents; emphasises that the Centre’s revised procedure on 
procurement, contracts and grants is providing an additional 
quality control mechanism; calls on the Centre in particular to 
carry out careful checks on conflicts of interest in relation to 
tenders, procurement, recruitment and contracts in order to 
strengthen transparency; 

In 2014 and 2015, ECDC has further revised its Independence 
Policy and has created an Internal Procedure for the 
implementation of the policy. The updated policy has been 
endorsed by the ECDC Management Board in June 2016. All 
staff is required to submit a declaration of interests before taking 
up duty. All staff involved in a particular procurement procedure, 
in addition, has to sign a declaration of absence of conflict of 
interest for that particular procedure. 

P8_TA-PROV(2017) 
0164, paragraph 10 

Asks the Centre to apply strictly the measures pertaining to 
discretion and exclusion in public procurement, with proper 
background checks being carried out in every instance, and to 
apply the exclusion criteria so as to debar companies in the event 
of any conflict of interest, this being essential to protect the 
financial interests of the Union; 

P8_TA-PROV(2017) 
0164, paragraph 12 

P8_TA-PROV(2017) 
0164, paragraph 19 

Notes that the Centre has taken specific initiatives in order to 
increase transparency relating to its contacts with lobbyists, and 
that an internal procedure on meetings with the pharmaceutical 
sector is under preparation; calls on the Centre to enact a 
proactive lobby transparency policy; 

Underlines that the Centre should continue promoting dialogue 
with stakeholders and citizens and incorporate it as part of the 
priorities and activities to be implemented; 

P8_TA-PROV(2017) 
0164, paragraph 20 

Recommends that the Centre develop impact indicators; believes 
that such impact indicators are essential tools in order to measure 
the effectiveness of the Centre;  

As part of the evaluation, it is systematically checked that 
tenderers provided Declarations of Honour, and that these are 
duly dated and signed. In addition, a check in the Central 
Exclusion Database (EDES) is carried out. These checks are 
documented in the evaluation report. Supporting evidence to 
prove the absence of an exclusion situation is systematically 
requested and checked from the successful tenderer before 
signature of the contract. 

In addition to the internal procedure on meetings with the 
pharmaceutical industry, an internal procedure on the conclusion 
of memoranda of understandings and collaboration agreements 
with third parties is under development 

Stakeholder dialogue and engagement is an important aspect, 
notably in two of the Centre’s priority areas; 1) prudent use of 
antibiotics as part of the annual European Antibiotic Awareness 
Days and increasingly on vaccine uptake/hesitancy supporting 
European Immunization week and other European and national 
activities in the field. To further strengthen the stake-holder work 
one post has been redirected to work on stakeholder strategy 
and engagement. 

ECDC is currently reviewing the indicators of its Single 
Programming Document, which are reported in ECDC Annual 
Activity Report. The new set of indicators is currently being 
finalised and will be submitted for approval to the Management 
Board in November 2017.  
Generally speaking, as recognised also by the network of EU 
Agencies, evaluations are a more effective tool than indicators to 
measure impact. These evaluations are based on a number of 
indicators but also include interviews and direct feedback from 
Stakeholders. 

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Part II (b). External 
evaluations  

External evaluation 

ECDC’s Founding Regulation requires the Centre to organise external evaluations every five years to assess how 
well it performs its mission. The second independent external evaluations of ECDC, conducted by a consortium led 
by the Rome-based consultancy Economisti Associati, was concluded during 2014. The period looked at in the 
evaluation was 2008–2012, therefore progress made in 2013–2014 was not taken into account.  

The report was discussed in the Management Board and the Board adopted a set of recommendations for action in 
response to the evaluation in its meeting in June 2015. Based on the evaluation and the recommendations of the 
Board, ECDC developed an action plan for the implementation of actions. The action plan was approved by the 
Management Board in November 2015. ECDC presented a final report showing its final implementation, approved 
by the Management Board in November 2017. 

In 2017, the Management Board approved the proposed timeline for the Third External Evaluation of ECDC, and 
appointed the members of the Management Board External Evaluation Steering Committee (MEES). The MEES 
convened its first meetings. The draft Terms of Reference of the Third External Evaluation will be submitted to the 
Management Board for approval in March 2018. The evaluation is expected to start later in 2018. 

The external evaluation report is available on ECDC website: 
http://www.ecdc.europa.eu/en/aboutus/Key%20Documents/ECDC-external-evaluation-2014.pdf 

ECDC started also two dedicated external evaluations in 2017: 

 

 

The implementation of EPHESUS, a four years’ project (2017-2020) aimed at evaluating all the EU/EEA 
public health infectious diseases surveillance systems, to strengthen their efficiency and usefulness and to 
ensure they are fit for purpose for public health. In 2017, a common protocol for evaluation was agreed and 
the first evaluations took place for surveillance systems for HIV/AIDS (summer 2017) and for antimicrobial 
resistance and healthcare associated infections (Dec. 2017). See p.15 
The evaluation of ECDC Disease Programmes. In 2017, a common protocol for the evaluations of all 
Diseases programmes was agreed. Evaluations of the IRV and FWD programmes will start in April 2018 to 
be finalised by the end of 2018. The rest of the Disease Programmes will be evaluated in 2019-2020.  

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Internal evaluations 

In addition, ECDC adopted a procedure for the internal evaluation in 2015. The procedure is in line with the 
implementation of the Internal Control Standard (ICS) 14 ‘Evaluation of Activities’, which states: ‘Evaluations of 
expenditure programmes, legislation and other non-spending activities are performed to assess the results, impacts 
and needs that these activities aim to achieve and satisfy. ‘[...] ‘Requirement: 14a) Evaluations are performed in 
accordance with the ECDC evaluation standards.’ 

All evaluations should be linked to activities in the Single Programming Document. Evaluations will generally be 
conducted ex-post and should be part of a multiannual plan approved by the Director. Evaluations are carried out 
for interventions such as: work programme activities, programmes, projects, processes, the work of disease 
networks and some of the more generic functions performed by the Centre (e.g. preparedness, epidemic 
intelligence). 

Not in the scope of this procedure are: 

 

 
 

 

The five-year external evaluations16; internal evaluations complement the five-year external evaluations by 
providing additional evaluations of specific products or services 
Audits 
Specific internal self-assessments/evaluations performed by individual units, with the purpose to 
continuously improve their products or services (e.g. peer reviews, evaluations of unit-specific processes) 
PHE evaluations, individual appraisals, as they follow dedicated methodologies. 

In addition, the Financial Regulation (Art. 29(5)) requires regular ex-ante, interim or ex-post evaluations for certain 
interventions17. 

The criteria applied to rank and select potential evaluation topics were: criticality of the process/activity, impact on 
customers, need for improvement, frequency of use and whether the process/activity is cross-organisational. 

To date, ECDC conducted the following internal evaluations: 

 
 
 

Assessment of the governance of IT (2015); 
Evaluation of the deployment of ECDC experts in Africa (2016); 
Evaluation of the ECDC intranet (2017).  

16 ECDC Founding Regulation, Article 14.5.b 
17 ‘Such evaluations shall be applied to all programmes and activities which entail significant spending and evaluation results shall 
be sent to the Management Board’ (Evaluation (Article 29(5) FR).  

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Part III. Assessment of the 
effectiveness of the internal 
control systems  

1 Risk management 

1.1 Inherent nature and characteristics of ECDC’s risk and 
control environment 

ECDC deals with only direct expenditures. There are no Member States or implementing bodies involved in the 
execution of the budget. Most of the expenditures, apart from salaries and salary-related expenditures are 
therefore, implemented through procurement procedures performed directly by ECDC. 

The sections below describe the inherent nature and characteristics of ECDC’s risk and control environment by 
area. 

1.1.1 Scientific support  

One of the main objectives of ECDC is to deliver scientific advice to the Member States, the European Commission, 
and the European Parliament. The main risks here lie in that the delivered advice is seen by stakeholders as 
irrelevant, or that the scientific independence is being questioned. ECDC has therefore put in place an internal 
procedure as well as an electronic management and repository system for the delivery of scientific advice. 
Scientific independence is guaranteed by a strict system of selection of external experts that includes a review of 
declared interests to avoid any potential conflicts of interest. The relevance of the scientific advice is assessed by 
frequent consultations with the Advisory Forum and other stakeholders, as well as through a formal procedure to 
assess impact. 

1.1.2 Surveillance and epidemic intelligence 

The main objective of EU surveillance is to integrate data collection systems and to establish standard case 
reporting for EU Member States. The surveillance data are analysed to monitor trends and provide decision-makers 
with timely and reliable data as basis for public health decisions. These activities face risks such as receiving data 
too late for any action potentially required, receiving inaccurate data or making mistakes in data analysis or 
interpretation. These risks are addressed by carefully planning the data calls long in advance, with clear deadlines, 
and by closely following up the data submissions and ensuring that reminders are sent; by accepting data only 
from authorised persons (appointed by a Competent Body); by at least two iterations of data validation prior to 
data analysis and another one prior to publication; and by a rigorous internal clearance involving multiple senior 
reviewers. 

1.1.3 Preparedness 

The main objective for ECDC’s preparedness efforts is to support the capacities and capabilities of the European 
Commission and the Member States in having a high level of preparedness for dealing with cross-border health 
threats due to communicable diseases. Risks associated with these functions mainly relate to a mismatch between 
actual needs and support efforts. In order to mitigate these risks, ECDC works closely with the National Focal 
Points for Preparedness and Response to understand the gaps and needs at national and EU level.  

In 2017, ECDC has again assisted the European Commission in analysing the country reports on national 
preparedness under Article 4 of Decision 1082/2013. 

1.1.4 Response support 

The main objectives for response are to detect emerging threats, assess them, and support response measures in 
the Member States. ECDC also supports the European Commission by operating the EWRS. Risks associated with 
these functions include the following: the risk of not detecting a threat; the risk of not assessing a threat correctly; 
the risk of not providing Member States with the support required; the risk of interruptions in the EWRS service to 
the European Commission and Member States. To address these issues, ECDC developed a thorough methodology 
to monitor and assess threats, and implemented clearance process which ensures that threat assessments are 

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cleared by the Head of Unit and the ECDC Chief Scientist. Standard operating procedures were developed and 
corresponding tools implemented. Finally, a high level of redundancy ensures that EWRS operations have no 
downtimes. 

1.1.5 Training and capacity building 

The main objective of ECDC training activities is to train a sufficient number of specialists who can effectively 
detect and respond to cross-border communicable disease threats. The main identified risks relate to not striking 
the right balance between support to national and EU-level capacities. There is also the danger that Member States 
see ECDC training activities as a replacement of their own efforts, which could lead to the downsizing of national 
training programmes. Another risk is that training efforts do not meet actual needs. To address these risks, ECDC 
is in constant dialogue with the National Focal Points for Training, the EPIET/EUPHEM Training Site Forum, the 
Advisory Forum, and the European Commission. In 2018 ECDC is planning an external evaluation of the 
programme. Based on a collaboration agreement, ECDC together with the Association of Schools of Public Health in 
the European Region (ASPHER) is mapping the curriculum on communicable disease (CD) control in the European 
schools of public health, and forming an ECDC-ASPHER network of schools with a strong CD curriculum to ensure 
alignment between our respective training activities, meeting the present and future needs of trained public health 
professionals. 

1.1.6 Communication 

An important ECDC objective is to communicate scientific content to public health professionals, policymakers, the 
general public, and various stakeholders across Europe; these efforts include risk communication. In this area 
there are three main risks, namely that ECDC communicates incorrect or misleading information; that ECDC’s risk 
communication activities are not properly coordinated with those of the European Commission or in the Member 
States; and that ECDC communication activities are seen not to be in line with the mandate of ECDC. In order to 
address these risks, ECDC has clear internal procedures, which regulate the clearance of publication items. These 
procedures ensure that the relayed information is factual and correct. ECDC also works with the Communicators’ 
Network under the European Commission’s Health Security Committee and has a system in place which provides 
advance information to the European Commission and the Member States on major communication outputs. A new 
communication strategy was adopted by the Management Board in 2016. 

1.1.7 Collaboration and cooperation with EU institutions, Member 
States and non-EU countries 

An important task for ECDC is to ensure good cooperation and coordination with the EU institutions, EU Member 
States, third countries, international partners, and other relevant stakeholders. ECDC is part of the wider EU family 
and works closely with the European Commission, in particular with the Directorate-General for Health and Food 
Safety (DG SANTE) as well as with other EU agencies. ECDC’s International Relations Policy 2014–2020 was 
endorsed by the ECDC Management Board in 2014, and based on the outcome of the mid-term review finalised in 
the beginning of 2017, revised ECDC International Policy 2020 was approved by the ECDC Management Board in 
November 2017. It sets the priorities and objectives for ECDC actions in this field. This policy is fully aligned with 
existing EU policies and the ECDC Strategic Multiannual Plan 2014–2020 (SMAP). ECDC’s relationships with the EU 
Member States are the basis of its work; consequently, relationships to Member States are very close in all areas, 
from disease surveillance to training.  

ECDC works closely with the WHO Regional Office for Europe, coordinating activities and avoiding duplication of 
work. This has been achieved by regular contacts between technical counterparts and technical coordination 
meetings, as well as providing further operational guidance e.g. on organising joint activities. Our relations with 
other stakeholders, e.g. learned societies, have grown through mutual interests and usually take the form of ECDC 
support to annual meetings. 

In external relations, there is a reputational risk connected to how ECDC and its collaboration with external 
partners is perceived. As regards the work with the EU enlargement countries ECDC has been carrying out 
stakeholder surveys, the second one was initiated in the end of 2017 and results will be ready Q1 2018. There is 
also a risk that cooperation with ECDC creates more burden than it adds value, and that ECDC fails to properly 
balance activities related to EU Member States. Choosing inappropriate partners for collaboration can also hurt the 
reputation of the Centre. As regards the Commission ECDC and DG SANTE have appointed liaison officers and 
established regular meetings at all levels (operational, strategic) to mitigate possible risks and to ensure effective 
coordination.  

ECDC carries out most of its international activities with funding from the European Commission. The grant based 
funding for the work with the European Neighbourhood Policy (ENP) partner countries finished in the end of 2016, 
and since that ECDC has used other Commission funding mechanisms, in particular TAIEX, to continue the 
collaboration. However, this non-sustainability of funding endangers the relations, which have been successfully 
built up over last years. ECDC has since 2013 been scientifically supporting MediPIET, a training programme and 
network covering 18 accession and ENP countries, funded by the European Commission. The second phase of the 

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programmes was successfully closed in 2017, and presently an additional two-year extension (2018-2019) is under 
discussion. 

In 2012, ECDC introduced a new way of official relations with the EU Member States and EEA/EFTA countries 
(through one national Coordinating Competent Body), with the National Coordinator, and with the EU enlargement 
and European Neighbourhood Policy (ENP) partner countries through the National Correspondent. At ECDC, the 
coordination of activities is carried out by the International Relations section in the Director’s Office. The Customer 
Relation Management System (CRM) for contact maintenance and appointments was made available to the 
Member States in November 2013. 

1.1.8 Resource management 

The main purpose of resource management is to provide ECDC with the relevant structure, means, services and 
expertise to ensure the efficient operation of the Centre. The main objective is to manage ECDC’s human and 
financial resources in the most efficient, effective and compliant way to support the successful achievement of the 
Centre’s mission. The main risks lie in failing to deliver adequate and/or timely human and financial resources, 
business travel and meetings organisation services, facilities and logistics services, sound legal advice and internal 
control coordination. ECDC has therefore implemented a number of procedures and defined reporting requirements 
to make sure the support provided is appropriate, e.g. real-time dashboards, detailed yearly procurement plans, 
monthly reporting for budget execution, and a Committee for Procurement, Contracts and Grants to ensure the 
legality, regularity and compliance with ECDC Financial Regulation. 

1.1.9 Information and communication technologies 

Information and Communication Technologies (ICT) are supporting the ECDC’s core functions such as surveillance, 
epidemic intelligence and response. Maintaining and further developing ECDC’s ICT systems requires significant 
investments of both staff time and financial resources. Operating and developing these systems at all times 
requires highly secure, interoperable and robust infrastructures. The main risks in that are ensuring the resources 
needed (human and financial) and proper management of external service providers. ECDC is mitigating that risk 
with continuous quality improvement initiatives, strengthening the IT PMO function, service-level agreements for 
the IT service delivery and real-time monitoring of the infrastructure. 

1.1.10 Risk assessment for Single Programming Document 

As part of the preparation of the Single Programming Document (SPD), a risk self-assessment exercise is 
performed every year. ‘High’ unmitigated risks are included in a risk register and an action plan is prepared. The 
identified main risks are also summarised and included in the SPD itself (see ECDC SPD 2018).  

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2 Compliance and effectiveness of internal 
control standards 

Since 2006, ECDC has internal control standards (ICS) in place. These standards specify the necessary 
requirements, actions and expectations needed to build an effective system of internal control which allows to 
gauge the achievement of ECDC’s objectives. These control standards were developed along the lines of the 
European Commission’s Internal Control Standards, which are based on the International Committee of Sponsoring 
Organizations of the Treadway Commission (COSO) standards. 

The ICS cover the areas of mission and values, human resources, planning and risk management processes, 
operations and control activities, information and financial reporting, and evaluation and audit.  

Each ICS is made up of a number of requirements to be met. For each such requirement, ECDC has identified what 
is in place already, actions to be taken, the person responsible, and the deadline for entry into force.  

A review of the implementation of the ICS was performed as part of the work for the Annual Report 2017. The 
results were validated by the ECDC’s management and discussed in the ECDC Audit Committee. ECDC has 
implemented all the ICS.  

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Annual Report of the Director 2017 

Part IV. Management 
assurance 

1 Review of the elements supporting 
assurance 

The main building blocks of the Director’s Declaration of Assurance are:  

 
 
 
 
 
 
 
 
 
 
 

The Director’s own knowledge of the management and control system in place. 
The declarations of assurance made by each Authorising Officer by Delegation to the Director. 
The results of the assessment of the implementation of Internal Control Standards. 
The results of the risk self-assessment exercises. 
The list of recorded exceptions. 
The status on the internal control and quality weaknesses reported. 
The results of the grant verifications known at the time of the declaration. 
The results of the ex-post verifications of financial transactions. 
The summary of OLAF activities. 
The observations of the Internal Audit Service known at the time of the declaration. 
The observations of the European Court of Auditors known at the time of the declaration. 

2 Reservations 

None. 

3 Overall conclusions on assurance 

Given the control system in place, the information attained from the building blocks above and the lack of critical 
findings from the Court of Auditors and the Internal Audit Service at the time of the declaration, there is no reason 
to question the efficiency or effectiveness of the control system in place. 

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Part V. Declaration of 
assurance 

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Annual Report of the Director 2017 

Management Board’s analysis and assessment 

The Management Board has assessed the Annual Report of the Director for the financial year 2017. The 
Management Board appreciates the results achieved by the Centre and notes in particular the following: 

On the content of the report: 

 

 

 

 

 

 

 

 

ECDC was able to ensure a high level of implementation of its initial Work Programme for 2017: 90%, with 
82.4% of the activities fully implemented and 7.6% partly. As an example, ECDC prepared 41 rapid risk 
assessments, 38 of which were published. ECDC responded to 59 scientific requests from the European 
Commission, the European Parliament and the Member States. 

ECDC finalised the roadmap for the implementation of the Surveillance Systems reengineering project 
(SSR), which will optimise the surveillance platforms and processes, reduce the burden for Member States 
and ensure higher quality of data. 

The Centre continued to support the Member States, and the EU institutions, in the scope of its missions: 
surveillance, scientific advice, preparedness and response, health communication, and the seven Disease 
Programmes. ECDC continued to strengthen its relations with the Member States through the Coordinating 
Competent Bodies and with its EU and international partners for a strengthened response to the threat of 
communicable diseases in Europe.  

ECDC continued to further support the Member States and the European Commission in the area of 
preparedness and decision 1082/2013/EC on serious cross-border health threats. 

While giving high priority to the areas of antimicrobial resistance and vaccine-preventable diseases, in 2017, 
ECDC continued to implement actions to prevent and address all communicable diseases areas across 
Europe. It provided scientific outputs for guidance and practical tools to ensure access to information and 
data to health professionals and policymakers in Europe. 

ECDC made the final preparation for moving to its new premises as from March 2018. 

ECDC launched its new web portal with a new structure, navigation and design that includes a more 
efficient search to find more easily the ECDC outputs. 

The Management Board approved the final monitoring of the joint Action Plan adopted in June 2015 to 
address the recommendations of the Management Board following the feedback received from the Second 
External Evaluation of ECDC. In the meantime, ECDC launched the preparation for the Third external 
evaluation, which will be conducted in 2018. 

On the structure of the report: 

 

 

 

The Annual Report for 2017 follows the common template to all EU agencies to ensure comparability with 
other EU agencies by the discharge authority. 

Annex 1-a of the report presents the results of the indicators included in the Single Programming Document 
2017. In 2017, the Management Board adopted a list of revised indicators for the Single Programming 
2018.  

Annex 1-b of the Report presents a systematic review of the implementation of the Centre expected outputs 
for 2017, as set in the Single Programming Document, adopted by the Management Board in November 
2017. 

The Management Board also appreciates that, as in previous years, a separate short version of the report, adapted 
for a larger audience will be produced, which highlights the achievements, challenges and major outputs for 2017. 

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Annexes 

Annex 1. Implementation of the Work 
Programme 2017 

90% of the activities of the Work Programme for 2017 have been implemented. The following tables provide more 
detail on the implementation by activity, of the Work Programme as adopted by the Management Board in 
November 2016. 

Expected outputs 2017 

Implemented 

Comments 

Further extension of the 
Atlas to new diseases 
and pathogens, and new 
user-friendly layout. 
Disease determinants 
included in the Geoportal. 
Automated annual 
epidemiological report 
production 

Common protocol for 
evaluation agreed.  
Pilot evaluations of 
surveillance systems for 
HIV/AIDS (report in 
summer 2017) and for 
antimicrobial resistance 
and healthcare 
associated infections 
(report in December 
2017). 

Done in 2017 for 
HIV/AIDS and 
antimicrobial resistance 
and healthcare 
associated infections. 

10 peer reviewed 
scientific articles 
published in 2017 

No requests for support 
received 

Strategy 1.1 Surveillance 

1. Improved technical surveillance platforms and processes; 

2. Protocol for epidemiological EU/EEA-level surveillance system evaluation 
and first batch of evaluation reports 

Yes 

Yes 

3. EU/EEA surveillance standards and monitoring indicators for surveillance 
systems evaluated in 2017 

Partly 

4. Peer-reviewed scientific articles analysing surveillance data in depth;  

5. Technical support to Member States that wish to establish automated 
transfer of surveillance data to ECDC; 

Strategy 1.2. Epidemic intelligence 

1. Provision of reliable threat detection and assessment services to the 
European Commission and Member States 

2. New tools to support rapid investigation and analysis of multi-country 
outbreaks and facilitate work of Member States and the European 
Commission finalised. 

Strategy 2.1 Scientific advice  

1. Improved ECDC prioritisation mechanism (IRIS) for scientific advice; 

2. Improved ECDC Scientific Advice Repository and Management System 
(SARMS) 

3. High-quality scientific advice outputs published on ECDC’s website and in 
peer-reviewed journals; further improved in relation to quality of scientific 
analysis and content, evidence-based approach, transparency of methods 
and processes, as well as consistency and utility of presentation 

4. 2017 edition of the European Scientific Conference on Applied Infectious 
Disease Epidemiology (ESCAIDE 2017) to support knowledge exchange 
and networking, involving European Commission services like SANTE, 
CHAFEA and other EU agencies 

70 

Yes 

No 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Expected outputs 2017 

5. Implemented framework contract for systematic reviews in the area of 
ECDC’s remit depending on the result of the preparatory work done in 2016 

Implemented 
No 

6. Training workshops in methods and tools for evidence-based practice and 
decision-making for ECDC staff and ECDC partners at EU and country level 

7. A draft strategy paper on ECDC engagement with EU-funders and with 
on-going research projects to maximise mutual benefit to the research 
community and ECDC 

Strategy 2.2 Microbiology  

1. Publication of EULabCap report on mid-term evaluation of progress 2013-
15 of EU public health microbiology capacities including appraisal of impact 
of country capacity support actions 

2. Publication of ECDC annual microbiology support activity report 

3. Pilot studies performed according to strategic roadmap for whole genome 
sequencing-based surveillance developed with the Member States along the 
Molecular Typing for Surveillance Task Force recommendations to ensure 
public health added value and EU wide participation 

4. Evaluation report on ECDC supported External Quality Assessment 
schemes  

5. Joint EFSA-ECDC report on antimicrobial resistance in Salmonella and 
Campylobacter in humans and food/animals compliant with EUCAST 
interpretive criteria (Cf. FWD Disease Programme) 

Strategy 3.1 EU and Country Preparedness Support  

1. Technical guidance and tools in support of national preparedness 
planning 

2. Technical support to the preparedness working group under the Health 
Security Committee and IH 

3. Direct support to countries’ preparedness planning based on needs 
assessments in a country specific and regional approach 

4. Based on agreement with WHO align activities on the improvement of 
implementation and monitoring of IHR by supporting national preparedness 
planning 

Strategy 3.2 Response and emergency and operations  

1. Mobilisation mechanisms for public health response teams developed 

2. ECDC emergency operation centre strengthened to support deployment 
of field teams ( i.e. training, briefing, communication, security and health 
related issues, debriefing upon return 

Strategy 4.1 Training 

1. The EPIET and EUPHEM paths of the ECDC fellowship programmes put 
into one programmatic framework with core courses, profession-specific 
courses and elective courses dependent on professional background and 
future career ambitions of the fellows 

2. The new Continuous Professional Development Programme (CPDP) 
launched supporting the senior level workforce through blended learning 

3. Performance assessment for fellowship and implemented CPDP modules 
integrated in the LMS 

4. Blended approach for Computer Tools and Vaccine modules in 
fellowships, with online modules that support the AMR and HAI courses in 
the CPDP 

Yes 

Partly 

Yes 

Yes 

Yes 

Yes 

Delayed 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Comments 
An internal consultation 
concluded that a single 
framework contract would 
limit access to the 
required range of expert 
contractors and subject 
matter expertise. ECDC 
developed instead an 
alternative approach, 
based on documented 
standards and guidance 
for commissioning. 

ECDC worked with 
partners in the EU 
agencies’ ANSA network 
to develop a joint paper 
on engagement with EU 
funders and ongoing 
research projects in view 
of identifying ways of 
maximising the mutual 
benefit.  

Progressing according to 
roadmap 2017. Number 
of ongoing and newly 
launched pilot studies 

EQA strategy revised 
based on the evaluation 

Work in progress. Report 
to be published in 
November 2018 

Elective courses to be 
added, besides online 
ones. 

Catalogue available and 
first winter workshop 
organised. 

Partly 

Webinars online. Partly 
done for vaccine module 

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Annual Report of the Director 2017 

Expected outputs 2017 
5. A joint ECDC-ASPHER network of schools of public health with interested 
in and curriculum on communicable disease prevention and control in place 

6. Scientific leadership and support to the implementation phase of the 
Mediterranean Programme for Intervention Epidemiology Training 
(MediPIET) and support in finding sustainable solutions for the programme 
post 2017 

Strategy 4.2 Coordinated country support 

1. A robust and coherent methodology on needs and opportunities 
assessments across the broad areas of ECDC support activities agreed with 
the Advisory Forum, the Coordinating Competent Bodies and the European 
Commission 

2. Agreed mechanisms for transparent priority setting of ECDC country 
support activities 

3. Pilot implementation of the new country support approach in a few priority 
countries with signed multiannual collaboration agreement between ECDC 
and the countries outlining the expected input from each party 

Strategy 4.3 International relations  

1. ECDC-IPA4 project completed, including progress report on participation 
of EU enlargement countries in thematic EPIS platforms and TESSy on 
selected diseases, as well as in epidemic intelligence, preparedness and 
response, and public health microbiology focal points networks; ECDC 
follow-up action conceptualised and negotiated under IPA 

2. Upon request from the European Commission, technical assessment of 
one enlargement country completed, Technical Assessment Report 
prepared and post-assessment phase up and running 

3. Upon request from the European Commission, contribution to Sub-
committee meetings on EU accession preparations and input provided in 
preparation of European Commission’s annual enlargement progress report 

4. Upon request from the European Commission, assistance to the 
European Commission in preparing EU enlargement countries for EWRS 
reporting 

5. Follow-up of projects under European Neighbourhood Instrument (ENI) or 
other financial instruments has been initiated and implementation started, if 
granted by the European Commission 

Strategy 5.1 Health Communication 

1. Timely communications of ECDC scientific and technical content adapted 
to its main target audiences through an array of appropriate communication 
channels 

2. Technical guidance and training on risk communication as part of ECDC 
support to national preparedness planning 

3. Technical support to the communication working group under the Health 
Security Committee 

4. Technical support to national health communication campaign activities, 
notably the European Antibiotic Awareness Day 

Strategy 5.2 Eurosurveillance  

1. Website optimised with features commonly provided by other scientific 
journals to (i) offer modern functionalities design for the benefit of readers 
and authors alike, (ii) to allow editors to work more efficiently through a 
content management system 

2. Visibility of the journal further enhanced by a scientifically attractive 
seminar embedded in a large conference and presence of staff at scientific 
conferences and strategic presence on social media. 

3. Follow up actions of the editorial board meeting end 2017 implemented 

4. Series of scholarly, educational articles aimed at capacity building and 
contribution to life-long learning started 

5. Implementation/updated editorial policies reflecting new developments 
where necessary. 

6. Published articles using evidence-based methods 

Strategy 6.1 Antimicrobial resistance and healthcare-associated infections - ARHAI 

Key outputs on AMR 

1. EARS-Net: updated interactive database 2016 on surveillance of AMR 
and summary of 2016 data 

72 

Implemented 
Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

No 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 
Yes 

Yes 

Yes 

Yes 

ECDC CORPORATE 

Comments 

Preparatory work and 
mapping done. Workshop 
in February 2018. 
A two-year extension of 
the programme (2018-
2019) is under 
discussion. 

No request from the 
European Commission 

Publication platform and 
website seamlessly 
launched in September 
2017 
Seminar on ‘One Health’ 
with around 130 
attendees on the margins 
of ESCAIDE 

Strategy and practical 
approach discussed at 
board meeting to be 
implemented 
consecutively in 2018 

Done 

Done where appropriate 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
ECDC CORPORATE 

Annual Report of the Director 2017 

Expected outputs 2017 

2. ESAC-Net: updated interactive database 2016 on surveillance of 
antimicrobial consumption and summary of 2016 data 

3. ESAC-Net: report on pilot survey on antimicrobial consumption in 
European hospitals 

4. ESAC-Net: study on the quality and consistency of antimicrobial 
consumption surveillance data and proposal of corrective measures, e.g. 
consensus expert meeting on defined daily doses 

5. Surveillance Atlas of Infectious Diseases (incl. country summary sheets): 
data on AMR and antimicrobial consumption 

6. EARS-Net and ESAC-Net (together with HAI-Net): Results of pilot testing 
of a common operational unique identifier for hospitals that participate in the 
three networks 

7. Revised estimates of the burden of AMR 

8. Provision of morbidity and mortality surveillance information on AMR to 
the European Commission and OECD to support economic impact 
assessment and modelling 

9. Contribution to the 2nd Joint Interagency Antimicrobial Consumption and 
Resistance Analysis Report (JIACRA) 

10. In accordance with the ECDC roadmap for integration of 
genomic/molecular typing surveillance, launch of molecular typing 
surveillance of carbapenemase-producing Enterobacteriaceae (CPE) as part 
of the 2nd European Survey of Carbapenemase-Producing Bacteria 
(pending revision of the ECDC roadmap for integration of genomic/molecular 
typing surveillance and SMT decision about resources for its 
implementation) 

11. Development of a methodology for pilot molecular surveillance of 
meticillin-resistant Staphylococcus aureus (MRSA) (pending revision of the 
ECDC roadmap for integration of genomic/molecular typing surveillance and 
SMT decision about resources for its implementation) 

12. Guidance (general principles) for the prudent use of antimicrobial agents 
in human medicine 

13. Work on guidance for screening for multidrug-resistant (MDR) bacteria in 
healthcare settings started, including a priority list, according to defined 
criteria, of MDR bacteria for which patients should be screened 

14. Revision of international proposal for definitions of multidrug-resistant 
(MDR), extensively drug-resistant (XDR) and pandrug-resistant (PDR) 
bacteria 

15. Support to the European Commission on the implementation of its 2nd 
Action Plan on AMR 

16. Country visits to discuss AMR issues: initial one-week visits, shorter 
follow-up visits, as well as provision of support to country visits on AMR 
organised by DG SANTE 

17. Close collaboration with the Joint Action on AMR (and HAIs) 

18. Support to WHO on the implementation of the Global Action Plan on 
AMR 

19. 10th European Antibiotic Awareness Day (EAAD), 18 November 2017, in 
partnership with the 3rd WHO World Antibiotic Awareness Week 

20. Participation in the expert group of the Northern Dimension Partnership 
on Public Health and Social Well-being (NDPHS) 

21. Contribution the Transatlantic Task Force on AMR (TATFAR), in 
particular (a) consultation and collaboration on a point prevalence survey of 
HAIs, (b) contribution to the development of a common system for sharing 
and analysing AMR patterns identified as urgent and serious threats, and (c) 
encouraging efforts to harmonise, to the extent possible, interpretive criteria 
for susceptibility reporting of bacterial isolates for contribution of data to the 
WHO Global Antimicrobial Resistance Surveillance System (GLASS) 

Key outputs on HAIs 

22. HAI-Net: 2nd Point prevalence survey of HAI and antimicrobial use in 
European acute care hospitals; complete data collection and validation 
studies 

23. HAI-Net: 3rd Point prevalence survey in European long-term care 
facilities; complete data collection 

24. HAI-Net: first report on surveillance of Clostridium difficile surveillance 

Implemented 
Yes 

Delayed 

Yes 

Partly 

Cancelled 

Partly 

Yes 

Yes 

Yes 

Cancelled 

Yes 

Partly 

Cancelled 

Yes 

Yes 

Yes 

Yes 

Yes 

No 

Yes 

Yes 

Yes 

Partly 

Comments 

Delayed due to lack of 
human resources 

Data on antimicrobial 
consumption will be 
available in the Atlas in 
2018 
Cancelled as pending for 
a system for 
decentralised storage of 
TESSy data at Member 
State level 
Will be published in 2018 

Report published 

Cancelled due to lack of 
human resources  

Work is ongoing and 
result expected in 2018 

Cancelled due to lack of 
human resources 

Five visits 

No invitation to 
participatereceived in 
2017 

Work is ongoing and 
result expected in 2018 

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Annual Report of the Director 2017 

Expected outputs 2017 
25. Surveillance Atlas of Infectious Diseases (incl. country summary sheets): 
data on HAIs, structure and process indicators on prevention and control of 
HAIs 

26. HAI-Net (together with EARS-Net and ESAC-Net): Results of pilot testing 
of a common operational unique identifier for hospitals that participate in the 
three networks 

Implemented 
Yes 

Cancelled 

27. Revised estimates of the burden of HAIs 

28. Provision of morbidity and mortality surveillance information on HAI to 
the European Commission and OECD to support economic impact 
assessment and modelling 

29. Further implementation of the directory (repository) of online resources 
for the prevention and control of HAIs and AMR 

30. Produce a first toolbox of essential control options and interventions to 
prevent and control HAIs and AMR 

31. Training courses for healthcare workers: control of multidrug-resistant 
micro-organisms in health care settings 

Strategy 6.2 Emerging and Vector-borne Diseases – EVD 

1. In-depth analysis of TESSy data and dissemination of publications with 
integration of animal and/or vector data based on the One Health approach 
where appropriate 
2. Support to Member States with the implementation of options for Lyme 
neuroborreliosis’ surveillance to assess trends 
3. Real-time surveillance of mosquito-borne diseases (e.g. West Nile Fever) 
and development of an ‘early information system’ to detect outbreaks 
4. Increased laboratory capacity building for early detection and surveillance 
of EVDs through an outsourced laboratory network in coordination with the 
Microbiology Coordination Section and other EU related initiatives 

5. Technical support to the Member States in emerging issues related to 
EVDs and actively supporting preparedness and training programmes on 
EVDs at ECDC 
6. Data collection on disease vectors and the pathogens they transmit for 
updated vector distribution maps (mosquitoes, ticks and sand-flies), and ad 
hoc support in entomological expertise (with EFSA via an outsourced 
network, VectorNet) 
7. a) Risk analyses of emergence of EVDs and assessment tools to support 
decision making such as orientation of control strategies (e.g. dengue and 
chikungunya), aiming for effective EVD surveillance and MS preparedness 
b) Risk assessments and preparedness plans on three vector-borne 
diseases for authorities responsible for safety of substances of human origin 
8. Quantitative analysis of the current dynamics of global air-traffic patterns 
and social and environmental/climatic drivers for a comprehensive 
understanding of the risk of importing infectious diseases (e.g. dengue, 
chikungunya, zika) and the spread of outbreaks to/from the European Union 

Strategy 6.3 Food- and Waterborne Diseases and zoonoses - FWD 

1. European Union Summary Report on trends and sources of zoonoses, 
zoonotic agents and foodborne outbreaks 2016, EFSA-ECDC joint report 

2. European Union Summary Report on antimicrobial resistance in zoonotic 
and indicator bacteria from humans, animals and food 2016, EFSA-ECDC 
joint report 

3. External quality assessments services for typing of  
Listeria monocytogenes, Salmonella, verocytotoxin-producing E. coli , for 
antimicrobial resistance of Salmonella and Campylobacter , and for 
Legionnaires’ disease 

4. Discussion paper on a potential revision of human TSE surveillance in 
EU/EEA  

5. Capacity building opportunities through the FWD Expert Exchange 
Programme (FWDEEP) 

6. ECDC network meeting for Food- and Waterborne Diseases and 
Zoonoses Network (FWD-Net) meeting together with EFSA, AMR meeting 
together with EURL for antimicrobial resistance, EuroCJD and European 
Legionnaires’ Diseases Surveillance Network meeting 

74 

Yes 

Yes 

Yes 

Partly 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

a) Yes 

b) Partly 

Yes 

Yes 

Yes 

Partly 

Delayed 

Yes 

Yes 

ECDC CORPORATE 

Comments 

First data on surgical 
sites infections in the 
Atlas 

Cancelled as pending for 
a system for 
decentralised storage of 
TESSy data at Member 
State level 
Already delivered Q4 
2016 

Work is ongoing and 
result expected in 2018 

One course in 2017 

Update of the risk 
assessment plan for Zika 

Done , except legionella 
due to delay in 
procurement 

Preliminary discussion 
took place, expected for 
2018, due to workload 
and transitional period for 
the coordination of the 
project 
3 exchange visits 

EuroCJD will be 
organised in 2018, as 
agreed with Member 
States (meeting every 3 
years only) 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Expected outputs 2017 
7. Strategy paper for tackling the emergence of listeriosis in EU/EEA in close 
collaboration with EFSA, EURL for Listeria monocytogenes and Member 
States, endorsed by the European Commission  

8. International collaboration strengthened with global partners like US CDC 
and research projects, e.g. COMPARE and GMI, as well as with Institute 
Pasteur, towards an agreement on global WGSbased nomenclature at least 
for Listeria monocytogenes 

9. Follow up of detected and notified multi-country microbiological clusters on 
a regular basis for Salmonella , Listeria monocytogenes and VTEC 

10. Multidisciplinary workshop to enhance preparedness e.g. by reviewing 
lessons learnt from a multicountry foodborne outbreak 

11. Addressing any emerging issue related to food- and waterborne 
diseases and zoonoses; e.g. emergence of Hepatitis E 

Strategy 6.4 HIV, Sexually Transmitted Infections and viral Hepatitis – HSH  

1. Scientific Advice in the form of guidance or technical reports on MS 
identified important topics: uptake of testing for HIV and hepatitis B and C, 
new STI point of care tests, pre-exposure prophylaxis (PrEP) for HIV and 
structural determinants of risk among sex workers and youth 

2. More detailed analysis of the surveillance and molecular data with broader 
publication of this analysis in scientific journals 

3. Various analytical reports and peer reviewed publications using additional 
sources of data to better explain the epidemiology if these diseases. These 
will include: the routine surveillance reports and associated scientific 
publications; evidence summary in preparation for the HIV testing guidance; 
evidence based opinion on prevention among youth; paper on structural 
barriers to uptake of testing; evidence summary in preparation for the 
Hepatitis testing guidance; paper on structural determinants affecting 
vulnerability of sex workers; paper on the HIV continuum of care in Europe; 
paper of the results of the LGV enhanced surveillance pilot; paper on 
Hepatitis B and C Sentinel morbidity and mortality estimates; various Dublin 
Monitoring reports among possible others. 

4. Country visits to support MS in dealing with specific problems or threats 
depending on the expressed needs of the MS and the resources available 

5. Reports on Monitoring the EU response to HIV, and possibly hepatitis 

6. Draft for an established framework for prevention will be gradually 
developed after an Advisory Group on prevention has been set up to help 
define the possible extent and scope of the work of ECDC in this area 

Strategy 6.5 Influenza and other respiratory viruses - IRV 

1. Weekly high quality (with established standards and definitions) and high-
impact surveillance reports on FluNewsEurope.org during the season. 
Strengthened routine surveillance mechanism for monitoring of genetic and 
antigenic viral characteristics, severe respiratory disease, risk factors and 
influenza mortality 

2. Timely and high-quality risk assessment and scientific advice on emerging 
respiratory pathogens (including MERS-CoV and avian influenza A(H7N9) 
and A(H5N1)) and support to international outbreak assessment missions 

3. External Quality Assessments for influenza or one emerging respiratory 
virus performed with successful results 

4. a) Timely vaccine effectiveness estimates and vaccine coverage data 
available to stakeholders 
b) Three preparedness case studies or country visits done 
c) Literature review on effectiveness of non-pharmaceutical 
countermeasures done 

5. a) Production at least one peer review publication on the analysis and 
interpretation of data submitted to ECDC in Eurosurveillance or another 
journal 
b) Presentations at least one international conference by each IRV expert. 

Implemented 
Delayed 

Comments 
Delayed to 2018 due to 
the workload in dealing 
with outbreaks 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Delayed 

a) Yes 

b) No 

c) delayed 

a) Yes 

b) Yes 

Workshop in January 
2018 

2 publications in 2017 

Although there were very 
few rapid risk 
assessments for influenza 
and respiratory diseases. 
No request received for 
outbreak assessment 
mission. 
Initiated during the 
summer. Delayed to 2018 
due to the signature of 
the procurement. 

b) only one request was 
received, from Bulgaria 

c) Delayed due to internal 
reprioritisation of 
resources to vaccine-
preventable diseases 
a) 5 done in 2017 

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Strategy 13. Vaccine-preventable diseases - VPD 

Expected outputs 2017 

1. Methodologies and guidance aimed to strengthen immunisation systems 
in the EU/EEA Member States under the umbrella of the VENICE project for 
both VPDs and influenza. This output is expected to streamline the process 
related to the development of new guidance on immunisation; set up and 
moderate a platform for sharing scientific products, mathematical models, 
literature reviews, etc. 

2. Evidence-based guidance on priority diseases. 2017 will particularly focus 
on the ECDC guidance on pneumococcal vaccination in adults as well as 
HPV. 

3. Interactive ECDC ATLAS surveillance tool with data and analyses on all 
vaccine-preventable diseases incidence and rates in EU Member States  

4. Data and analysis for measles and rubella (targeted for global elimination) 
on a monthly basis, as well as in-depth analysis reports twice during the 
year. In addition, develop a poliomyelitis page on the ECDC ATLAS 
surveillance tool to map AFP surveillance system data in relation with quality 
indicators  

5. Actions aimed to coordinate and implement relevant preparedness 
activities, with special focus on poliomyelitis (targeted for global eradication), 
and technical support based on relevant needs identified.  

6. Scientific studies and analyses aimed to support European Commission 
activities on the feasibility of a life-course approach to vaccination. 

7. Consolidation of activities in the area of electronic immunisation 
information systems (IIS) contributing to the following key tasks: 
 o Share generic advocacy materials for the promotion of IIS in EU Member 
States; 
 o Develop definitions, technical specifications, check-lists, meta-data sets 
and other technical documents related to IIS;  
o Develop guidelines, handbooks and training materials on implementing IIS 

8. Scientific advice provided to the European Commission with regards to 
the following key activities identified by the Council Conclusions on 
Vaccination as an Effective Tool in Public Health :  
o Implementing actions concerning database updates, vaccine scheduler 
and vaccination registries  
o Continue providing technical support as necessary and based on identified 
needs to address issues around vaccine shortages  
o Provide the European Commission with data and policy analysis on 
individual Member States concerning action on VPDs in migrant populations 

9. Communication toolkits for healthcare workers supporting vaccination 
activities with a special focus on reaching vaccination-hesitant groups and 
piloting social marketing tools 

10. Tools and scientific advice to support Member State capacity to monitor 
trends in vaccine acceptance and build public trust in vaccination 
programmes. 

11. Technical support to national health communication campaigns activities, 
notably by fostering the establishment of a European Vaccine Awareness 
Day, and by continuing to support the WHO Europe’s European 
Immunisation Week through ECDC-relevant activities. 

12. Continued provision of data from active hospital-based sentinel 
surveillance systems for pertussis as well as for invasive pneumococcal 
disease continued in order to assess the impact and effectiveness of 
vaccines for both diseases, and serotype replacement for pneumococci. 

13. Provision of high quality epidemiological, laboratory and molecular 
surveillance for VPDs 

14. Progress report on further implementation of meningococcal molecular 
surveillance  

15. Development of peer review publications based on outcomes and 
findings from analysis and interpretation of surveillance data 

16. Pertussis laboratory networks and their activities maintained such as 
EQAs, twinning exchanges and training workshops; EQA schemes for 
diphtheria diagnosis in EU Member States 

76 

Implemented 

Comments 

The work could not start 
before the 
reallocation/reprioritisatio
n of resources at mid-
year. 

Guidance on 
pneumococcal 
vaccination cancelled 
because of lack of 
resources; HPV delayed 
in Q3/Q4 2018 

Lack of resources in 
2017; reprioritisation only 
at mid-year 

 Lack of resources in 
2017; reprioritisation only 
at mid-year 
Report on advocacy 
material for the promotion 
of IIS in Member States 
published; 
The last two actions are 
delayed, following input 
from an expert meeting in 
November 2017. The 
documents will be 
finalised in Q2 2018. 

In Italy and Austria 

Monitoring of social 
media launched. Results 
expected in March 2018 

Partly 

Delayed 

Yes 

Yes 

 Postponed to 2018 

Delayed 

Partly 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Expected outputs 2017 

17. Coordination of the VPD Disease Network and further develop and 
cross-collaboration with international partners (e.g. WHO Regional Office for 
Europe, European Medicine’s Agency) as well as input provided in cross-
stakeholder initiatives of relevance such as the IMI ADVANCE project and 
other key projects under Horizon2020, such as IMOVE + 

18. Identification of skill gaps with regards to VPD Core Competencies by 
target group based on Member State needs in view of implementing relevant 
public health training activities 

Strategy 6.7 Tuberculosis - TB 

1. Coordination of the laboratory sub-network (European Reference 
Laboratory for Tuberculosis Network), with an annual network meeting 

2. Coordination of the surveillance sub-network, with an annual network 
meeting, production of the joint surveillance report with WHO 

3. Support to high priority countries with development and implementation of 
country strategies and activities for TB prevention and control 

4. Scientific advice on latent TB control as a programmatic intervention. The 
Centre foresees finalizing and disseminating the guidance document entitled 
‘Introducing programmatic latent tuberculosis control in the European Union 
and candidate countries’. This document will provide scientific advice on 
who, when and how to diagnose and treat latent TB infection, as well as 
interventions to improve latent tuberculosis infection management 

5. Update of the European Union Standards for Tuberculosis Care (ESTC).  

6. Perform scientific analyses based on TESSy data 

7. Support to the European Commission with data and analysis on Member 
State level and with development or monitoring the implementation of policy 
document(s), 

MANAGEMENT 
Strategy 7.1 General Management 

1. All recommendations of the second external evaluation are implemented; 
progress will be reported in a summarising document to the MB. 

2. All necessary processes are simplified as much as possible and clearly 
indicate the roles and responsibilities of actors 

3. An organisation-wide EA Framework is agreed upon 

4. The revised SMAP will be implemented within the SPD 2018-2020 
according to the agreed milestones 

5. All DoI will be timely checked and an electronic submission and storage 
system facilitates the process 

6. AF and MB meetings are smoothly implemented 

Strategy 7.2 Collaboration and cooperation 

1. Activities of ECDC support and complement the work of DG SANTE and 
CHAFEA 

2. ECDC’s collaboration with other EU agencies adds to synergy visible in 
joint reports, assessments and projects 

3. The EP is informed about ECDC activities and provided information in a 
format useful for making decisions 

4. The regular dialogue with the Competent Bodies results in targeted and 
tailored support meeting the needs of the respective MS and providing 
outputs readily to be used for public health action in the MS 

Strategy 7.3. RESOURCES MANAGEMENT  

1. Final ECDC premises 

2. Improved roles and responsibilities definition across the processes and 
better visibility on ECDC staff use through enhanced time recording 

3. ECDC project management methodology, better definition and monitoring 
of benefit realisations and further consolidation of quality management and 
evaluation systems (including the evaluation of two Disease programmes) 

4. Further streamlining of ECDC procurement, mission and meeting and 
finance processes 

5. Continuous and active participation to the network of the EU agencies and 
sub-network activities 

Strategy 7.4 Information and Communication Technology 

1. Maintained and secure infrastructures and applications are hosted as per 
SLA requirements 

Implemented 
Yes 

Comments 

Yes 

Yes 

Yes 

Yes 

Partly 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Preparation work done in 
2017. The finalisation of 
the output expected in 
2018, due to 
reprioritisation of 
resources to vaccine-
preventable diseases. 

77 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
   
   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

Expected outputs 2017 

2. Existing systems are maintained as per ICT work plan commitments 

3. New systems are developed as per ICT work plan commitments 

4. Main processes are defined clearly indicating roles and responsibilities 

5. A continuous improvement plan is defined for 2017 and actions 
implemented 

6. Defined IT Enterprise Architecture roadmap 

7. The ‘Technology Trend Watch’ function is defined 

Implemented 
Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

ECDC CORPORATE 

Comments 

Annex 2. Statistics on financial management  

See Annex 6: Report on budget and financial management of the European Centre for Disease Prevention and 
Control 

78 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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Annual Report of the Director 2017 

Annex 3. Organisational chart 

79 

 
 
 
 
 
 
 
 
 
 
 
 
 
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Annex 4. Establishment plan  

ECDC establishment table 2017 

Establishment plan in voted EU budget 2016 

Category and grade 

Officials 

AD 16 
AD 15 
AD 14 
AD 13 
AD 12 
AD 11 
AD 10 
AD 9 
AD 8 
AD 7 
AD 6 
AD 5 
Total AD 
AST 11 
AST 10 
AST 9 
AST 8 
AST 7 
AST 6 
AST 5 
AST 4 
AST 3 
AST 2 
AST 1 
Total AST 
AST/SC6 
AST/SC5 
AST/SC4 
AST/SC3 
AST/SC2 
AST/SC1 
Total AST/SC 
Total 

TA 

1 
5 
10 
12 
18 
24 
25 
18 
13 
1 

127 
2 
4 
4 
8 
12 
16 
9 

55 

182 

Information on the entry level for each type of post 

Key functions (examples) 

Type of contract 
(official, TA or 
CA) 

Function group, grade of 
recruitment (or bottom of the 
brackets if published in brackets) 

Indication whether the function is 
dedicated to administration support 
or policy (operational) 

CORE FUNCTIONS 

Head of Department  
(please identify which level in the 
structure it corresponds to taking the 
Director as level 1) 
Head of Unit  
(please identify which level in the 
structure it corresponds to taking the 
Director as level 1) 
Head of Sector  
(please identify which level in the 
structure it corresponds to taking the 
Director as level 1) 
Senior Officer 
Officer 

Junior Officer 
Senior Assistant 
Junior Assistant 

SUPPORT FUNCTIONS 

Head of Administration 
Head of Human Resources 
Head of Finance 

Head of Communication 

Head of IT 

Senior officer 
Officer 

80 

Not applicable 

TA (level 2) 

AD 11, AD 12 

TA (level 3) 

AD 8 

TA 
TA 

CA 
Not applicable 
Not applicable  

TA 
TA 
TA  

TA 

TA 

TA 
TA 
CA 

AD 8 
AD 5 

FG IV 

AD 12 
AD 8 
AD 8 

AD 8 

AD 11  

AD 5 
AST 4 
FG IV 

Operational:  
Head of Unit 

Operational or Support: 
Head of Section 

Operational: Senior Expert 
Operational: 
Expert 
Operational: Scientific Officer 

Support 
Support 
Support 
(Head of Finance and Accounting) 
Operational  
(Health communication is part of the 
mandate of ECDC)  
Operational: Head of Unit 
(ICT is key function to fulfil the mandate of 
ECDC, e.g. operating EWRS, TESSy)  
Support 
Support 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Key functions (examples) 

Type of contract 
(official, TA or 
CA) 

Function group, grade of 
recruitment (or bottom of the 
brackets if published in brackets) 

Indication whether the function is 
dedicated to administration support 
or policy (operational) 

Junior officer 
Webmaster – editor 

Secretary 

Mail clerk 

SPECIAL FUNCTIONS 

Data Protection officer 

Accounting officer 

Internal Auditor 

Secretary to the Director 

CA 
CA 

TA 
CA 
Not applicable 

FG III 
FG IV 

AST/SC 1 
FG II 

TA 

TA 

TA 

TA 

AD 8 

AD 8 

AD 8 

AST 4 

Support 
Operational (health communication is part 
of the mandate of ECDC) 
Support 

Support  
(this is the same post as the Head of the 
Legal Section) 
Support 
(this is the same post as the Head of 
Finance) 
Support 
(Internal Control Coordinator) 
(Support) 

Benchmarking against last year’s results 

Job type (sub) category 

Year N-1 (%) 

Year N (%) 

Administrative support and coordination 
Administrative support 
Coordination 
Operational 
Top-level operational coordination 
Programme management and implementation 
Evaluation and impact assessment 
General operational 
Neutral  
Finance/control 
Linguistics 

17.5% 
16.9% 
0.6% 
74.4% 
2.7% 
61.3% 
0.0% 
10.4% 
8.1% 
8.1% 
0.0% 

17.3% 
16.7% 
0.6% 
74.8% 
2.7% 
61.9% 
0.0% 
10.1% 
7.9% 
7.9% 
0.0% 

81 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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ECDC CORPORATE 

Annex 5. Human and financial resources by 
activity 

The activity-based budget (ABB) provides an overview of the use of human and financial resources by activity 
during the year. Since 1 January 2016, ECDC staff members have been recording their working time per activity.  

82 

Strategies and groupsFTEs*Committed Title 1Committed Title 2Committed Title 3Committed TOTAL 1. Surveillance and epidemic intelligence21.82,330,448               243,576                   1,226,467                 3,800,491                   Surveillance(cid:13)(cid:10)14.81,678,775               165,541                   1,183,727                 3,028,043                 1. Public health surveillance6.4717,791                   71,182                     808,113                    1,597,085                 2. Molecular surveillance1.3133,107                   14,929                     76,679                       224,715                     3. Methods to support disease prevention and control1.3131,109                   14,296                     298,935                    444,340                     4. Management and administrative support5.8696,768                   65,135                     -                             761,903                      Epidemic intelligence(cid:13)(cid:10)7.0651,674                   78,034                     42,741                       772,448                     1. Epidemic intelligence5.3477,356                   59,789                     42,741                       579,885                     2. Rapid assessment of public health events1.6174,318                   18,245                     192,563                     2. Scientific support11.41,323,927               127,147                   798,373                    2,249,447                   Scientific advice(cid:13)(cid:10)8.4937,061                   93,858                     707,942                    1,738,861                 1. Scientific advice coordination2.0223,835                   21,899                     150,560                    396,295                     2. Research coordination and studies0.326,271                     3,861                        72,400                       102,532                     3. Scientific liaison activities1.8139,639                   20,117                     459,696                    619,452                     4. Management and administrative support4.3547,316                   47,981                     25,286                       620,583                      Microbiology support(cid:13)(cid:10)3.0386,866                   33,288                     90,431                       510,585                     1. Microbiology support3.0386,866                   33,288                     90,431                       510,585                     3. Preparedness and response3.8359,604                   42,101                     86,955                       488,659                       EU and countries preparedness(cid:13)(cid:10) support0.770,160                     7,701                        808                             78,669                       2. EU preparedness0.770,160                     7,701                        808                             78,669                        Response(cid:13)(cid:10) and emergency operations3.1289,444                   34,399                     86,147                       409,990                     1. Support to EU outbreaks1.5145,926                   17,127                     86,147                       249,200                     2. Emergency operations0.111,863                     1,501                        -                             13,364                       3. Management and administrative support1.4131,654                   15,772                     -                             147,426                     4. Training and capacity building17.71,846,494               198,320                   4,327,149                 6,371,963                    Public Health Training(cid:13)(cid:10)9.91,019,920               110,867                   3,849,769                 4,980,556                 1. Fellowships EUPHEM -EPIET4.6393,618                   51,127                     3,481,825                 3,926,571                 2. Training networks1.2151,077                   13,387                     223,859                    388,323                     3. MediPiet0.236,723                     2,541                        -                             39,264                       4. e-learning1.0116,024                   11,546                     94,414                       221,985                     5. Management and administrative support2.9322,478                   32,265                     49,670                       404,413                       Coordinated Country Support5.1613,217                   57,007                     402,277                    1,072,500                 1. Coordinated Country Support2.2269,207                   24,333                     402,277                    695,817                     2. Management and administrative support2.9344,010                   32,673                     376,683                      International relations(cid:13)(cid:10)2.7213,357                   30,447                     75,103                       318,907                     1. Cooperation with the World Health Organisation (WHO)2.232,291                     24,930                     2,268                         59,488                       2. Working with non-EU Countries15.9405,226                   178,577                   72,836                       656,638                     5. Communication14.01,699,093               157,074                   407,396                    2,263,564                   Public Health Communication(cid:13)(cid:10)7.3969,159                   81,554                     347,726                    1,398,438                 1. Press, media and Information services3.4318,257                   38,528                     221,624                    578,409                     2. Editorial services1.3178,375                   15,099                     193,473                     3. Web portal and extranets2.3248,839                   25,574                     274,413                     4. Translations0.01,807                        254                           82,118                       84,178                       5. Country support on risk communication0.0-                            -                            -                             -                              6. Management and administrative support2.6256,280                   28,656                     43,984                       328,920                      Eurosurveillance(cid:13)(cid:10)8.7757,921                   97,127                     59,670                       914,718                     1. Eurosurveillance8.4702,142                   93,722                     59,670                       855,534                     2. Management and administrative support0.355,779                     3,405                        -                             59,184                        
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

The Activity Based Costing reflect the structure of the presentation of the ABB in the Single Programming 
Document. Its analysis should be complemented by the analysis of the benchmarking exercise that classifies staffs 
according to their operational/administrative/neutral role. For the annual report 2018, the two exercises (ABB and 
benchmarking) will be merged, following the same methodology as used for the SPD 2018. 

83 

6. Disease programmes(cid:13)(cid:10)46.85,336,967               524,060                   6,206,969                 12,067,996               1. Antimicrobial resistance and healthcare-associated infections - ARHAI(cid:13)(cid:10)10.41,289,184               116,443                   1,339,817                 2,745,444                 2. Emerging and vector borne diseases - EVD(cid:13)(cid:10)3.5429,311                   39,717                     635,056                    1,104,084                 3. Food- and Waterborne Diseases and Zoonoses - FWD(cid:13)(cid:10)7.4852,866                   82,864                     610,209                    1,545,939                 4. HIV, Sexually Transmitted Infections and viral Hepatitis - HSH(cid:13)(cid:10)4.9561,939                   55,174                     869,127                    1,486,240                 5. Influenza and other Respiratory Viruses - IRV(cid:13)(cid:10)5.1632,818                   57,381                     656,804                    1,347,002                 6. Tuberculosis - TB(cid:13)(cid:10)5.8661,920                   65,413                     526,579                    1,253,911                 7. Vaccine Preventable Diseases - VPD(cid:13)(cid:10)9.6908,306                   106,940                   1,569,379                 2,584,624                 7. General Management107.110,435,394             7,040,491               4,956,682                 22,432,567                  Management(cid:13)(cid:10)10.51,027,014               485,768                   -                             1,512,782                 1. Strategic Advice0.546,613                     5,108                        -                             51,721                       2. Ensuring independence0.19,863                        1,495                        -                             11,359                       3. Organisation Governance meetings2.6225,526                   178,339                   -                             403,864                     4. Management and administrative support7.3745,013                   300,826                   -                             1,045,839                   Cooperation and collaboration(cid:13)(cid:10)2.3219,780                   26,151                     68,490                       314,421                     1. ECDC in the ‘family’ of European Institutions and Bodies0.553,906                     5,276                        -                             59,182                       2. Working with the European Union Member States1.7152,602                   19,576                     68,490                       240,667                     3. Stakeholder engagement coordination0.113,272                     1,299                        14,571                        Resources Management(cid:13)(cid:10)62.45,918,385               5,201,334               501,053                    11,620,772               1. Human Resources13.91,270,174               156,134                   -                             1,426,308                 2. Finance and Accounting11.71,145,047               212,967                   -                             1,358,014                 3. Legal and procurement8.7741,954                   97,655                     -                             839,609                     4. Quality management, project management and planning5.8683,345                   378,748                   -                             1,062,093                 5. Internal Control1.2216,607                   55,336                     -                             271,943                     6. Internal Communication and Knowledge Services5.5491,319                   571,615                   501,053                    1,563,987                 7. Corporate Services13.71,110,387               3,695,763               -                             4,806,151                 8. Management and administrative support1.8259,552                   33,115                     -                             292,667                     ICT(cid:13)(cid:10)31.83,270,215               1,327,238               4,387,139                 8,984,592                 1. Software services10.4937,555                   693,488                   2,197,236                 3,828,280                 2. Hosting, operating, maintenance, administration  and security of applications and infrastructures10.41,049,805               276,387                   2,135,000                 3,461,192                 4. Management and administrative support11.01,282,855               357,363                   54,903                       1,695,121                 Generic expenses not related to core work40.04,381,778               448,251                   4,830,028                 Activity carried over from previous year1.2123,127                   13,048                     136,175                     Ad hoc request (not included in Annual Work programme)8.6961,112                   95,950                     1,057,062                 Contribution by DP to core Units work0.456,195                     4,642                        60,836                       Contribution by shared resource to DP work1.2138,447                   13,801                     152,247                     Non-core and administrative tasks26.22,832,277               293,016                   3,125,292                 Preparation of activity for next year2.1228,176                   23,112                     251,287                     Public Health Emergency (PHE)0.442,381                     4,632                        47,012                       Time not worked** or not reported***10.23,181,445               114,218                   3,295,664                 Total280.031,003,120             8,976,803               18,009,992              57,989,915                
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

Annex 6. Final annual accounts 2017 of the 
European Centre for Disease Prevention and 
Control 

See (draft/final) annual accounts: Report on budget and financial management of the European Centre for Disease 
Prevention and Control (MB document MB42/11). 

1. Final annual accounts – certification 

The annual accounts of the European Centre for Disease Prevention and Control for the year 2017 have been 
prepared in accordance with the Financial Regulation applicable to the general budget of the European Union and 
the accounting rules adopted by the Commission's Accounting Officer, as are to be applied by all the institutions, 
agencies and joint undertakings. 

I acknowledge my responsibility for the preparation and presentation of the annual accounts of the European 
Centre for Disease Prevention and Control in accordance with article 50 of ECDC’s Financial Regulation. 

I have obtained from the authorising officer, who certified its reliability, all the information necessary for the 
production of the accounts that show the assets and liabilities and the budgetary implementation of the European 
Centre for Disease Prevention and Control. 

I hereby certify that based on this information, and on such checks as I deemed necessary to sign off the 
accounts, I have a reasonable assurance that the accounts present a true and fair view of the financial position of 
the European Centre for Disease Prevention and Control in all material aspects. 

Stockholm, 14 June 2018 

Anja Van Brabant  

Accounting Officer of ECDC 

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Annual Report of the Director 2017 

2. Annual accounts – presentation 

The annual accounts of the European Centre for Disease Prevention and Control include the financial statements 
and the report on implementation of the budget. They are accompanied by the report on budget and financial 
management during the year.  

The financial statements comprise the balance sheet and the statement of financial performance as of 
31 December, the cash-flow table, and the statement of changes in capital.  

The objectives of financial statements are to provide information about the financial position, performance and 
cash flows of an entity that is useful to a wide range of users. For a public sector entity such as the European 
Centre for Disease Prevention and Control, the objectives are to provide information useful for decision-making and 
to demonstrate the accountability of the entity for the resources entrusted to it.  

If they are to present a true and fair view, financial statements must not only supply relevant information to 
describe the nature and range of the activities, explain how it is financed and supply definitive information on its 
operations, but also do so in a clear and comprehensible manner, which allows comparisons between financial 
years. It is with these goals in mind that the present document has been drawn up. 

The accounting system of the European Centre for Disease Prevention and Control comprises budget accounts and 
general accounts. These accounts are kept in euros on the basis of the calendar year. The budget accounts give a 
detailed picture of the implementation of the budget. They are based on the modified cash accounting principle18. 
The general accounts allow for the preparation of the financial statements as they show all revenues and expenses 
for the financial year and are designed to establish the financial position in the form of a balance sheet as of 
31 December 2017. 

The annual accounts are drawn up in accordance with Article 92 of the Financial Regulation of the European Centre 
for Disease Prevention and Control adopted by the Management Board on 19th December 2013. 

According to Article 98 of this Financial Regulation, the Centre’s Accounting Officer shall send to the Commission’s 
accounting officer, by no later than 1 March of the following year, its Provisional Annual Accounts, together with 
the report on budgetary and financial management during the year, referred to in Article 92 of this regulation.  

The Accounting Officer shall send the final accounts, together with the opinion of the Management Board, to the 
Accounting Officer of the Commission, the Court of Auditors, the European Parliament and the Council, by 1 July of 
the following financial year. 

The final accounts of ECDC will be published in the Official Journal of the European Communities together with the 
statement of assurance given by the Court of Auditors by 15 November of the following year, in accordance with 
Article 99 of ECDC’s Financial Regulation. 

18 This differs from cash-based accounting because of elements such as carryovers. 

85 

 
 
 
 
 
 
 
 
 
 
 
 
 
                                                                    
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3. Financial statements 

3.1 Balance sheet 

Assets 

A. Non-current assets 

Intangible assets 

Intangible assets under construction 

Tangible fixed assets 

Total assets 

Total non-current assets 

B. Current assets 

Pre-financing 

Stocks 

Short-term receivables 

Deferred charges 

Cash and cash equivalents 

Total current assets 

Total assets 

Liabilities 

A. Capital 

Accumulated surplus 

Economic result of the year 

Total capital 

B. Non-current liabilities 

Long-term provisions 

C. Current liabilities 

Short-term provisions 

Accounts payable 

Pre-financing to be returned to the Commission  

Open pre-financing from grants 

Accrued charges 

Notes 

As of 31 Dec 2017 

As of 31 Dec 2016 

(All amounts in EUR) 

3.5.2 

3.5.2 

3.5.3 

3.5.4 

3.5.5 

3.5.6 

3.5.7 

3.5.8 

3.4 

3.4 

1.329.109,57 

0,00 

1.404.197,14 

2.733.306,71 

2.733.306,71 

80.731,08 

11.545,97 

647.455,22 

637.830,36 

11.673.720,58 

13.051.283,21 

15.784.589,92 

8.811.346,24 

(207.850,31) 

8.603.495,93 

1.172.352,90 

321.830,22 

1.727.382,97 

3.221.566,09 

3.221.566,09 

55.169,84 

18.589,45 

473.867,89 

530.742,40 

13.658.647,88 

14.737.017,46 

17.958.583,55 

9.808.341,75 

(996.995,51) 

8.811.346,24 

3.5.9 

0,00 

475.184,00 

3.5.10 

3.5.11 

3.5.12 

3.5.12 

3.5.13 

296.389,00 

680.841,00 

1.079.296,82 

327.607,43 

4.796.959,74 

7.181.093,99 

0,00 

1.171.420,26 

2.638.822,59 

208.029,32 

4.653.781,14 

8.672.053,31 

Total liabilities 

15.784.589,92 

17.958.583,55 

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Annual Report of the Director 2017 

3.2 Statement of financial performance 

Operating revenue 

Administrative expenses – total 

Staff related expenses 

Depreciation/amortisation/write-off 

Other administrative expenses 

Operational expenses – total 

Surplus from administrative and operating activities 

Financial revenues 

Financial expenses 

Currency exchange gains/(losses) 

Economic result for the year 

3.3 Cash flow statement 

Cash flows from ordinary activities 

Surplus/(deficit) from ordinary activities 

Operating activities 

Adjustments 

Amortisation (intangible fixed assets)  

Depreciation (tangible fixed assets)  

Increase/(decrease) in provisions for risks and liabilities 

Increase/(decrease) in value reduction for doubtful debts 

(Increase)/decrease in stock 

(Increase)/decrease in long-term pre-financing 

(Increase)/decrease in short-term pre-financing 

(Increase)/decrease in Short-term receivables 

(Increase)/decrease in receivables related to consolidated EU entities 

Increase/(decrease) in accounts payable 

Increase/(decrease) in liabilities related to consolidated EU entities 

Other non-cash movements 

Net cash flow from operating activities 

Cash flows from investing activities 

Increase of tangible and intangible fixed assets  

Net cash flow from investing activities 

Net increase/(decrease) in cash and cash equivalents 

Cash and cash equivalents at the beginning of the period 

Cash and cash equivalents at the end of the period 

3.5.14 

3.5.15 

3.5.15 

3.5.15 

3.5.15 

3.5.16 

3.5.17 

3.5.17 

3.5.18 

2017 

57.243.644,38 

(43.716.649,81) 

(27.407.791,23) 

(1.951.415,92) 

(14.357.442,66) 

(13.671.945,35) 

(144.950,78) 

0,00 

(12.035,31) 

(50.864,22) 

(207.850,31) 

All amounts in EUR 

2016 

56.078.018,63 

(43.597.018,79) 

(26.727.857,68) 

(2.368.453,26) 

(14.500.707,85) 

(13.633.212,38) 

(1.152.212,54) 

0,00 

(11.009,66) 

166.226,69 

(996.995,51) 

All amounts in EUR 

2017 

2016 

(207.850,31) 

(996.995,51) 

991.483,65 

958.515,27 

(178.795,00) 

0,00 

7.043,48 

0,00 

(25.561,24) 

(280.675,29) 

0,00 

(331.932,52) 

 (1.455.415,80) 

35.762,50 

(487.425,26) 

(1.497.502,04) 

(1.497.502,04) 

(1.984.927,30) 

13.658.647,88 

11.673.720,58 

1.277.970,82 

991.659,44 

(18.771,00) 

0,00 

1.549,29 

0,00 

12.300,16 

31.701,51 

0,00 

163.480,00 

 (2.783.678,72) 

98.823,00 

(1.221.961,01) 

(946.808,56) 

(946.808,56) 

(2.168.769,57) 

15.827.417,45 

13.658.647,88 

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3.4 Statement of changes in capital 

Capital 
(All amounts in EUR)  

Balance as of 1 January 2017  

Other revaluations 

Reclassifications 

Allocation of the economic result of previous year 

Economic result of the year 

Balance as of 31 December 2017 

Reserves 

Accumulated 
surplus/deficit  

Economic result of 
the year  

Total capital 

All amounts in EUR 

Fair value 
reserve 

Other 
reserves 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

9.808.341,75 

(996.995,51) 

8.811.346,24 

0,00 

0,00 

(996.995,51) 

0,00 

8.811.346,24 

0,00 

0,00 

996.995,51 

(207.850,31) 

(207.850,31) 

0,00 

0,00 

0,00 

(207.850,31) 

8.603.495,93 

3.5 Notes on financial statements 

3.5.1 Accounting principles, rules and methods 
The Annual Accounts of the Centre have been prepared according to Article 94 of the Financial Regulation, which 
stipulates that the rules adopted by the Accounting Officer of the European Commission based on internationally 
accepted accounting standards for public sector shall apply.  

The financial statements referred to in Article 92 shall present information, including information on accounting 
policies, in a manner that ensures it is relevant, reliable, comparable and understandable. 

Reporting currency 
The Centre’s reporting currency is the euro. 

Transactions and balances 
Foreign currency transactions are converted into euros using the exchange rates prevailing on the date of the 
transactions.  

Year-end balances of monetary assets and liabilities denominated in foreign currencies are converted into euros on 
the basis of the exchange rates that apply on 31 December. 

Foreign exchange gains and losses, resulting from the settlement of foreign currency transactions and from the 
translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies, are 
recognised in the statement of financial performance. 

Payroll charges 
All salary calculations giving the total staff expenses included in the statement of financial performance of the 
Agency are externalised to the Office for administration and payment of individual entitlements (also known as the 
Paymaster's Office-PMO), which is a central office of the European Commission. 

The PMO's mission is to manage the financial rights of permanent, temporary and contractual staff working at the 
Commission, to calculate and to pay their salaries and other financial entitlements. The PMO provides these 
services to other EU institutions and Agencies as well. The PMO is also responsible for managing the health 
insurance fund of the Institutions, together with processing and paying the claims of reimbursement from staff 
members. The PMO also manages the pension fund and pays the pensions of retired staff members. PMO is being 
audited by the European Court of Auditors. 

The Agency is only responsible for the communication to the PMO of reliable information allowing the calculation of 
the staff costs. It is also responsible to check that this information has been correctly handled in the monthly 
payroll report used for accounting payroll costs. It is not responsible for the calculation of the payroll costs 
performed by PMO. 

Intangible fixed assets and internally developed intangible fixed assets 
Intangible fixed assets are valued at their acquisition price, converted into euros at the rate applying when they 
were purchased, less depreciation and impairment. The exception are assets acquired free of charge that are 
valued at their market value. See amortisation rates below. 

The Accounting Officer of the European Commission had granted a temporary exception with respect to the 
introduction of rules based on the International Public Sector Accounting Standards (IPSAS). One of these 
exceptions related to Accounting Rule no. 6 and the non-capitalisation of internally developed intangible assets, 
normally software. From 2010 onwards, this exception has been lifted and, as a consequence, the annual accounts 
have to reflect the capitalisation of internally developed intangible fixed assets in accordance with the rules laid 
down. From an accounting perspective, there are only three phases to an IT project: a research phase, a 
development phase and an operational phase. Under the accounting rule, only the development phase can be 
capitalised and recorded as ‘assets under construction’. Once a project goes live, the resulting asset (the 
development cost) will be amortised over its useful life, which means the costs will be spread over several years.  

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The depreciation rates should range between three and eight years. The depreciation follows the same principle as 
applied to the Centre’s fixed assets, i.e. if a project goes live in a particular month then the depreciation is applied 
from that same month. 

The amount of research expenses incurred on IT projects and development costs not capitalised are disclosed in 
these annual accounts 2017, as well as the yearly amortisation of capitalised intangible assets. In addition to the 
criteria, which an intangible asset should meet, a threshold had to be set for the capitalisation of the total 
estimated development cost of an IT project. The threshold at ECDC was set at EUR 150 000. 

The application of accounting rule no. 6 in the annual accounts of 2017, increases the transparency regarding the 
Centre’s internally developed intangible fixed assets, in particular its internally developed IT projects (for example 
EWRS, GIS, EPIS, VECTORNET, E3, TESSy, CRM, DMS, Eurosurveillance 2.0 and others). 

The internally developed ICT projects, called Webportal 2.0 and Eurosurveillance 2.0, which were previously 
booked as an asset under construction, went live in June 2016 and September 2017. Therefore, the development 
costs, which reached the threshold of EUR 150 000 for each project, have been capitalised and are being 
depreciated accordingly. 

As a consequence, in 2017, Eurosurveillance 1.3 has been impaired, as it was replaced by Eurosurveillance 2.0 and 
no longer has a service potential. 

Tangible fixed assets 
Tangible fixed assets are stated at historical cost. Historical cost includes expenditure that is directly attributable to 
the acquisition of the items. Subsequent costs are included in the asset’s carrying amount or recognised as a 
separate asset, as appropriate, only when it is probable, that future economic benefits associated with the item, 
will flow to the Centre and the cost of the item can be measured reliably. All other repairs and maintenance are 
charged to the statement of financial performance during the financial period in which they are incurred. 

Depreciation is calculated using the straight-line method to allocate depreciation cost to the assets’ residual values 
over their estimated useful lives, as follows: 

Type of asset 

Depreciation rate 

Intangible assets 

Plants, machinery and equipment 

Furniture and vehicles 

Fixtures and fittings 

Computer hardware 

25% 

10% to 25% 

10% to 25% 

10% to 33% 

25% 

A fixed asset’s depreciation commences in the month in which the asset is delivered. 

An asset’s residual value and useful lives are reviewed, and adjusted if appropriate, on a regular basis. An asset’s 
carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater 
than its estimated recoverable amount. Gains and losses on disposals are determined by comparing proceeds with 
carrying amount. These are included in the statement of financial performance. 

In addition, improvements to the building are capitalised and depreciated over the lease period, which runs until 
31 May 2018. 

Impairment of assets 
Assets that have an indefinite useful life are not subject to amortisation and are tested regularly for impairment. 
Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances 
indicate that the carrying amount may not be recoverable. An impairment loss is recognised as the amount, by 
which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an 
asset’s fair value less costs to sell and value in use.  

Inventories 
The inventories shown in the accounts reflect the stock of publications of the Centre at year end. These inventories 
are assets held for distribution in the ordinary course of its operations. The Centre’s inventories are goods 
purchased for distribution to other parties free of charge. These parties are mainly our stakeholders: Management 
Board, Advisory Forum, Member States, and Competent Bodies, etc. These publications are also distributed at 
conferences and events. 

As the Centre controls the rights to create and issue various assets, these publications are recognised as 
inventories and reported at their printing costs. The cost of these inventories is assigned by using the first-in, first-
out method (FIFO). Publications which are, at year end, older then N-1, are written down as they no longer hold a 
service potential expected to be realised from their distribution.   

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Receivables 
Receivables are carried at original amount less write-down for impairment. A write-down for impairment of 
receivables is established, when there is objective evidence that the Centre will not be able to collect all amounts 
due according to the original terms of receivables. The amount of write-down is the difference between the asset’s 
carrying amount and the recoverable amount, being the present value of the expected future cash flows. 

Cash and cash equivalents 
Cash and cash equivalents include the Centre’s bank accounts. 

Use of estimates 
In accordance with generally accepted accounting principles, the financial statements necessarily include amounts 
based on estimates and assumptions by management. Significant estimates include, but are not limited to, accrued 
income and charges, contingent assets and liabilities, and degree of impairment of fixed assets. Actual results 
could differ from those estimates. Changes in estimates are reflected in the period in which they become known. 

Provisions 
Provisions are recognised when ECDC has a present legal or constructive obligation towards third parties as a 
result of past events; it is more likely than not that an outflow of resources will be required to settle the obligation, 
and the amount can be reliably estimated. The amount of the provision is the best estimate of the expenditures 
expected to be required to settle the present obligation at the reporting date.  

3.5.2 Intangible assets 

Internally generated 
computer software 

Other computer 
software 

Total computer 
software 

All amounts in EUR 

Other 
intangible 
assets 

Intangible fixed 
assets under 
construction 

Total 

4.120.730,77 

2.112.730,53 

6.233.461,30 

00,0 

321.830,22 

6.555.291,52 

661.554,24 

164.855,86 

826.410,10 

0,00 

826.410,10 

Gross carrying amounts 
1  Jan  2017 

Additions 

Disposals 

Transfer between headings 

321.830,22 

321.830,22 

(321.830,22) 

0,00 

Other changes 

Gross carrying amounts  
31 Dec 2017 

Accumulated 
amortisation and 
impairment 1 Jan 2017 

Amortisation 

Impairment 

Disposals 

Accumulated 
amortisation  
31 Dec 2017 

Net carrying amounts  
31 Dec 2017 

5.104.115,23 

2.277.586,39 

7.381.701,62  

0,00 

0,00 

7.381.701,62 

(3.197.721,43) 

(1.863.386,97) 

(5.061.108,40) 

(719.202,76) 

(165.971,47) 

(106.309,42) 

(825.512,18) 

(165.971,47) 

(5.061.108,40) 

(825.512,18) 

(165.971,47) 

(4.082.895,66) 

(1.969.696,39) 

(6.052.592,05) 

(6.052.592,05) 

1.021.219,57 

307.890,00 

1.329.109,57 

0,00 

0,00 

1.329.109,57 

Not capitalised cost 

Cost of the year 2017 

Research cost 

743.507,72 

Not capitalised development cost  

183.745,75 

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3.5.3 Fixed assets 

Buildings 

Plants and 
equipment 

Computer 
hardware 

Furniture and 
vehicles 

Other fixtures 
and fittings 

Total 

All amounts in EUR 

Gross carrying amounts 1 Jan 2017 

2.261.231,62 

17.128,00 

4.392.657,12 

887.443,79 

1.188.219,75 

8.746.680,28 

Additions 

Disposals 

Transfer between headings 

Other changes  

636,79 

612.717,04 

56.407,86 

 1.330,25 

671.091,94 

 (235.639,28) 

 (34.593.58) 

(39.504,40) 

(309.737,26) 

-528.921,00 

-528.921,00 

Gross carrying amounts 31 Dec 2017 

1.732.310,62 

17.764,79 

4.769.734,88 

909.258,07 

1.150.045,60 

8.579.113,96 

Accumulated depreciation 1 Jan 2017 

(1.827.062,65) 

(17.128,00) 

(3.537.897,12) 

(745.204,79) 

(892.004,75) 

(7.019.297,31) 

Depreciation 

Write-back of depreciation 

Disposals 

Impairment 

Write-back of impairment 

Transfer between headings 

Other changes 

(305.830,33) 

(79,79) 

(464.634,04) 

(52.092,86) 

(135.878,25) 

(958.515,27) 

234.748,28 

34.460,58 

39.111,40 

308.320,26 

494.575,50 

494.575,50 

Accumulated depreciation 31 Dec 2017 

(1.638.317,48) 

(17.207,79) 

(3.767.782,88) 

(762.837,07) 

(988.771,60) 

(7.174.916,82) 

Net carrying amounts 31 Dec 2017 

93.993,14 

557,00 

1.001.952,00 

146.421,00 

161.274,00 

1.404.197,14 

3.5.4 Pre-financing 
The Centre has signed grant agreements with several health institutions and universities in EU Member States in 
relation to its activities. Pre-financing payments in relation to those grants are reported as receivables and cleared 
after the agreed deliverables and corresponding costs statements are submitted by the beneficiaries to ECDC. The 
total amounts of pre-financing paid (but not cleared), accrued and remaining open as of 31 Dec 2017 are reported 
below: 

Non cleared pre-financing at 31 Dec 2017 

Accrued charges on pre-financing 

Open pre-financing at 31 Dec 2017 

3.5.5 Stock 

All amounts in EUR 

1.794.296,39 

(1.713.565,31) 

80.731,08 

All amounts in EUR 

ECDC publications 

Other 

Total 

1 Jan 2017 

Additions 

Disposals 

Write down at year 
end 

18.589,45 

0,00 

18.589,45 

10.879,76 

0,00 

10.879,76 

(17.923,24) 

0,00 

(17.923,24) 

0,00 

0,00 

0,00 

31 Dec 2017 

11.545,97 

0,00 

11.545,97 

The additions reflect the amount of publications purchased at printing cost in 2017. The amount disposed shows 
the amount of publications distributed free of charge in 2017. The amount written down equals the value of 
publications in stock that are older than N-1 because they no longer hold a service potential that can be expected 
to be realised from their distribution. 

3.5.6 Short-term receivables  
Short-term receivables relate to the following:  

VAT receivable from Member States  

Receivable from other EU institutions and public bodies 

Receivable regarding staff 

Other 

Total 

31 Dec 2017 

559.146,20 

26.891,57 

17.964,83 

43.452,62 

647.455,22 

All amounts in EUR 
31 Dec 2016 

408.560,03 

17.772,31 

26.348,71 

21.186,84 

473.867,89 

Short-term receivables are mainly VAT receivable from the Swedish authorities. According to a memorandum of 
understanding signed between the government of Sweden and the Centre, the latter has to file an application of 
reimbursement of VAT paid on purchases greater than SEK 1 500 (approx. EUR 152 at EU year-end rate 2017). 
The VAT receivable appearing in the accounts relates to invoices paid in the last quarter of 2017. Previous claims 
regarding 2017 were already paid back in full.  

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The receivable regarding staff includes amounts to be received through deduction from the salary but also 
advances given to staff regarding missions. 

An amount of EUR 43 452.62 is included under ‘Other’ and reflects the amount due to ECDC following several court 
rulings, recoveries from health institutes under the EPIET training programme, recovery of expenses from 
suppliers, and recovery of expenses related to an IMI grant. 

3.5.7 Deferred charges and accrued income 
Deferred charges relate mainly to warranties and maintenance costs in relation to ICT equipment that are paid in 
advance upon reception of goods but are valid for a period longer than 12 months (usually 3 years). The amount, 
not related to 2017, is reported here. 

3.5.8 Cash in bank 
The Centre keeps its accounts at SEB bank in euros and in SEK.  

The balances as of 31 December 2017 are as follows: 

Account number 59368289476 (EUR)  

Account number 59308246266 (EUR) 

Account number 54238209257 (EUR) 

Account number 54238218396 (EUR) 

Account number 52011096375 (SEK)  

Account number 52011170974 (SEK) 

Account number 52031003712 (SEK) 

Account number 52031009052 (SEK) 

Total 

31 Dec 2017 

11.051.661,66 

324.307,88 

100.235,14 

0,00 

197.515,90 

0,00 

0,00 

0,00 

All amounts in EUR 
31 Dec 2016 

13.089.024,22 

148.603,88 

96.686,96 

71.324,02 

238.963,25 

9.481,59 

959,04 

3.604,92 

11.673.720,58 

13.658.647,88 

The Centre mainly uses the account no. 52011096375 to execute its local transactions in SEK while the euro 
account no 59368289476 is used for cross-border payments and the reception of the EU subsidy. All other 
accounts stated above are used to receive funds and execute payments related to the grants and other contracts 
implemented by ECDC and received from the European Commission and Joint Undertaking IMI. 

No cash has been handled by the Centre in 2017. 

3.5.9 Long-term provisions 
There are no long-term provisions booked in the 2017 annual accounts. 

3.5.10 Short-term provisions 
In accordance with the lease contract with the landlord, the Centre has the obligation to restore the building in its 
original state at the end of the lease on 31 May 2018.  

On 30 May 2018, ECDC signed with its former landlord an agreement regarding the dilapidation costs to be paid in 
order to fulfil this obligation. Therefore, a short-term provision has been booked to reflect this amount. 

Another short-term provision has been booked to reflect the 2 months of rent which ECDC is paying following the 
removal to its new premises at the end of March 2018. 

3.5.11 Accounts payable 
The breakdown of accounts payable at the end of the year is as follows: 

Vendors  

Other payables to the Commission 

Payables to other EU agencies 

Other payables to Member States 

Sundry payables 

Total 

3.5.12 Pre-financing  

31 Dec 2017 

538.299,23 

19.123,24 

799,37 

21.996,66 

100.622,50 

680.841,00 

All amounts in EUR 

31 Dec 2016 

926.448,61 

2.580,11 

32.810,64 

116.041,50 

93.539,40 

1.171.420,26 

Pre-financing to be returned to the EC 
In general, the amount represents the positive outturn of the budgetary accounts, which, according to the 
Financial Regulation, has to be paid back to the European Commission. 

In 2017, ECDC has a positive budget outturn (see also 5.1). As a result, EUR 1 079 296.82 has to be paid back to 
the European Commission in 2018. There are two main sources, from a budgetary perspective, for the return of 

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funds: EUR 954 000 has to be returned regarding carried forward funds from 2016, and EUR 125 000 regarding 
the Centre’s 2017 budget. 

Open pre-financing 
An amount of EUR 328 000 of pre-financing, received from the European Commission by ECDC, remains open at 
year end and will cover expenditure related to the further implementation of two grant agreements for actions with 
the candidate and potential candidate countries (IPA). 

3.5.13. Accrued expenses and deferred income 
Accrued expenses are estimates provided by the authorising officers on the cost of services and deliveries of goods 
incurred during 2017 but not yet invoiced or processed. In addition, the cost of the untaken leave of staff during 
2017 is reported here. 

Untaken annual leave  

Accrued charges  

Total 

31 Dec 2017 

450.331,37 

4.346.628,37 

All amounts in EUR 
31 Dec 2016 

405.475,53 

4.248.305,61 

4.796.959,74 

4.653.781,14 

3.5.14. Operating revenue 
The Centre is almost exclusively financed by the EU budget, together with the EFTA Member States which 
contribute to its 2017 budget with 2.47%. In 2017, the Centre booked EUR 56 895 478.03 as revenue from the 
EUR 58 042 653 cashed from the European Commission. 

In addition, the Centre has booked as revenue an amount of EUR 147 000, which is the result of the year-end cut-
off made on two grants grant agreements received from the European Commission for actions with the candidate 
and potential candidate countries (IPA), which ECDC implemented throughout 2017. Here, the posting versus open 
pre-financing is equal to the expenditures made under the grants during 2017. 

The sale of rolling stock for EUR 12 000 is also part of the 2017 revenue. 

An amount of EUR 120 000 was booked as miscellaneous income. This income consists of recovery of taxes, 
recovery of costs from staff regarding the current and previous years, the cut-off on the IMI grant (which is not 
consolidated with EC), the reversal of 2016 cut-off postings, and the recovery of pre-financing given by ECDC for 
the ECDC fellowship programme (EPIET /EUPHEM) through grant implementation. 

Below is the breakdown of the revenue for the year: 

Community subsidy (including EEA contribution) 

Revenue from grant implementation  

Sales revenue 

Other revenue  

Total 

All amounts in EUR 

2017 

2016 

56.963.356,18 

55.608.827,41 

146.997,57 

12.551,64 

120.738,99 

368.462,56 

0,00 

100.728,66 

57.243.644,38 

56.078.018,63 

3.5.15. Administrative expenses 
Administrative expenses relate mainly to costs incurred by the daily operations of the Centre and include staff-
related costs. The breakdown of the main areas is provided below: 

Staff-related expenses 

Training cost – staff 

Costs related to seconded national experts and trainees 

Mission expenses 

Management board, advisory forum and administrative meetings 

Rent and building costs 

Depreciation/amortisation/write-off 

Recruitment-related costs 

IT costs research 

IT costs development 

IT costs operational 

Expenses with other consolidated entities 

All amounts in EUR 

2017 

2016 

26.993.109,61 

26.410.562,29 

414.681,62 

338.085,20 

556.902,01 

242.180,39 

317.295,39 

292.095,92 

615.144,17 

163.827,17 

4.863.624,80 

4.473.753,44 

1.951.415,92 

2.368.453,26 

121.081,08 

743.507,72 

183.745,75 

22.104,64 

969.061,85 

57.605,00 

4.264.882,18 

4.600.759,79 

884.386,24 

906.766.11 

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Other 

Administrative expenses – total 

2017 

2016 

2.159.047,29 

2.399.589,76 

43.716.649,81 

43.597.018,79 

3.5.16. Operational expenses 
Operational expenses relate to the activities of the Operational Units and the Director’s cabinet and also include the 
developments in the area of information and communication technology in relation to the operations.  

Operational expenses – total 

All amounts in EUR 

2017 

2016 

13.671.945,35 

13.633.212,38 

3.5.17. Finance income/expense  
This heading covers the expenses relating to bank fees and interest on late payment of charges. 

In 2017, the Centre has earned no interest income on the EU subsidy received. 

3.5.18. Exchange rate gains/losses  
The seat of the Centre is outside the euro area. As a result, a substantial part of the Centre’s activities are carried 
out in Swedish crowns while the Centre’s income, as well as its reporting currency, is euro. The exchange rate 
differences encountered in 2017 consist of the revaluation of the Swedish crown in relation to EUR at year end, 
together with the adjustment of the weighting factor applied to the remuneration of staff employed in Sweden and 
differences related to the payments made in Swedish crowns, as the exchange rate used in our financial system 
differs from the daily rate used by the bank when the payments were actually made. These three components 
resulted in exchange rate loss of EUR 50 000 (versus gains of EUR 166 000 in 2016). 

3.5.19. Contingent assets and liabilities 
As of 31 December 2017, the Centre had agreements with several contractors and suppliers for the amount of EUR 
6 135 000. These agreements relate mainly to operational projects and are covered by budgetary commitments 
against the 2017 appropriations. 

3.5.20. Operational leases 
The Centre has a lease agreement with Akademiska Hus AB in order to cover its housing needs. The Centre’s lease 
agreement runs till 31 May 2018, and the rental costs for the remaining period amount to EUR 705 417. 

In July 2016, ECDC signed a new lease agreement regarding new premises for the Centre, starting 28 Feb 2018. 
The duration of the new lease agreement is 15 years. 

The payment schedule for the following years is presented below: 

Printers/copiers 

Current building 

New building 

Charges paid 
during the year 

332,17 

1.758.041,41 

<1yr 

0,00 

705.417,00 

607.461,00 

Charges still to be paid  

1–5 years 

>5 years 

0,00 

0,00 

All amounts in EUR 

Total charges to 
be paid 

0,00 

705.417,00 

13.215.311,00 

24.833.105,00 

38.655.877,00 

Total 

1.758.373,58 

1.312.878,00 

13.215.311,00 

24.833.105,00 

39.361.294,00 

3.5.21. Financial instruments 
Financial instruments comprise cash, current receivables and recoverables, current payables, amounts due to and 
from consolidated entities including accruals and deferrals. 

Disclosure requirements 
Financial instruments give rise to liquidity, credit, interest rate and foreign currency risks. Information on how 
those risks are managed is set out below. 

Liquidity risk 
Liquidity risk is the risk that arises from the difficulty of selling an asset; for example, the risk that a given security 
or asset cannot be traded quickly enough in the market to prevent a loss or meet an obligation. Liquidity risk arises 
from the ongoing financial obligations, including settlement of payables.  

The Centre manages its liquidity risk by continually monitoring its actuals cash positions and by launching its 
funding requests based on forecasts of its expected outflows. 

The table below provides details on the contractual maturity of financial and other liabilities.  

Liquidity risk on these items is not managed on the basis of contractual maturity because they are not held for 
settlement according to such maturity and will be settled before contractual maturity at fair value. 

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Remaining contractual maturities  

<1 year 

 1–5 years 

>5 years  

Total  

As of 31 December 2017 

Payables with third parties 

Payable with consolidated entities 

Total financial liabilities 

As of 31 December 2016 

Payables with third parties 

Payable with consolidated entities 

Total financial liabilities 

157.591,92 

1.426.027,49 

1.583.619,41 

152.210,41 

2.849.432,02 

3.001.642,43 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

157.591,92 

1.426.027,49 

1.583.619,41 

152.210,41 

2.849.432,02 

3.001.642,43 

The following measures are in place to manage liquidity risk: 

 
 

 

Bank accounts opened in the name of ECDC may not be overdrawn.  
The treasury and payment operations are highly automated and rely on modern information systems. 
Specific procedures are applied to guarantee system security and to ensure segregation of duties in line 
with the Financial Regulation, the internal control standards, and audit principles.  
EU budget principles ensure that overall cash resources for a given year are always sufficient for the 
execution of all payments. 

Credit risk 
Credit risk is the risk of loss due to a debtor’s/borrower’s non-payment of a loan or other line of credit (either the 
principal or interest or both) or other failure to meet a contractual obligation. The default events include a delay in 
repayments, restructuring of borrower repayments and bankruptcy. Treasury resources are kept with commercial 
banks. The EU contribution is requested four times a year based on cash forecasts. Minimum cash levels, 
proportional to the average amount of quarterly payments executed from it, are kept on each account. 

The maximum exposure to credit risk is: 

Credit quality disclosures  

Counterparties with external credit rating 

Prime and higher rate 

Upper medium grade  

Lower medium grade 

Non-investment grade 

Counterparties without external credit rating 

European Commission and consolidated entities  

Other debtors who did not default 

31 Dec 2017 

12.232.866,78 

12.232.866,78 

0,00 

0,00 

0,00 

726.139,38 

3.262,06 

722.877,32 

31 Dec 2016 

14.067.207,91 

14.067.207,91 

0,00 

0,00 

0,00 

596.050,26 

1.371,88 

594.678,38 

Total  

12.959.006,16 

14.663.258,17 

 

 

The maximum exposure to credit risk for amounts due from consolidated entities and other receivables is 
equal to the carrying amount. 
The current (customer) receivables/open recoveries disclosed above are non-impaired as they are either not 
past due or there are reasons to believe that the full recoverability of the debt is not doubtful. 

Interest rate risk 
As the Centre is not allowed to borrow any money, the interest rate risk could arise only in relation with the cash 
held at bank, and therefore there is limited interest rate risk.  

The Centre could, however, earn interest on balances it holds in its bank accounts. 

It is recognised that interest rates fluctuate, and ECDC accepts the risk and does not consider it to be material. 

Foreign currency risk 
Currency risk is the risk that the EU's operations or its investments' value will be affected by changes in exchange 
rates. This risk arises from the change in price of one currency against another. 

The Centre is exposed to exchange rate fluctuations since it undertakes certain transactions in foreign currencies 
and has some of its bank accounts in Swedish crowns (SEK). 

The Centre’s revenue is primarily in EUR while some expenditure is made in local currency. 

The largest expenditure made in Swedish crowns are the salaries of the staff. According to the Staff Regulations, 
up until 2014 the remuneration had to be paid in the currency of the country where the staff member performs his 
or her duties. Since 2014, the remuneration can also be paid in EUR. In the Centre, all but a few staff members 
were paid in Swedish crowns (equivalent of EUR 26.1 million) in 2017. In addition, the following costs are paid in 
Swedish crowns: the rent, telecommunication services, mission reimbursements to staff, and office supplies. 

95 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

It is recognised that exchange rates fluctuate and the Centre has to accept this risk, although this puts constraint 
on the budget, which is not adapted accordingly. 

The following table is a summary of the Centre's net foreign currency-denominated monetary assets (cash, debts) 
at year end: 

31 December 2017 

Monetary assets 

Receivables with Member States 

SEK– 
EUR 
equivalent 

EUR 

Total EUR 

790.720,72 

12.168.285,44 

12.959.006,16 

559.146,20 

0,00 

559.146,20 

722.877,32 

3.262,06 

All receivables with third parties (including accruals and deferrals) 

34.058,62 

688.818,70 

Receivables with consolidated entities 

0,00 

3.262,06 

Cash and cash equivalents 

Monetary liabilities 

Payables with third parties 

Payables with consolidated entities 

Net position 

197.515,90 

11.476.204,68 

11.673.720,58 

0,00 

0,00 

0,00 

1.583.619,41 

1.583.619,41 

157.591,92 

157.591,92 

1.426.027,49 

1.426.027,49 

790.720,72 

10.584.666,03 

11.375.386,75 

Interest rate sensitivity analysis 
Considering the limited impact that ECDC could experience from interest rate risk, an interest rate sensitivity 
analysis is not relevant. 

3.5.22. Related party disclosures 
The Centre is managed by the Senior Management Team (SMT) consisting of the Director (Authorising Officer) and 
the heads of Unit (Authorising Officers by Delegation).  

On 16 June 2017, a new Director took up her position at ECDC. All members of the SMT are temporary agents of 
the European Communities in the following grades at 31 Dec 2017. 

Grade 

AD14 

AD12 

AD11 

AD10 

Total 

Number of staff in the grade 

1 

3 

1 

1 

6 

Their remuneration, allowances and other entitlements are covered by the Conditions of Employment of Other 
Servants of the European Communities. 

3.5.23. Pension obligations 
ECDC staff are members of the European Communities Pension Scheme, which is a defined benefit pension plan.  

A defined benefit plan is a pension plan that generally defines an amount of pension benefit that an employee will 
receive on retirement, usually dependent on one or more factors such as age and years of service.  

Starting in July 2017, the contribution of staff to the pension scheme amounts to 10.01% of their basic salary.  

The cost undertaken by the European Commission is not presented in ECDC’s accounts. 

Future benefits payable to ECDC staff under the EU Pension Scheme are accounted for in the accounts of the 
European Commission, and no such provisions are entered in the Centre’s accounts. 

4. Budgetary statements 

4.1 Budget outturn account 

The budgetary outturn account was prepared in accordance with the requirements of Commission Regulation 
(Article 143, Regulation (EU, Euratom) No 966/2012: Rules governing the annual account. 

Revenue 

EU subsidy 

Grant funds from Commission 

Other revenue 

Total revenue (a) 

96 

2017 

All amounts in EUR 
2016 

58.042.653,00 

58.247.650,00 

0,00 

0,00 

510.127,27 

191.501,60 

58.552.780,27 

58.439.151,60 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Expenditure 

Title I: Staff 

Payments 

Appropriations carried over 

Title II: Administrative Expenses 

Payments 

Appropriations carried over 

Title III: Operating Expenditure  

Payments 

Appropriations carried over 

Total expenditure (b) 

OUTTURN FOR THE FINANCIAL YEAR (a-b) 

Cancellation of unused payment appropriations carried over from previous year 

Adjustment for carry-over from the previous year of appropriations available  
at 31 Dec 2016 arising from assigned revenue 

Exchange differences for the year (gain+/loss-) 

BALANCE OF THE OUTTURN ACCOUNT FOR THE FINANCIAL YEAR 

Balance 2016 

Positive balance from 2016 reimbursed in year 2017 to the Commission 

Result used for determining amounts in general accounting 

EU subsidy (2017 Revenue) 

Pre-financing remaining open to be reimbursed to EU in 2018 

2017 

2016 

30.450.429,70 

29.461.772,34 

552.689,93 

1.297.778,34 

5.412.064,18 

5.179.794,97 

3.564.739,22 

1.772.180,83 

11.929.586,71 

11.950.188,46 

6.869.051,47 

8.258.413,20 

58.778.561,21 

57.920.128,14 

-225.780,94 

519.023,46 

953.754,87 

1.231.031,11 

402.187,11 

721.888,37 

(50.864,22) 

166.879,65 

1.079.296,82 

2.638.822,59 

2.638.822,59 

5.079.603,75 

-2.638.822,59 

-5.079.603,75 

1.079.296,82 

2.638.822,59 

56.963.356,18 

1.079.296,82 

4.2 Reconciliation between the budget outturn account and the 
statement of financial performance 

Statement of financial performance 2017 

Adjustment for accrual items (items not in the budgetary result but included in the 
economic result)  

All amounts in EUR 

(207.850,31) 

Adjustments for accrual cut-off (reversal 31 Dec 2016) 

Adjustments for accrual cut-off (cut-off 31 Dec 2017) 

Unpaid invoices at year end but booked in charges 

Depreciation of intangible and tangible fixed assets  

Provisions 

Recovery orders issued in 2017 in class 7 and not yet cashed 

Pre-financing given in previous year and cleared in the year 

Pre-financing received in previous year and cleared in the year  

Payments made from carry-forward of payment appropriations 

Other (reversal of deferred charges, stock decrease) 

Adjustment for budgetary items (item included in the budgetary result but not in the 
economic result) 

Asset acquisitions (less unpaid amounts) 

New pre-financing paid in the year 2017 and remaining open as of 31 Dec 2017 

New pre-financing received in the year 2017 and remaining open as of 31 Dec 2017 

Budgetary recovery orders issued before 2017 and cashed in the year 

Budgetary recovery orders issued in 2017 on balance sheet accounts (not 7 or 6 accounts) and 
cashed 

Payment appropriations carried over to 2017 

Cancellation of unused carried over payment appropriations from previous year 

Adjustment for carry-over from the previous year of appropriations available at 31 Dec arising from 
assigned revenue 

Other (deferred charges paid in 2017) 

Budget Outturn Account 2017 

(5.359.614,38) 

5.298.258,24 

0,00 

1.951.415,92 

(198.186,50) 

(33.495,31) 

40.227,28 

(143.336,84) 

9.972.430,39 

529.198,61 

(1.805.501,20) 

(80.731,28) 

1.386.692,01 

1.360,04 

6.353,44 

(10.986.480,62) 

953.754,87 

402.187,11 

(647.384,65) 

1.079.296,82 

97 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

5. Budget execution 

Budget execution/fund source C1 – current year appropriations 

Budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
commit-
ted  

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount  

% 
paid 

A-1100 

Basic salaries 

11,881,702.56  11,881,688.30  100.00%  11,881,702.56  11,881,688.30 

100.00% 

RAL 

Cancelled 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

0.00 

14.26 

0.00 

0.00 

14.26 

0.00 

0.00 

0.00 

120.28 

1,747,178.74 

1,747,178.74  100.00%  1,747,178.74  1,747,178.74 

100.00% 

1,737,490.79 

1,737,490.79  100.00%  1,737,490.79  1,737,490.79 

100.00% 

15,366,372.09  15,366,357.83  100.00%  15,366,372.09  15,366,357.83 

100.00% 

3,889,719.80 

3,889,719.80  100.00%  3,889,719.80  3,889,719.80 

100.00% 

1,203,408.11 

1,203,408.11  100.00%  1,203,408.11  1,203,408.11 

100.00% 

5,093,127.91 

5,093,127.91  100.00%  5,093,127.91  5,093,127.91 

100.00% 

2,500.00 

2,379.72 

95.19% 

2,500.00 

2,379.72 

95.19% 

A-1101 

A-1102 

A-1111 

A-1112 

A-1140 

A-1141 

Family 
Allowances 

Expatriation 
Allowances 

Total Article 
110 

Contract Agents 
– Basic Salaries 

Contract Agents 
– Allowances 

Total Article 
111 

Birth and Death 
grants 

Travel expenses 
from place of 
employment to 
place of origin 

524,000.00 

522,951.81 

99.80% 

524,000.00 

522,951.81 

99.80% 

0.00 

1,048.19 

A-1142 

Overtime 

86,000.00 

85,502.71 

99.42% 

86,000.00 

85,502.71 

99.42% 

0.00 

497.29 

A-1149 

A-1170 

Learning and 
Development 

Total Article 
114 

Freelance and 
joint interpreting 
and conference 
service 
interpreters  

374,200.00 

363,811.08 

97.22% 

374,200.00 

221,033.41 

59.07% 

142,777.67 

10,388.92 

986,700.00 

974,645.32 

98.78% 

986,700.00 

831,867.65 

84.31% 

142,777.67 

12,054.68 

53,940.00 

53,940.00 

100.00% 

53,940.00 

35,340.00 

65.52% 

18,600.00 

0.00 

A-1173 

Translations 

138,560.00 

130,329.73 

94.06% 

138,560.00 

108,108.73 

78.02% 

22,221.00 

8,230.27 

A-1174 

Payment for 
administrative 
assistance from 
the Community 
institutions 

175,000.00 

175,000.00 

100.00%  175,000.00 

165,001.68 

94.29% 

9,998.32 

0.00 

A-1175 

Interim services 

1,813,000.00 

1,811,567.23 

99.92%  1,813,000.00  1,670,411.57 

92.14% 

141,155.66 

1,432.77 

A-1176 

A-1180 

Relocation 
Services 

Total Article 
117 

Miscellaneous 
expenditure on 
recruitment 

13,000.00 

11,235.00 

86.42% 

13,000.00 

5,985.00 

46.04% 

5,250.00 

1,765.00 

2,193,500.00 

2,182,071.96 

99.48%  2,193,500.00  1,984,846.98 

90.49% 

197,224.98 

11,428.04 

130,000.00 

126,487.36 

97.30% 

130,000.00 

96,199.52 

74.00% 

30,287.84 

3,512.64 

A-1181 

Travel expenses  

10,400.00 

10,275.85 

98.81% 

10,400.00 

10,275.85 

98.81% 

0.00 

124.22 

156,200.00 

156,150.02 

99.97% 

156,200.00 

156,150.02 

99.97% 

0.00 

49.98 

90,500.00 

89,506.78 

98.90% 

90,500.00 

54,971.83 

60.74% 

34,534.95 

993.22 

62,061.97 

62,061.97 

100.00% 

62,061.97 

62,061.97 

100.00% 

0.00 

0.00 

449,161.97 

444,481.98 

98.96% 

449,161.97 

379,659.19 

84.53% 

64,822.79 

4,679.99 

5,071,829.21 

5,071,829.21  100.00%  5,071,829.21  5,071,829.21 

100.00% 

0.00 

0.00 

A-1182 

A-1183 

A-1184 

A-1190 

Installation, 
resettlement and 
transfer 
allowances 

Removal 
Expenses 

Temporary daily 
subsistence 
allowance 

Total Article 
118 

Weightings 
applied to 
remunerations 

98 

 
 
 
 
 
 
 
 
 
   
   
   
   
   
ECDC CORPORATE 

Annual Report of the Director 2017 

Budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
commit-
ted  

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount  

% 
paid 

RAL 

Cancelled 

A-1300 

Total Article 
119 

Total Chapter 
11 

Mission 
expenses, travel 
expenses and 
incidental 
expenditure 

Total Article 
130 

Total Chapter 
13 

5,071,829.21 

5,071,829.21  100.00%  5,071,829.21  5,071,829.21 

100.00% 

0.00 

0.00 

29,160,691.18  29,132,514.21  99.90%  29,160,691.18  28,727,688.77 

98.52% 

404,825.44 

28,176.97 

585,400.00 

585,369.25 

99.99% 

585,400.00 

455,452.02 

77.80% 

129,917.23 

30.75 

585,400.00 

585,369.25 

99.99% 

585,400.00 

455,452.02 

77.80% 

129,917.23 

30.75 

585,400.00 

585,369.25 

99.99% 

585,400.00 

455,452.02 

77.80% 

129,917.23 

30.75 

A-1410 

Medical Service 

92,500.00 

90,189.71 

97.50% 

92,500.00 

77,569.48 

83.86% 

12,620.23 

2,310.29 

Total Article 
141 

Total Chapter 
14 

92,500.00 

90,189.71 

97.50% 

92,500.00 

77,569.48 

83.86% 

12,620.23 

2,310.29 

92,500.00 

90,189.71 

97.50% 

92,500.00 

77,569.48 

83.86% 

12,620.23 

2,310.29 

A-1520 

Staff Exchanges 

338,500.00 

338,500.00 

100.00%  338,500.00 

337,908.69 

99.83% 

591.31 

338,500.00 

338,500.00 

100.00%  338,500.00 

337,908.69 

99.83% 

591.31 

338,500.00 

338,500.00 

100.00%  338,500.00 

337,908.69 

99.83% 

591.31 

0.00 

0.00 

0.00 

A-1700 

A-1801 

A-1802 

A-1803 

A-1804 

Total Article 
152 

Total Chapter 
15 

Entertainment 
and 
Representation 
Expenses 

Total Article 
170 

Total Chapter 
17 

Social Contact 
Between Staff 

Sickness 
Insurance 

Accident and 
Occupational 
Diseases 

Unemployment 
for temporary 
staff 

Total Article 
180 

Total Chapter 
18 

4,500.00 

2,992.44 

66.50% 

4,500.00 

2,436.44 

54.14% 

556.00 

1,507.56 

4,500.00 

2,992.44 

66.50% 

4,500.00 

2,436.44 

54.14% 

556.00 

1,507.56 

4,500.00 

2,992.44 

66.50% 

4,500.00 

2,436.44 

54.14% 

556.00 

1,507.56 

20,000.00 

19,887.74 

99.44% 

20,000.00 

15,708.02 

78.54% 

4,179.72 

112.26 

563,000.00 

562,903.56 

99.98% 

563,000.00 

562,903.56 

99.98% 

0.00 

96.44 

63,508.82 

62,945.51 

99.11% 

63,508.82 

62,945.51 

99.11% 

0.00 

563.31 

208,000.00 

207,817.21 

99.91% 

208,000.00 

207,817.21 

99.91% 

0.00 

182.79 

854,508.82 

853,554.02 

99.89% 

854,508.82 

849,374.30 

99.40% 

4,179.72 

954.80 

854,508.82 

853,554.02 

99.89% 

854,508.82 

849,374.30 

99.40% 

4,179.72 

954.80 

Total Title 1 

31,036,100.00  31,003,119.63  99.89%  31,036,100.00  30,450,429.70 

98.11% 

552,689.93 

32,980.37 

A-2000 

Rent and 
Related 
expenditure 

1,758,653.00 

1,758,041.43 

99.97%  1,758,653.00  1,758,041.43 

99.97% 

A-2001 

Insurance 

8,000.00 

7,542.46 

94.28% 

8,000.00 

7,542.46 

94.28% 

0.00 

0.00 

611.57 

457.54 

A-2002 

A-2003 

Water, Gas, 
Electricity, etc. 

Maintenance, 
cleaning 

150,500.00 

150,500.00 

100.00%  150,500.00 

135,528.51 

90.05% 

14,971.49 

0.00 

221,500.00 

219,026.40 

98.88% 

221,500.00 

196,404.43 

88.67% 

22,621.97 

2,473.60 

A-2004 

Fitting-out 

6,000.00 

6,000.00 

100.00% 

6,000.00 

4,689.70 

78.16% 

1,310.30 

0.00 

A-2005 

A-2006 

A-2009 

Security of 
Building 

Restauration and 
Canteen costs 

Other 
expenditure on 
buildings 

696,000.00 

695,700.00 

99.96% 

696,000.00 

584,789.63 

84.02% 

110,910.37 

300.00 

77,000.00 

77,000.00 

100.00% 

77,000.00 

70,000.00 

90.91% 

7,000.00 

0.00 

829,537.00 

829,486.19 

99.99% 

829,537.00 

262,780.99 

31.68% 

566,705.20 

50.81 

99 

 
 
 
 
 
 
 
 
 
 
   
   
   
   
   
   
   
   
   
   
   
   
   
Annual Report of the Director 2017 

ECDC CORPORATE 

Budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
commit-
ted  

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount  

% 
paid 

RAL 

Cancelled 

Total Article 
200 

Total Chapter 
20 

Purchases of 
new hardware 
for operation the 
centre 

Purchase of new 
software for the 
operation at the 
centre 

Purchase and 
Maintenance of 
printing and 
reproduction 
equipment  

Support for 
administrative 
applications and 
projects, fees, 
document and 
archive 
management 

Developments of 
administrative 
and 
management 
applications and 
systems 

Total Article 
211 

Total Chapter 
21 

Technical 
equipment and 
AV installations 

A-2110 

A-2111 

A-2112 

A-2114 

A-2115 

A-2200 

3,747,190.00 

3,743,296.48 

99.90%  3,747,190.00  3,019,777.15 

80.59% 

723,519.33 

3,893.52 

3,747,190.00 

3,743,296.48 

99.90%  3,747,190.00  3,019,777.15 

80.59% 

723,519.33 

3,893.52 

1,712,396.00 

1,710,332.20 

99.88%  1,712,396.00 

787,927.03 

46.01% 

922,405.17 

2,063.80 

605,994.00 

602,707.07 

99.46% 

605,994.00 

509,014.68 

84.00% 

93,692.39 

3,286.93 

89,099.00 

89,098.70 

100.00% 

89,099.00 

6,957.23 

7.81% 

82,141.47 

0.30 

517,803.00 

517,568.12 

99.95% 

517,803.00 

432,378.44 

83.50% 

85,189.68 

234.88 

658,300.00 

658,090.88 

99.97% 

658,300.00 

400,155.53 

60.79% 

257,935.35 

209.12 

3,583,592.00 

3,577,796.97 

99.84%  3,583,592.00  2,136,432.91 

59.62% 

1,441,364.06 

5,795.03 

3,583,592.00 

3,577,796.97 

99.84%  3,583,592.00  2,136,432.91 

59.62% 

1,441,364.06 

5,795.03 

62,000.00 

60,560.00 

97.68% 

62,000.00 

0.00 

0.00% 

60,560.00 

1,440.00 

A-2201 

Furniture 

1,051,049.00 

1,037,672.14 

98.73%  1,051,049.00 

4,758.92 

0.45% 

1,032,913.22 

13,376.86 

6,000.00 

5,658.48 

94.31% 

6,000.00 

5,378.48 

89.64% 

280.00 

341.52 

1,119,049.00 

1,103,890.62 

98.65%  1,119,049.00 

10,137.40 

0.91% 

1,093,753.22 

15,158.38 

1,119,049.00 

1,103,890.62 

98.65%  1,119,049.00 

10,137.40 

0.91% 

1,093,753.22 

15,158.38 

29,500.00 

25,844.10 

87.61% 

29,500.00 

11,765.91 

39.88% 

14,078.19 

3,655.90 

8,500.00 

8,159.10 

95.99% 

8,500.00 

7,659.10 

90.11% 

500.00 

340.90 

15,000.00 

15,000.00 

100.00% 

15,000.00 

13,822.25 

92.15% 

1,177.75 

0.00 

8,000.00 

8,000.00 

100.00% 

8,000.00 

3,202.00 

40.03% 

4,798.00 

A-2307 

Legal Expenses 

40,500.00 

40,410.00 

99.78% 

40,500.00 

19,660.00 

48.54% 

20,750.00 

6,300.00 

6,250.00 

99.21% 

6,300.00 

0.00 

0.00% 

6,250.00 

0.00 

90.00 

50.00 

30,000.00 

30,000.00 

100.00% 

30,000.00 

29,859.15 

99.53% 

140.85 

0.00 

137,800.00 

133,663.20 

97.00% 

137,800.00 

85,968.41 

62.39% 

47,694.79 

4,136.80 

A-2202 

A-2300 

A-2301 

A-2302 

A-2306 

Purchase and 
maintenance of 
vehicles 

Total Article 
220 

Total Chapter 
22 

Stationery and 
office supplies 

Financial and 
other charges, 
exchange losses 

Library 
expenses, 
purchase of 
books and info 
subscriptions 

Miscellaneous 
insurance 

A-2308 

A-2309 

Business 
Continuity 

Other operating 
expenditure 

Total Article 
230 

100 

 
 
 
 
 
 
 
 
 
   
   
   
   
   
   
   
ECDC CORPORATE 

Annual Report of the Director 2017 

Budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
commit-
ted  

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount  

% 
paid 

RAL 

Cancelled 

A-2400 

A-2410 

A-2500 

A-2501 

Total Chapter 
23 

Postal and 
delivery charges 

Total Article 
240 

Telecommunicati
on and internet 
charges 

Total Article 
241 

Total Chapter 
24 

Governance and 
administrative 
meetings 

Evaluation and 
Strategic 
Management 
Consulting 

Total Article 
250 

Total Chapter 
25 

137,800.00 

133,663.20 

97.00% 

137,800.00 

85,968.41 

62.39% 

47,694.79 

4,136.80 

24,800.00 

24,706.87 

99.62% 

24,800.00 

23,206.87 

93.58% 

1,500.00 

93.13 

24,800.00 

24,706.87 

99.62% 

24,800.00 

23,206.87 

93.58% 

1,500.00 

93.13 

105,609.00 

105,608.97 

100.00%  105,609.00 

66,036.27 

62.53% 

39,572.70 

0.03 

105,609.00 

105,608.97 

100.00%  105,609.00 

66,036.27 

62.53% 

39,572.70 

0.03 

130,409.00 

130,315.84 

99.93% 

130,409.00 

89,243.14 

68.43% 

41,072.70 

93.16 

109,703.00 

109,611.77 

99.92% 

109,703.00 

70,505.17 

64.27% 

39,106.60 

91.23 

178,290.00 

178,228.52 

99.97% 

178,290.00 

0.00 

0.00% 

178,228.52 

61.48 

287,993.00 

287,840.29 

99.95% 

287,993.00 

70,505.17 

24.48% 

217,335.12 

152.71 

287,993.00 

287,840.29 

99.95% 

287,993.00 

70,505.17 

24.48% 

217,335.12 

152.71 

Total Title 2 

9,006,033.00 

8,976,803.40 

99.68%  9,006,033.00  5,412,064.18 

60.09% 

3,564,739.22 

29,229.60 

Budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed  

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount  

% 
paid 

RAL 

Cancelled 

B3-000 

Surveillance 

2,800,401.00  2,799,774.85 

99.98% 

2,800,401.00  1,893,085.25 

67.60% 

906,689.60 

626.15 

B3-001 

B3-002 

B3-003 

B3-004 

B3-005 

B3-006 

Epidemic 
intelligence and 
response  

Scientific advice 
(including 
microbiology 
support) 

Public Health 
Training 

Health 
Communication 

Public Health 
Informatics 

Preparedness/ 
Capacity support 

65,380.00 

62,727.94 

95.94% 

65,380.00 

16,502.20 

25.24% 

46,225.74 

2,652.06 

5,522,346.00  5,520,349.15 

99.96% 

5,522,346.00  3,492,466.92 

63.24% 

2,027,882.23 

1,996.85 

3,928,662.00  3,906,909.16 

99.45% 

3,928,662.00  2,504,363.15 

63.75% 

1,402,546.01 

21,752.84 

512,700.00 

504,214.54 

98.34% 

512,700.00 

308,730.77 

60.22% 

195,483.77 

8,485.46 

4,543,752.00  4,535,329.08 

99.81% 

4,543,752.00  3,112,827.68 

68.51% 

1,422,501.40 

8,422.92 

402,283.00 

402,276.61 

100.00% 

402,283.00 

135,963.68 

33.80% 

266,312.93 

6.39 

B3-007 

Eurosurveillance 

61,996.00 

59,670.12 

96.25% 

61,996.00 

34,620.13 

55.84% 

25,049.99 

2,325.88 

B3-009 

Collaboration 
and (country) 
cooperation 

163,000.00 

143,593.25 

88.09% 

163,000.00 

65,438.90 

40.15% 

78,154.35 

19,406.75 

Total Chapter 30  18,000,520.00  17,934,844.70 

99.64% 

18,000,520.00  11,563,998.68 

64.24% 

6,370,846.02 

65,675.30 

Total Title 3 

18,000,520.00  17,934,844.70 

99.64% 

18,000,520.00  11,563,998.68 

64.24% 

6,370,846.02 

65,675.30 

Grand Total 

58,042,653.00  57,914,767.73 

99.78% 

58,042,653.00  47,426,492.56 

81.71% 

10,488,275.17  127,885.27 

101 

 
 
 
 
 
 
 
 
 
 
   
   
   
   
   
   
   
 
   
   
   
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

Budget execution/fund source C4 – current year appropriations  

Budget 
line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

RAL 

B3-002 

B3-003 

Scientific advice 
(including 
microbiology 
support) 
Public Health 
Training 

69,630.00 

0.00 

0.00% 

69,630.00 

0.00 

0.00% 

69,630.00 

3,816.90 

3,434.02 

89.97% 

3,816.90 

3,084.02 

80.80% 

732.88 

Total Title 3 

73,446.90 

3,434.02 

4.68% 

73,446.90 

3,084.02 

4.20% 

70,362.88 

Grand Total 

73,446.90 

3,434.02 

4.68% 

73,446.90 

3,084.02 

4.20% 

70,362.88 

Budget execution/fund source C5 – current year appropriations  

Budget line 
position 

Budget line 
description 

B3-002 

Scientific opinions and 
studies 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

RAL 

75,147.00 

75,147.00 

100.00% 

75,147.00 

75,147.00 

100.00% 

0.00 

Total Title 3 

75,147.00 

75,147.00 

100.00% 

75,147.00 

75,147.00 

100.00% 

0.00 

Grand Total 

75,147.00 

75,147.00 

100.00% 

75,147.00 

75,147.00  100.00%  0.00 

Budget execution/fund source C8 – appropriations carried over 

Annex 6.4 – 
Budget 
execution/fund 
source C8 – 
appropriations 
carried over 
budget line 
position 

A-1149 

A-1170 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

Cancelled 

Learning and 
Development 
Total Article 
114 
Freelance and 
joint 
interpreting 
and conference 
service 
interpreters 

180,322.97 

159,191.49 

88.28% 

180,322.97 

159,191.49 

88.28% 

21,131.48 

180,322.97  159,191.49 

88.28% 

180,322.97 

159,191.49 

88.28% 

21,131.48 

17,800.00 

15,130.00 

85.00% 

17,800.00 

15,130.00 

85.00% 

2,670.00 

A-1173 

Translations 

69,812.00 

67,831.92 

97.16% 

69,812.00 

67,831.92 

97.16% 

1,980.08 

A-1174 

A-1175 

A-1176 

A-1180 

A-1183 

A-1300 

Payment for 
Administrative 
Assistance 
Interim 
services 
Relocation 
services 
Total Article 
117 
Miscellaneous 
expenditure on 
recruitment 
Removal 
Expenses 
Total Article 
118 
Total Chapter 
11 
Mission 
expenses, 
travel expenses 
and incidental 
expenditure 
Total Article 
130 
Total Chapter 
13 

3,500.00 

2,982.79 

85.22% 

3,500.00 

2,982.79 

85.22% 

517.21 

762,797.20 

662,377.76 

86.84% 

762,797.20 

662,377.76 

86.84% 

100,419.44 

2,835.00 

1,890.00 

66.67% 

2,835.00 

1,890.00 

66.67% 

945.00 

856,744.20  750,212.47 

87.57% 

856,744.20 

750,212.47 

87.57% 

106,531.73 

30,842.54 

28,654.71 

92.91% 

30,842.54 

28,654.71 

92.91% 

2,187.83 

24,206.49 

23,331.18 

96.38% 

24,206.49 

23,331.18 

96.38% 

875.31 

55,049.03 

51,985.89 

94.44% 

55,049.03 

51,985.89 

94.44% 

3,063.14 

1,092,116.20  961,389.85 

88.03% 

1,092,116.20  961,389.85 

88.03% 

130,726.35 

123,767.24 

95,021.49 

76.77% 

123,767.24 

95,021.49 

76.77% 

28,745.75 

123,767.24 

95,021.49 

76.77% 

123,767.24 

95,021.49 

76.77% 

28,745.75 

123,767.24 

95,021.49 

76.77% 

123,767.24 

95,021.49 

76.77% 

28,745.75 

A-1410 

Medical Service 

55,924.10 

48,554.36 

86.82% 

55,924.10 

48,554.36 

86.82% 

7,369.74 

102 

 
 
 
 
 
 
 
 
 
  
  
  
  
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Annex 6.4 – 
Budget 
execution/fund 
source C8 – 
appropriations 
carried over 
budget line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

Cancelled 

A-1520 

A-1700 

A-1801 

Total Article 
141 
Total Chapter 
14 
Staff 
Exchanges 
Total Article 
152 
Total Chapter 
15 
Entertainment 
and 
Representation 
Expenses 
Total Article 
170 
Total Chapter 
17 
Social Contact 
Between Staff 
Total Article 
180 
Total Chapter 
18 

55,924.10 

48,554.36 

86.82% 

55,924.10 

48,554.36 

86.82% 

7,369.74 

55,924.10 

48,554.36 

86.82% 

55,924.10 

48,554.36 

86.82% 

7,369.74 

414.80 

413.82 

99.76% 

414.80 

413.82 

99.76% 

414.80 

413.82 

99.76% 

414.80 

413.82 

99.76% 

414.80 

413.82 

99.76% 

414.80 

413.82 

99.76% 

0.98 

0.98 

0.98 

4,652.00 

3,619.80 

77.81% 

4,652.00 

3,619.80 

77.81% 

1,032.20 

4,652.00 

3,619.80 

77.81% 

4,652.00 

3,619.80 

77.81% 

1,032.20 

4,652.00 

3,619.80 

77.81% 

4,652.00 

3,619.80 

77.81% 

1,032.20 

20,904.00 

20,904.00 

100.00% 

20,904.00 

20,904.00 

100.00% 

0.00 

20,904.00 

20,904.00 

100.00% 

20,904.00 

20,904.00 

100.00% 

0.00 

20,904.00 

20,904.00 

100.00% 

20,904.00 

20,904.00 

100.00% 

0.00 

Total Title I  1,297,778.34  1,129,903.32 

87.06% 

1,297,778.34  1,129,903.32 

87.06% 

167,875.02 

A-2002 

A-2003 

Water, Gas, 
Electricity 
Expenses 
Maintenance, 
cleaning 

38,441.14 

26,408.89 

68.70% 

38,441.14 

26,408.89 

68.70% 

12,032.25 

52,522.42 

52,341.74 

99.66% 

52,522.42 

52,341.74 

99.66% 

180.68 

A-2004 

Fitting-out 

37,072.27 

36,316.23 

97.96% 

37,072.27 

36,316.23 

97.96% 

756.04 

A-2005 

A-2006 

A-2009 

A-2110 

A-2111 

A-2112 

A-2114 

A-2200 

Security of 
Building 
Restauration 
and Canteen 
costs 
Other 
expenditure on 
buildings 
Total Article 
200 
Total Chapter 
20 
Purchases of 
new hardware 
for operation 
the centre 
Purchase of 
new software 
for the 
operation at 
the centre 
Purchase and 
Maintenance of 
printing and 
reproduction 
equipment 
Developments 
to support 
administrative 
and 
management 
applications 
Total Article 
211 
Total Chapter 
21 
Technical 
equipment and 
AV installations 

127,917.47 

126,526.47 

98.91% 

127,917.47 

126,526.47 

98.91% 

1,391.00 

14,000.00 

14,000.00 

100.00% 

14,000.00 

14,000.00 

100.00% 

0.00 

110,916.27 

101,309.50 

91.34% 

110,916.27 

101,309.50 

91.34% 

9,606.77 

380,869.57  356,902.83 

93.71% 

380,869.57 

356,902.83 

93.71% 

23,966.74 

380,869.57  356,902.83 

93.71% 

380,869.57 

356,902.83 

93.71% 

23,966.74 

210,741.37 

203,510.87 

96.57% 

210,741.37 

203,510.87 

96.57% 

7,230.50 

218,374.62 

213,293.22 

97.67% 

218,374.62 

213,293.22 

97.67% 

5,081.40 

20,459.83 

11,876.73 

58.05% 

20,459.83 

11,876.73 

58.05% 

8,583.10 

523,252.78 

505,610.58 

96.63% 

523,252.78 

505,610.58 

96.63% 

17,642.20 

972,828.60  934,291.40 

96.04% 

972,828.60 

934,291.40 

96.04% 

38,537.20 

972,828.60  934,291.40 

96.04% 

972,828.60 

934,291.40 

96.04% 

38,537.20 

42,560.00 

42,560.00 

100.00% 

42,560.00 

42,560.00 

100.00% 

0.00 

A-2201 

Furniture 

12,747.28 

12,747.28 

100.00% 

12,747.28 

12,747.28 

100.00% 

0.00 

103 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Report of the Director 2017 

ECDC CORPORATE 

Annex 6.4 – 
Budget 
execution/fund 
source C8 – 
appropriations 
carried over 
budget line 
position 

A-2202 

A-2300 

A-2301 

A-2302 

A-2306 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

Cancelled 

Purchase and 
maintenance of 
vehicles 
Total Article 
220 
Total Chapter 
22 
Stationery and 
office supplies 
Financial and 
other charges, 
exchange 
losses 
Library 
expenses, 
purchase of 
books and info 
subscriptions 
Miscellaneous 
Insurance 

45,616.00 

44,686.74 

97.96% 

45,616.00 

44,686.74 

97.96% 

929.26 

100,923.28 

99,994.02 

99.08% 

100,923.28 

99,994.02 

99.08% 

929.26 

100,923.28 

99,994.02 

99.08% 

100,923.28 

99,994.02 

99.08% 

929.26 

27,763.15 

27,730.69 

99.88% 

27,763.15 

27,730.69 

99.88% 

32.46 

500.00 

273.18 

54.64% 

500.00 

273.18 

54.64% 

226.82 

2,608.10 

1,570.06 

60.20% 

2,608.10 

1,570.06 

60.20% 

1,038.04 

760.21 

365.19 

48.04% 

760.21 

365.19 

48.04% 

395.02 

A-2307 

Legal Expenses 

41,500.00 

41,500.00 

100.00% 

41,500.00 

41,500.00 

100.00% 

30,000.00 

30,000.00 

100.00% 

30,000.00 

30,000.00 

100.00% 

0.00 

0.00 

A-2308 

A-2309 

A-2400 

A-2410 

A-2500 

A-2501 

Business 
Continuity 
Other 
operating 
expenditure 
Total Article 
230 
Total Chapter 
23 
Postal and 
delivery 
charges 
Total Article 
240 
Telecommunic
ation and 
internet 
charges 
Total Article 
241 
Total Chapter 
24 
Governance 
and 
administrative 
meetings 
Evaluation and 
Strategic 
Management 
Consulting 
Total Article 
250 
Total Chapter 
25 

2,449.50 

2,449.50 

100.00% 

2,449.50 

2,449.50 

100.00% 

0.00 

105,580.96  103,888.62 

98.40% 

105,580.96 

103,888.62 

98.40% 

1,692.34 

105,580.96  103,888.62 

98.40% 

105,580.96 

103,888.62 

98.40% 

1,692.34 

31.00 

31.00 

100.00% 

31.00 

31.00 

100.00% 

0.00 

31.00 

31.00 

100.00% 

31.00 

31.00 

100.00% 

0.00 

59,913.05 

20,530.54 

34.27% 

59,913.05 

20,530.54 

34.27% 

39,382.51 

59,913.05 

20,530.54 

34.27% 

59,913.05 

20,530.54 

34.27% 

39,382.51 

59,944.05 

20,561.54 

34.30% 

59,944.05 

20,561.54 

34.30% 

39,382.51 

42,528.59 

22,708.81 

53.40% 

42,528.59 

22,708.81 

53.40% 

19,819.78 

109,505.78 

109,505.78 

100.00% 

109,505.78 

109,505.78 

100.00% 

0.00 

152,034.37  132,214.59 

86.96% 

152,034.37 

132,214.59 

86.96% 

19,819.78 

152,034.37  132,214.59 

86.96% 

152,034.37 

132,214.59 

86.96% 

19,819.78 

Total Title 2  1,772,180.83  1,647,853.00 

92.98% 

1,772,180.83  1,647,853.00 

92.98% 

124,327.83 

B3-000 

Surveillance 

1,327,937.58 

1,264,533.99 

95.23% 

1,327,937.58 

1,264,533.99 

95.23% 

63,403.59 

B3-001 

B3-002 

B3-003 

B3-004 

B3-005 

Epidemic 
intelligence 
and response 
Scientific 
advice 
(including 
microbiology 
support) 
Public Health 
Training 
Health 
Communication 
Public Health 
Informatics 

104 

150,689.47 

141,112.03 

93.64% 

150,689.47 

141,112.03 

93.64% 

9,577.44 

2,381,324.94 

2,267,139.05 

95.20% 

2,381,324.94 

2,267,139.05 

95.20% 

114,185.89 

1,412,068.66 

1,078,252.96 

76.36% 

1,412,068.66 

1,078,252.96 

76.36% 

333,815.70 

126,621.08 

125,801.08 

99.35% 

126,621.08 

125,801.08 

99.35% 

820.00 

2,086,227.23 

2,007,973.85 

96.25% 

2,086,227.23 

2,007,973.85 

96.25% 

78,253.38 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ECDC CORPORATE 

Annual Report of the Director 2017 

Annex 6.4 – 
Budget 
execution/fund 
source C8 – 
appropriations 
carried over 
budget line 
position 

B3-006 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

Cancelled 

Preparedness/
Capacity 
support 

237,479.77 

205,562.24 

86.56% 

237,479.77 

205,562.24 

86.56% 

31,917.53 

B3-007 

Eurosurveillance 

65,072.47 

49,023.13 

75.34% 

65,072.47 

49,023.13 

75.34% 

16,049.34 

B3-009 

Collaboration 
and (country) 
cooperation 
Total Chapter 
30 

68,804.89 

55,275.74 

80.34% 

68,804.89 

55,275.74 

80.34% 

13,529.15 

7,856,226.09  7,194,674.07 

91.58% 

7,856,226.09  7,194,674.07 

91.58% 

661,552.02 

Total Title 3  7,856,226.09  7,194,674.07 

91.58% 

7,856,226.09  7,194,674.07 

91.58% 

661,552.02 

Grand Total  10,926,185.26  9,972,430.39 

91.27% 

10,926,185.26  9,972,430.39 

91.27% 

953,754.87 

Budget execution/fund source R0 – external assigned revenue  

Budget 
line 
position 

Budget line 
description 

Commitment 
appropriation 
transaction 
amount 

Executed 
commitment 
amount 

% 
committed 

Payment 
appropriation 
transaction 
amount 

Executed 
payment 
amount 

% 
paid 

RAL 

B3-011 

ECDC – IPA 5 

310,000.00 

79,737.72 

25.72% 

310,000.00 

2,604.81 

0.84% 

307,395.19 

Directorate-
General for 
Neighbourhood 
and 
Enlargement 
Negotiations 
grant 3 – 
actions with 
candidate 
countries and 
potential 
candidate 
countries 
Advance 
project – IMI 
Directorate-
General for 
International 
Cooperation 
and 
Development – 
ENPI grant 

B3-012 

B3-013 

B3-014 

157,334.55 

154,914.16 

98.46% 

157,334.55 

137,122.31 

87.15% 

20,212.24 

174,710.79 

95,959.26 

54.92% 

174,710.79 

74,475.65 

42.63% 

100,235.14 

73,154.24 

73,154.24 

100.00% 

73,154.24 

73,154.24 

100.00% 

0.00 

Total Title 3 

715,199.58 

403,765.38 

56.45% 

715,199.58 

287,357.01 

40.18% 

427,842.57 

Intangible fixed assets and internally developed intangible fixed 
assets 

Intangible fixed assets are valued at their acquisition price, converted into euros at the rate applying, when they 
were purchased, less depreciation and impairment. The exception is, assets acquired free of charge, that are 
valued at their market value. See amortisation rates below. 

The Accounting Officer of the European Commission had granted a temporary exception with respect to the 
introduction of the International Public Sector Accounting Standards (IPSAS) based EU rules. One of these 
exceptions related to Accounting Rule no. 6 and the non-capitalisation of internally developed intangible assets, 
normally software. From 2010 onwards, the exception has been lifted and, as a consequence, the annual accounts 
have to reflect the capitalisation of internally developed intangible fixed assets in accordance with the rules laid 
down. From an accounting perspective, there are only three phases to an IT Project: a research phase, a 
development phase and an operational phase. Under the accounting rule, only the development phase can be 
capitalised and recorded as ‘assets under construction’. Once the project goes live, the resulting asset (the 
development cost) will be amortised over its useful life which means the costs will be spread over several years.  

The depreciation rates should range between three and eight years. The depreciation follows the same principle as 
applied to the Centre’s fixed assets i.e. if a project goes live in a particular month then the depreciation is applied 
from that same month. 

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The amount of research expenses incurred on IT projects and development costs not capitalised, are disclosed in 
these annual accounts 2017, as well as the yearly amortisation of capitalised intangible assets. In addition to the 
criteria, which an intangible asset should meet, a threshold had to be set for the capitalisation of the total 
estimated development cost of an IT project. The threshold at ECDC was set at EUR 150 000. 

The application of accounting rule no. 6 in the annual accounts of 2017, increases the transparency regarding the 
Centre’s internally developed intangible fixed assets, in particular its internally developed IT projects (for example 
EWRS, GIS, EPIS, VECTORNET, E3, TESSy, CRM, DMS, Eurosurveillance 2.0 and others) 

The internally developed ICT projects, called Webportal 2.0 and Eurosurveillance 2.0, which were previously 
booked as an asset under construction, went live in June 2016 and September 2017. Therefore, the development 
cost, which reached the threshold of EUR 150 000 for each project, has been capitalised and is being depreciated 
accordingly. 

As a consequence, in 2017, Eurosurveillance 1.3 has been impaired, as it has been replaced by Eurosurveillance 
2.0 and no longer has a service potential. 

Tangible fixed assets 

Tangible fixed assets are stated at historical cost. Historical cost includes expenditure that is directly attributable to 
the acquisition of the items. Subsequent costs are included in the asset’s carrying amount or recognised as a 
separate asset, as appropriate, only when it is probable, that future economic benefits associated with the item, 
will flow to the Centre and the cost of the item can be measured reliably. All other repairs and maintenance are 
charged to the statement of financial performance during the financial period in which they are incurred. 

Depreciation is calculated using the straight-line method to allocate depreciation cost to the assets’ residual values 
over their estimated useful lives, as follows: 

Type of asset 

Intangible assets 

Plant, machinery and equipment 

Furniture and vehicles 

Fixtures and fittings 

Computer hardware 

Depreciation rate 

25% 

10% to 25% 

10% to 25% 

10% to 33% 

25% 

The fixed asset’s depreciation commences in the month in which the asset is delivered. 

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, on a regular basis. An asset’s 
carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater 
than its estimated recoverable amount. Gains and losses on disposals are determined by comparing proceeds with 
carrying amount. These are included in the statement of financial performance. 

In addition, improvements to the building are capitalised and depreciated over the lease period which runs until 31 
May 2018. 

Impairment of assets 

Assets that have an indefinite useful life are not subject to amortisation and are tested regularly for impairment. 
Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances 
indicate that the carrying amount may not be recoverable. An impairment loss is recognised as the amount, by 
which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an 
asset’s fair value less costs to sell and value in use.  

Inventories 

The inventories shown in the accounts reflect the stock of publications of the Centre at year end. These inventories 
are assets held for distribution in the ordinary course of its operations. The Centre’s inventories are goods 
purchased which are for distribution to other parties free of charge. These parties are mainly our stakeholders: 
Management Board, Advisory Forum, Member States, and Competent Bodies etc. These publications are also 
distributed at conferences and events. 

As the Centre controls the rights to create and issue various assets, these publications are recognised as 
inventories and reported at their printing cost. The cost of these inventories is assigned by using the first-in, first-
out method (FIFO). Publications which are, at year end, older then N-1, are written down as these hold no longer a 
service potential expected to be realised from their distribution. 

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Receivables 

Receivables are carried at original amount less write-down for impairment. A write-down for impairment of 
receivables is established, when there is objective evidence that the Centre will not be able to collect all amounts 
due according to the original terms of receivables. The amount of write-down is the difference between the asset’s 
carrying amount and the recoverable amount, being the present value of the expected future cash flows. 

Cash and cash equivalents 
Cash and cash equivalents include the Centre’s bank accounts. 

Use of estimates 
In accordance with generally accepted accounting principles, the financial statements necessarily include amounts 
based on estimates and assumptions by management. Significant estimates include, but are not limited to, accrued 
income and charges, contingent assets and liabilities, and degree of impairment of fixed assets. Actual results 
could differ from those estimates. Changes in estimates are reflected in the period in which they become known. 

Provisions 
Provisions are recognised when ECDC has a present legal or constructive obligation towards third parties as a 
result of past events, it is more likely than not that an outflow of resources will be required to settle the obligation, 
and the amount can be reliably estimated. The amount of the provision is the best estimate of the expenditures, 
expected to be required, to settle the present obligation at the reporting date.  

6. Report on budget and financial management of the 
European Centre for Disease Prevention and Control 
(thirteenth financial year – 2017) 

6.1 Developments in the organisation during the year 

Since it was set up in 2005, ECDC had initially grown to around 300 staff, with 200 Temporary Agents and another 
100 Contract Agents foreseen to be employed. Due to the requested 5% staff cuts (on head counts) over 5 years 
and the additional request for 5% staff reduction for the agency re-deployment pool, the final number of 
Temporary Agents will be reduced to 180 in 2018. 

2017 was the fourth year of the implementation of its new Strategic Multi Annual Work Programme (SMAP) for the 
period 2014–2020. The SMAP contains details of agreed deliverables, and milestones towards those deliverables 
during 2014-2020, as well as indicators for assessing progress.  

In 2017, ECDC further increased its output, consolidated its structures and developed its partnerships to address 
the need for a strengthened response to the threat of communicable diseases in Europe.  

On 16 June 2017, a new Director took up position at ECDC. 

ECDC is divided into five Units and the Director’s Office. The Heads of Unit are responsible for the activities in their 
Units, which are divided in sections. There is also a level of middle management, where a number of Heads of 
Sections are responsible for the activities. ECDC has a Senior Management Team (SMT), consisting of the Director 
and the Heads of Unit, which play an important role in the management of ECDC.  

The Annual Work Programme 2017 (Single Programming Document 2017), which was prepared in accordance with 
the ‘Strategic multi-annual Work Programme 2014–2020’, was adopted by the Management Board in November 
2016. The programme includes specific objectives. Implementation was followed up on a regular basis through the 
Management Information System (MIS), which was implemented in 2009. The MIS is a central point of reference 
for the management and helps monitoring the activities of the work programme. The monthly reporting to the SMT 
of key data, such as commitments, payments and budget transfers, was continued and continuously improved 
during 2017. Towards the end of the year, the monitoring of the budgetary implementation was intensified in order 
to facilitate the decision-making for the re-allocation of funds. As a result, ECDC has accomplished a significantly 
increased budget implementation in 2017. 

In 2017, the Director of ECDC, as Authorising Officer (AO), delegated financial responsibility to the five Heads of 
Unit (Authorising Officers by Delegation (AOD)). The Heads of Unit in turn delegated financial responsibility, but 
only in their absence, to the Deputy Heads of Unit, if applicable. Should the Deputy Head of Unit be unavailable, 
the authority returns to the Director. Thereby, a very limited number of persons act as AO/AOD at ECDC. The 
AODs can enter into budgetary and legal commitments and authorise payments. However, all budgetary and legal 
commitments over EUR 250 000 have to be signed by the Director. 

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For the 2017 expenditure, the AODs signed a Declaration of Assurance to the AO, similar to the one signed by the 
AO himself, for the area for which they were delegated responsibility. 

6.2 Budgetary principles 

The establishment and implementation of the budget of the European Centre for Disease Prevention and Control 
are governed by the following basic principles:  

Unity and budget accuracy: all expenditure and revenue must be incorporated in a single budget document, must 
be booked on a budget line and expenditure must not exceed authorised appropriations.  

Universality: this principle comprises two rules:  

 

 

the rule of non-assignment, meaning that budget revenue must not be earmarked for specific items of 
expenditure (total revenue must cover total expenditure) 
the gross budget rule, meaning that revenue and expenditure are entered in full in the budget without any 
adjustment against each other. 

Annuality: the appropriations entered are authorised for a single year and must therefore be used during that year. 

Equilibrium: the revenue and expenditure shown in the budget must be in balance (estimated revenue must equal 
payment appropriations). 

Specification: each appropriation is assigned to a specific purpose and a specific objective. 

Unit of account: the budget is drawn up and implemented in euros and the accounts are presented in euros. 

Sound financial management: budget appropriations are used in accordance with the principle of sound financial 
management, namely in accordance with the principles of economy, efficiency and effectiveness. 

Transparency: the budget is established and implemented and the accounts presented in compliance with the 
principle of transparency – the budget and amending budgets are published in the Official Journal of the European 
Union. 

6.3 Budget implementation 

The use of ABAC WF (the EU integrated budgetary and accounting system) reinforced compliance with the accrual 
accounting rules and ensured that ECDC’s financial systems are updated with all changes in the Financial 
Regulation. The core budget of the Centre remained approximately at the same level as in the previous year, at 
EUR 58 million in 2017, compared with EUR 58.2 million in 2016.  

Budget line 

Initial available budget 

Adjustments 

2000 IC1 

2001 IC4 

EU budget – current year 
appropriations  

EU budget – earmarked funds 
(reuse previous years) 

51,686,396.25 

5,079,603.75 

200 

EU budget contribution 

56.766.000,00 

3000 IC1 

Subsidy from EEA/EFTA Member 
States (% of EU contribution) 

300 

Subsidy from the EEA/EFTA  

Total revenue 2017 

1,276,653.00 

1.276.653,00 

58.042.653,00 

R0 – external 
assigned 
revenue 

EU budget – earmarked funds  

715.199,58 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

0,00 

Final available 
budget 

51,686,396.25 

 5,079,603.75 

56.766.000,00 

1,276,653.00 

1.276.653,00 

58.042.653,00 

715.199,58 

At year end, the overall budget execution in terms of commitment appropriations reached 99.8%, equivalent to 
EUR 57.9 million. This is an increase of 1.8% compared to 2016, achieved by successful efforts to further 
strengthen the budget execution at ECDC.  

Only 0.2% of the 2017 budget or EUR 127 000 remained unused in 2017, of which EUR 33 000 in Title 1, EUR 
29 000 in Title 2 and EUR 65 000 in Title 3.  

The overall budget execution in terms of payments also increased by 2.5% compared with 2016 and reached 
81.7% of the total budget. 

The payment execution for staff expenses in Title I increased by 3.7% and reached 98.1% while the payment 
execution for administrative expenses in Title II decreased by -11.4% compared with 2016 and reached 60%. The 
reason for the decrease in Title II is explained by the fact that new furniture and IT equipment were bought in 
2017; these will be delivered and paid for in 2018 when ECDC moves to its new premises. The payment execution 
for operational expenses in Title III reached 64.2%, an increase of 6% compared with 2016. Below is an overview 
comparing 2017 with 2016 (current year C1 credits, % committed and % paid): 

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Title description 

Commitments % 

Payments % 

Title I. Staff expenses 

Title II. Administrative expenses 

Title III. Operational expenses 

Total Titles I + II + III 

2017 

99.89% 

99.68% 

99.64% 

99.78% 

2016 

98.55% 

95.94% 

97.94% 

98.02% 

Difference 

+1.34% 

+3.74% 

+1.70% 

+1.76% 

2017 

98.11% 

60.09% 

64.24% 

81.71% 

2016 

94.40% 

71.48% 

58.24% 

79.26% 

Difference 

+3.71% 

-11.39% 

+6.00% 

+2.45% 

The total number of commitments increased, while the number of payments processed in 2017 decreased. 
1 257 commitments and 3 803 payment orders were initiated, verified and authorised by the Director and the 
Authorising Officers by Delegation during 2017, compared with 1 109 commitments and 3 838 payments in 2016. 

In 2017, the Centre continued to implement the fourth IPA grant agreement on gradual integration of the 
Candidate and Potential Candidate Countries for EU accession to ECDC programmes, already started in mid-2015. 
The Centre, started the implementation of the fifth IPA grant agreement in 2017 and continued with the further 
implementation of the IMI grant agreement. The ENPI grant agreement ended in 2017. 

The 2017 implementation of the above-mentioned grants is also shown in the table below. 

Overview of the budget implementation (execution on commitments and payments) by fund source: 

Fund source 

C1 – Current year 
appropriations 

C4 – Internal assigned 
revenue appropriations 

C5 – Internal assigned 
revenue appropriations 
(carried over) 

Commitment/ 
payment 
appropriations 
2017 

Executed 
commitment 
2017 

% committed 

Executed 
payment 
in 2017 

% paid 

Carried over 
to 2018 

Cancelled 

58.042.653,00 

57.914.767,73 

99.78% 

47.426.492,56 

81.71% 

10.488.275,17 

127.885,27 

73.446,90 

3.434,02 

4.68% 

3.084,02 

4.20% 

70.362,88 

75.147,00  

75.147,00 

100% 

75.147,00 

100% 

0,00 

0,00 

0,00 

C8 – Carry-forward of 2015 
appropriations 

10.926.185,26 

9.972.430,39 

91.27% 

0,00 

953.754,87 

R0 – External assigned 
revenue DG NEAR IPA 
Grant 4 

R0 – External assigned 
revenue DG NEAR IPA 
Grant 5 

R0 – External assigned 
revenue 
Advance Project – IMI 
Grant 

R0 – External assigned 
revenue 
DG NEAR – ENPI GRANT 

157.334,55 

154.914,16 

98.46% 

137.122,31 

87.15% 

20,212.24 

0,00 

310.000,00 

79.737,72 

25.72% 

2.604,81 

0.84% 

307.395,19 

0,00 

174.710,79 

95.959,26 

54,92% 

74.475,65 

42,63% 

100.235,14 

0,00 

73.154,24 

73.154,24 

100% 

28.674,00 

39,20% 

0,00 

44.480,24 

During the year, in order to improve the efficiency of the funds allocated to ECDC, the Director exercised her right 
to amend the budget within the limitations of Article 27.1 of ECDC’s Financial Regulation. Budget transfers between 
different BLs of the same and between Titles have been executed for a total net amount of EUR 985 480 (Title 1: 
EUR +921 100, Title 2: EUR +64 380, Title 3: EUR -985 480). An overview of the impact of the budget transfers in 
fund source ‘C1 – current year appropriations’ is provided below. 

Budget 2017 – fund source C1 
current year appropriations 

Initial budget 

MB amendments 

Title 1 – Staff-related expenditure 

30.115.000,00 

Title 2 – Administrative expenditure 

8.941.653,00 

Title 3 – Operations 

Total budget  

18.986.000,00 

58.042.653,00 

0,00 

0,00 

0,00 

0,00 

Director – budget 
transfers 

+921.100,00 

+64.380,00 

-985.480,00 

0,00 

EFTA transfers 

Final budget 

0,00 

0,00 

0,00 

0,00 

31.036.100,00 

9.006.033,00 

18.000.520,00 

58.042.653,00 

At year end, ECDC carried forward EUR 10.48 million to 2018, which is equivalent to 18% of the total budget. The 
carry-forward thus remains at the same level as in the previous year.  

The Procurement section dealt with a significant number of procedures. Eighteen open calls for tenders were 
published along with one open call for proposals. In the context of the ECDC Fellowship Programmes, eight 
framework partnership agreements and 55 specific grant agreements were concluded. In addition, 83 negotiated 
procedures and 17 reopening procedures within ICT framework contracts were completed. Regular Committee on 
Procurement, Contracts and Grants (CPCG) meetings were held, resulting in the issuance of 36 CPCG Opinions. 

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6.4 Audit issues and internal control 

Internal control standards 
ECDC introduced internal control standards (ICS) in 2006. These standards specify the necessary requirements, 
actions and expectations needed to build an effective system of internal control which allows to gauge the 
achievement of ECDC’s objectives. These control standards were developed along the lines of the European 
Commission’s Internal Control Standards, which are based on the International Committee of Sponsoring 
Organizations of the Treadway Commission (COSO) standards. 

The ICS cover the areas of mission and values, human resources, planning and risk management processes, 
operations and control activities, information and financial reporting, and evaluation and audit.  

Each ICS is made up of a number of requirements to be met. For each such requirement, ECDC has identified what 
is in place already, which actions have to be taken, who the responsible person is, and when the deadline for entry 
into force has to be met.  

A review of the implementation of the ICS was performed as part of the work for the Annual Report 2016. The 
results were validated by ECDC’s management and discussed in the ECDC Audit Committee. ECDC has 
implemented all the ICS.  

Internal audit service 
ECDC is audited by its internal auditor, the Internal Audit Service of the European Commission (IAS). The audit 
work to be performed is defined in the risk-based IAS strategic internal audit plan. The latest plan was approved in 
November 2013 and covers the period 2014–2016. All observations and recommendations are taken into account 
and appropriate action plans are developed. The implementation of these actions is followed up regularly and 
presented to the Audit Committee of the Management Board. 

In 2017, the IAS did not perform a specific audit. Instead, it has developed a new IAS strategic internal audit plan 
covering 2018–2020, which will be put forward to the Management Board in March 2018. 

European court of auditors  
ECDC is audited every year by the European Court of Auditors (ECA). The audit provides a Statement of Assurance 
as to the reliability of the accounts of the Centre and the legality and regularity of the underlying transactions.  

ECDC received an unqualified opinion19 for 2016, indicating that the accounts are reliable and the transactions 
underlying the accounts are legal and regular.  

Three comments were received in the final report from the ECA for 2016 (which do not call the Court’s opinion into 
question): one related to interim arrangements, one to weaknesses in the procurement process, and one to high 
carry-overs of committed appropriations in operating expenditure (Title III). With regard to the first two 
comments, ECDC has already taken the appropriate actions; work is ongoing for the third comment.  

The ECA audit of the 2017 annual accounts is ongoing. The first part of the audit was performed in September 
2017. The audit will be finalised during spring 2018 and the draft report will be available by June 2018 at the 
latest.  

Follow-up of recommendations and action plans for audits 
At the end of 2017, seven very important IAS observations, and four important IAS observations were officially 
open (from the 2015 internal audit on data management in ECDC and the 2016 internal audit on the procurement 
process in ECDC). However, all of these observation have now been implemented by ECDC and reported to the IAS 
for review. 

In addition, all outstanding actions to be implemented from the ECA’s special report (no 12/2016) on ‘Agencies’ use 
of grants; not always appropriate or demonstrably effective’ have also been implemented. This has not yet been 
confirmed by the ECA. 

The only outstanding issue with the ECA is the one regarding the high carry-overs of committed appropriations in 
operating expenditure (Title III) mentioned above. ECDC is currently carefully analysing the 
advantages/disadvantages, in liaison with the ECA, of introducing differentiated budget appropriations, including 
the risk of added complexity and additional resources. A conclusion is planned to be reached by June 2018; 
changes can only be applied after 1 January 2019. 

19 Unqualified audit opinion = the auditor’s report contains a clear written expression of opinion on the financial statements or the 
legality and regularity of underlying transactions as a whole. An unqualified opinion is expressed when the auditor concludes that, 
on the whole, the underlying transactions are legal and regular and the supervisory and control systems are adequate to manage 
the risk. 

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6.5 Human resources and staffing 

The Human Resources section is supporting the Centre’s management and staff by providing continuous HR 
services in areas such as recruitment, working conditions, pay and entitlements, learning and development, and 
staff wellbeing. The objective of the Centre’s learning and development activities is to support professional growth 
and further strengthen the Centre’s organisational performance. 

The total number of temporary agents in place at the Centre as of 31 December 2017 was 166.  

A total of 97 contract agents were in place at year end 2017.  

The turnover rate for temporary agents and contract agents was 5.3 % in 201720. 

Table 1. Number of staff and selection procedures 

Total staff (TA, CA, SNE) on 31 December 
Recruitments21 

Table 2. Staff (TA, CA, SNEs) by Unit 

2015 

260 
1522 

2016 

260 
2723 

2017 

266 
3924 

Number of temporary agents (TA), contract agents (CA) and seconded national experts (SNE) per unit (as of 31 
December 2017) 

DIR 

OCS 

SRS 

PHC 

RMC 

ICT 

Total 

TA 

9 

20 

53 

25 

37 

22 

166 

CA 

7 

10 

15 

18 

38 

9 

97 

SNE 

1 

2 

3 

Total 

16 

30 

69 

45 

75 

31 

266 

Table 3. Breakdown by nationality (temporary agents, contract agents and SNEs) 

On 31 December 2017, ECDC employed staff from 26 Member States. 

Nationality 

Austria 
Belgium 
Bulgaria 
Croatia 
Cyprus 
Czech Republic 
Denmark 
Estonia 
Finland 
France 
Germany 
Greece 
Hungary 
Ireland 
Italy 
Latvia 
Lithuania 
Luxembourg 
Malta 
Netherlands 
Poland 

AST/SC 
 0 
0 
 0 
 0 
 0 
 0 
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
1 

AST 
0 
0 
0 
0 
1 
0 
3 
0 
1 
3 
6 
0 
0 
1 
2 
2 
1 
0 
0 
2 
2 

AD 
1 
6 
5 
0 
0 
2 
2 
1 
9 
15 
14 
3 
3 
1 
10 
2 
0 
0 
2 
3 
1 

TA Total 
1 
6 
5 
0 
1 
2 
5 
1 
10 
18 
20 
3 
3 
2 
12 
4 
1 
0 
2 
5 
4 

CA 
1 
3 
3 
0 
0 
1 
1 
2 
3 
9 
6 
2 
1 
0 
6 
1 
4 
0 
0 
2 
6 

SNE 
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
0  
1 
1 
0  
1 
0  
 0 
0  
0  
0  
0  

ECDC total 
2 
9 
8 
0 
1 
3 
6 
3 
13 
27 
26 
6 
5 
2 
19 
5 
5 
0 
2 
7 
10 

20 Excluding post cuts as per instruction by the Commission. 
21 The number of recruitments includes those that led to an actual start of employment in the specified year, i.e. it includes 
procedures already launched in the previous year, but finalized in the specified year (including recruitments from reserve lists) 
and not those procedures still ongoing at the end of that year. It does not include unsuccessful/ cancelled selection procedures 
that did not lead to an appointment. 
22 20 % of vacant posts were filled by internal candidates who were successful in open competitions. 
23 30 % of vacant posts were filled by internal candidates who were successful in open competitions. 

24 44 % of vacant posts were filled by internal candidates who were successful in open competitions. 

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Nationality 

Portugal 
Romania 
Slovakia 
Slovenia 
Spain 
Sweden 
United Kingdom 
Total 

AST/SC 
0  
1 
0  
0  
0  
0  
0  
2 

AST 
1 
6 
0 
0 
2 
11 
4 
48 

AD 
4 
3 
1 
1 
3 
16 
8 
116 

TA Total 
5 
10 
1 
1 
5 
27 
12 
166 

CA 
4 
6 
2 
0 
2 
27 
5 
97 

SNE 
0  
0  
0  
0  
0  
0  
0  
3 

ECDC total 
9 
16 
3 
1 
7 
54 
17 
266 

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6.6 Opinion of the Management Board on ECDC 2017 final accounts 

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Annex 7. ECDC MB/AF/Coordinating 
Competent Bodies 

Members and Alternates of the ECDC Management Board 
Austria 

Belgium 

Bulgaria 

Croatia 

Cyprus 

Czech Republic 

Denmark 

Estonia 

Finland 

France 

Germany 

Greece 

Hungary 

Ireland 

Italy 

Latvia 

Lithuania 

Luxembourg 

Malta 

Netherlands 

Poland 

Portugal 

Romania 

Dr Berhard Benka25 
Mag Martina Brix26  
Dr Daniel Reynders (Chair) 
Dr Carole Schirvel 
Dr Angel Kunchev 
Dr Galin Kamenov 
Dr Bernard Kaić 
Assistant Professor Krunoslav Capak 
Dr Irene Cotter 
Ms Eleni Zannetou 
Mgr Eva Gottvaldová27  
Dr Jozef Dlhý 
Ms Bolette Søborg28  
Nomination pending 
Ms Merike Jürilo29  
Ms Kärt Sõber30  
Dr Anni-Riitta Virolainen-Julkunen  
Dr Taneli Puumalainen 
Dr François Bourdillon 
Ms Anne-Catherine Viso 
Ms Susanne Wald 
Dr Gesa Lücking 
Professor Georgios Saroglou 
Professor Panagiotis Panagiotopoulos31 
Ms Ágnes Dánielisz32  
Ms Krisztina Biró33  
Michael Smith34  
Nomination pending 
Dr Raniero Guerra 
Dr Francesco Maraglino  
Ms Jana Feldmane 
Professor Dzintars Mozgis 
Dr Audrius Ščeponavičius  
Professor Saulius Čaplinskas 
Dr Jean-Claude Schmit 
Dr Pierre Weicherding  
Dr Patricia Vella Bonanno35  
Dr Mariella Borg Buontempo  
Ms Ciska Scheidel 36  
Ms Judith Elsinghorst37 
Mr Dariusz Poznański38 i 
Mr Michał Ilnicki  
Dr Maria da Graça Gregorio de Freitas  
Dr Paula Vasconcelos  
Dr Amalia Serban 
Dr Adriana Pistol 

Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 

25 Appointed Member in replacement of Dr Pamela Rendi-Wagner as of March 2017 
26 Appointed Alternate in replacement of Dr Bernhard Benka as of March 2017 

27 Appointed Member as of March 2017 
28 Appointed Member in replacement of Lisbeth Høeg-Jensen as of March 2017 
29 Appointed Member in replacement of Dr Tiiu Aro as of November 2017 

30 Appointed Alternate in replacement of Mr Martin Kadai as of November 2017 
31 Alternate from January to November 2017, nomination pending 
32 Appointed Member in replacement of Dr Hanna Páva as of December 2017 

33 Appointed Member in replacement of Dr Beatrix Oroszi as of December 2017 
34 Appointed Member as of March 2017 
35 Appointed Member in replacement of Dr Anthony Gatt as of March 2017 

36 Appointed Member in replacement of Ms Judith Elsinghorst as of September 2017 
37 Appointed Alternate in replacement of Mr Herbert Barnard as of September 2017 
38 Appointed Member in replacement of Dr hab Elzbieta Gołąb as of December 2017 

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Slovak Republic 

Slovenia 

Spain 

Sweden 

United Kingdom 

European Parliament  

European Commission  

Iceland (EEA/EFTA) 

Liechtenstein (EEA/EFTA) 
Norway (EEA/EFTA) 

Annual Report of the Director 2017 

Dr Ján Mikas  
Ing Dagmar Nemethova 
Dr Mojca Gobec 
Ms Maja Sočan39  
Dr Elena Andradas Aragones 40  
Dr Maria Araceli Arce Arnáez 41 
Dr Johan Carlson  
Dr Mårten Kivi 
Ms Helen Shirley-Quirk42 
Dr Ailsa Wight 
Ms Zofija Mazej Kukovič 
Ms Maria Eleni Koppa 
Mr Antonio Fernando Correia de Campos 

Mr Martin Seychell  
Mr John F Ryan 
Ms Isabel de la Mata Barranco 
Mr Wolfgang Philipp43  
Ms Line Matthiessen-Guyader  
Ms Barbara Kerstiens 

Dr Sveinn Magnússon  
Ms Margrét Björnsdóttir 
Dr Marina Jamnicki Abegg 
Dr Karl-Olaf Wathne 
Mr Torstein Lindstad 

Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Member 
Alternate 

Member 
Member 
Alternate 
Alternate 
Member 
Alternate 

Member 
Alternate 
Member 
Member 
Alternate 

Members and Alternates of the ECDC Advisory Forum 

Austria 

Belgium 

Bulgaria 

Croatia  

Cyprus 

Czech Republic 

Denmark 

Estonia 

Finland 

France 

Germany 

Greece 

Hungary 

Professor Dr Petra Apfalter  
Professor Dr Franz Allerberger 
Professor Dr Herman Van Oyen  
Dr Sophie Quoilin  
Nomination pending 
Dr Radosveta Filipova 
Dr Sanja Kurečić Filipović  
Dr Aleksandar Šimunović  
Dr Linos Hadjihannas44  
Dr Ioanna Gregoriou 
Dr Jan Kynčl 
Dr Kateřina Fabiánová 
Dr Kåre Mølbak 
Dr Tyra Grove Krause 
Dr Kuulo Kutsar 
Dr Natalia Kerbo 
Dr Mika Salminen  
Dr Outi Lyytikäinen  
Dr Jean-Claude Desenclos 
Dr Bruno Coignard 
Dr Osamah Hamouda 
Dr Andreas Gilsdorf45  
Dr Sotirios Tsiodras 
Dr Agoritsa Baka 
Dr Ágnes Csohán46 
Ms Emese Szilágyi 

Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 

39 Appointed Alternate in replacement of Ms Marija Magajne as of October 2017 
40 Appointed Member in replacement of Dr José Javier Castrodeza Sanz as of February 2017 

41 Appointed Alternate in replacement of Dr Elena Andradas Aragones as of February 2017 
42 Member from January to August 2017, nomination pending 
43 Appointed Alternate in replacement of Mr Michael Huebel as of January 2017 

44 Appointed Member as of May 2017 in replacement of Dr Niki Paphitou 
45 Alternate from January to December 2017, nomination pending 
46 Member from January to May 2017, nomination pending 

115 

 
 
 
 
 
 
 
 
 
 
  
  
 
  
  
 
 
 
 
 
 
 
 
 
 
  
  
 
  
  
  
  
  
  
  
  
  
  
  
  
  
 
                                                                    
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Ireland 

Italy 

Latvia 

Lithuania 

Luxembourg 

Malta 

Netherlands 

Poland 

Portugal 

Romania 

Slovak Republic 

Slovenia 

Spain 

Sweden 

United Kingdom 

Observers 
Albania (Candidate Country) 
Iceland (EEA/EFTA) 

Liechtenstein (EEA/EFTA) 
Montenegro (candidate country) 
Norway (EEA/EFTA) 

Serbia (candidate country) 
The former Yugoslav Republic of Macedonia  
(candidate country) 
Turkey (candidate country) 
European Commission 
WHO Regional Office for Europe 

Dr Kevin Kelleher47 
Dr Derval Igoe  
Dr Silvia Declich  
Dr Giuseppe Ippolito 
Dr Jurijs Perevoščikovs 
Dr Irina Lucenko 
Dr Loreta Ašoklienė  
Ms Nerija Kuprevičienė 
Dr Isabel De La Fuente Garcia 
Nomination pending 
Dr Charmaine Gauci 
Dr Tanya Melillo Fenech 
Prof Dr Jaap van Dissel 
Dr Marianne van der Sande48 
Dr Malgorzata Sadkowska-Todys 
Dr Magdalena Rosińska 
Mr Carlos Matias Dias 
Dr Ana Maria Correia 
Dr Florin Popovici  
Dr Cristian Gheorghe Cristian Gheorghe 
Dr Mária Avdičová  
Professor Henrieta Hudečková 
Dr Irena Klavs  
Dr Marta Grgič-Vitek 
Dr Fernando Simón 
Dr Isabel Noguer 
Dr Anders Tegnell 
Dr Birgitta Lesko 
Dr Paul Cosford 
Nomination pending 

Pending nomination 
Dr Thorolfur Gudnason 
Dr Guðrún Sigmundsdóttir  
Dr Marina Jamnicki Abegg 
Dr Zoran Vratnica  
Dr Frode Forland 49  
Dr Hanne Nøkleby50  
Nomination pending 

Nomination pending 
MD Gamze Aktuna51 
Dr Frank Van Loock 
Dr Guénaël Rodier 
Mr Thomas Hofmann 

Non-governmental organisations 
Standing Committee of European Doctors  
Pharmaceutical Group of European Union  
European Public Health Association  
European Society of Clinical Microbiology and   Nomination pending 
Infectious Diseases 
European Patients' Forum 
European Federation of Allergy and Airways  
Diseases Patients' Associations 

Nomination pending 
Nomination pending  
Dr Aura Timen  

Ms Jana Petrenko 

Professor Anna Doboszyńska52  

Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 
Member 
Alternate 

Member 
Alternate 
Member 
Observer 
Member 
Alternate 

Observer 
Observer 
Observer 
Alternate 

Member 
Alternate 
Member 
Alternate 

Member 

Alternate 

47 Appointed Member as of April 2017 
48 Alternate from January to September 2017, nomination pending 

49 Appointed Member in replacement of Dr Hanne Nøkleby as of January 2017 
50 Appointed Alternate in replacement of Dr Frode Forland as of January 2017 
51 Appointed Member in replacement of Dr Canan Yilmaz as of November 2017 

52 Member from January to August 2017, pending nomination 

116 

 
 
 
 
 
 
 
 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
  
  
  
  
  
 
 
 
 
                                                                    
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Annual Report of the Director 2017 

ECDC Coordinating Competent Bodies 

In 2010, ECDC decided to strengthen and simplify its way of working with the Member States. A new process has 
been introduced in 2011 with the nomination of one national Coordinating Competent Body (CCB) in each of the 
EU/EEA Member State. 

Austria 

Belgium 

Bulgaria 

Croatia 

Cyprus 

Czech Republic 

Denmark 

Estonia 

Finland 

France 

Germany 

Greece 

Hungary 

Iceland 

Federal Ministry of Health 
Radetzkystrasse 2 
1031 Vienna 
http://www.bmg.gv.at 
+431711004637  

Scientific Institute of Public Health 
Rue Juliette Wytsman 14 
1050 Brussels 
http://www.wiv-isp.be  
+3226425111 

National Center of Infectious and Parasitic Diseases 
Yanko Sakazov Blvd. 26 
1504 Sofia 
http://www.ncipd.org  
+ 35929442875 

Croatian Institute of Public Health 
Rockefellerova 7 
10000 Zagreb 
http://www.hzjz.hr  
+38514683010 

Ministry of Health 
Directorate Medical and Public Health Services 
1 Prodromou  
1449 Nicosia 
http://www.moh.gov.cy  
+35722605650 

National Institute of Public Health 
Šrobárova 48 
10042 Prague 10 
http://www.szu.cz  
+420267082295 

Danish Health and Medicines Authority 
Axel Heides Gade 1 
2300 Copenhagen  
http://sundhedsstyrelsen.dk  
+4572227400 

Health Board 
Tartu road 85  
10115 Tallinn 
http://www.terviseamet.ee  
+3726943500 

National Institute for Health and Welfare 
Mannerheimintie 166 
00271 Helsinki 
http://www.thl.fi  
+358295246000 

French Public Health Agency 
12 rue du Val d'Osne 
94415 Saint-Maurice 
http://www.santepubliquefrance.fr 
+33141796700 

Robert Koch Institute 
Nordufer 20 
13353 Berlin 
http://www.rki.de  
+4930187540 

Hellenic Center for Disease Control and Prevention 
Agrafon Street 3-5 
15123 Marousi 
http://www.keelpno.gr  
+302105212870 

Deputy State Secretariat for Chief Medical Officer's Affairs  
Albert Flórián út 2-6 
1097 Budapest 
http://www.antsz.hu/ 
+3614761221 

Centre of Health Security and Communicable Disease Prevention 
Austurströnd 5 
170 Seltjarnarnes 
http://www.landlaeknir.is  
+3545101900 

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Health Protection Surveillance Centre 
25-27 Middle Gardiner Street 
Dublin 
http://www.hpsc.ie  
+35318765300 

Ministry of Health 
Via Giorgio Ribotta 5 
00144 Rome 
http://www.salute.gov.it  
+390659946115 

Centre for Disease Prevention and Control 
Duntes 22 
1005 Riga 
http://spkc.gov.lv 
+37167501590 

Principality of Liechtenstein 
Äulestrasse 51 
9490 Vaduz 
http://www.ag.llv.li 
+4232367334 

Ministry of Health 
Vilniaus 33 
01506 Vilnius 
http://www.sam.lt 
+37052661466 

Health Directorate 
Ministry of Health 
20, Rue De Bitbourg 
1273 Luxembourg 
http://www.ms.public.lu  
+35224785550 

Superintendence of Public Health 
Ministry for Energy and Health 
St Luke's Hospital, Pjazza San Luqa  
MRS9010 Pieta 
https://deputyprimeminister.gov.mt/en/sph/Pages/Superintendence-of-Public-
Health.aspx  
+35623266109 

National Institute for Public Health and the Environment 
Antonie van Leeuwenhoeklaan 9 
3720 BA Bilthoven 
http://www.rivm.nl 
+31302742767 

National Institute of Public Health 
PO BOX 4404 Nydalen 
0403 Oslo 
http://www.fhi.no  
+4721077000 

National Institute of Public Health – National Institute of Hygiene 
24 Chocimska Street 
00791 Warsaw 
http://www.pzh.gov.pl 
+48228497612 

Directorate General of Health 
Ministry of Health 
Alameda D. Afonso Henriques 45 
1049-005 Lisbon 
www.dgs.pt  
+351218430500 

National Institute of Public Health 
Dr Leonte Anastasievici 1-3, Sector 5 
050463 Bucharest 
http://www.insp.gov.ro/  
+40213183612 

Public Health Authority of the Slovak Republic 
Trnavská cesta 52 
82645 Bratislava 
http://www.uvzsr.sk  
+421244372906 

National Institute of Public Health 
Trubarjeva cesta 2 
1000 Ljubljana 
http://www.nijz.si  
+38612441400 

Ministry of Health, Social Services and Equality 
Paseo del Prado 18-20, 7 planta 
28071 Madrid 
http://www.msssi.es  
+34915962062 

Ireland 

Italy 

Latvia 

Liechtenstein 

Lithuania 

Luxembourg 

Malta 

Netherlands 

Norway 

Poland 

Portugal 

Romania 

Slovak Republic 

Slovenia 

Spain 

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Sweden 

United Kingdom 

Public Health Agency of Sweden 
Nobels väg 18 
17182 Solna 
http://folkhalsomyndigheten.se/ 
+46102052000 

Public Health England 
Colindale Avenue 61 
NW95EQ London 
https://www.gov.uk/government/organisations/public-health-england  
+442082004400 

Annual Report of the Director 2017 

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Annex 8. ECDC outputs published in 2017 

Risk assessments 

January  

Human infection with avian influenza A(H7N9) virus - fifth update 

Rapid risk assessment - Increase in Salmonella Stourbridge infections in Germany during 2016 - 1st update  

Outbreak of yellow fever in Brazil, 25 January 2017 

Risk assessment update: seasonal influenza, EU/EEA, 2016–2017  

February 

Rapid risk assessment update: Hepatitis A outbreaks in the EU/EEA mostly affecting men who have sex with men - 
1st update 

Re-emerging multi-country WGS-defined outbreak of Salmonella Enteritidis, MLVA type 2-12-7-3-2 and 2-14-7-3-2 

March 

Multidrug-resistant tuberculosis in migrants, multi-country cluster – second update, 27 March 2017 

Cluster of new Salmonella serotype cases with antigenic formula 11:z41:enz15 in four EU Member States 

Yellow fever among travellers returning from South America 

Genetic evolution of influenza A(H7N9) virus in China – implications for public health – sixth update, 9 March 2017 

Multi-country outbreak of Salmonella Enteritidis phage type 8, MLVA profile 2-9-7-3-2 and 2-9-6-3-2 infections – 
first update, 7 March 2017 

Ongoing outbreak of measles in Romania, risk of spread and epidemiological situation in EU/EEA countries 

April 

Outbreak of yellow fever in Brazil – first update, 13 April 2017 

Multidrug-resistant tuberculosis in migrants, multi-country cluster – third update, 13 April 2017 

Zika virus disease epidemic – tenth update, 4 April 2017 

May 

Risk related to the use of ‘do-it-yourself' CRISPR-associated gene engineering kit contaminated with pathogenic 
bacteria 

rapid risk assessment: Potential public health risks related to communicable diseases at the WorldPride festival in 
Madrid, 23 June–2 July 2017  

rapid risk assessment: Outbreak of Ebola virus disease in Bas Uele province, Democratic Republic of the Congo; 
8th update 

Rapid risk assessment: Hepatitis A outbreaks in the EU/EEA mostly affecting men who have sex with men, 2nd 
update 

Increase of cholera cases in the Horn of Africa and the Gulf of Aden – risk for EU/EEA citizens 

June 

Rapid risk assessment: Hepatitis A outbreak in the EU/EEA mostly affecting men who have sex with men, 3rd 
update 

Multi-country outbreak of new Salmonella enterica 11:z41:e,n,z15 infections associated with sesame seeds 

July 

Influenza A(H7N9) virus in China – implications for public health, 7th update, 3 July 2017 

Multi-country outbreak of Salmonella Enteritidis phage types 56 and 62, MLVA profile 2-11-3-3-2 and 2-12-3-3-2 
infections 

Cyclospora infections in European travellers returning from Mexico 

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August 

Annual Report of the Director 2017 

Public health risks related to communicable diseases during the Hajj 2017, Saudi Arabia, 30 August — 4 September 
2017 

Cluster of autochthonous chikungunya cases in France 

September 

Hurricane Irma: risk of communicable diseases in the affected countries 

Clusters of autochthonous chikungunya cases in Italy 

Multiple reports of locally-acquired malaria infections in the EU 

Increase of Legionnaires' disease in EU travellers returning from Dubai since October 2016 

October 

Outbreak of travel-associated Legionnaires' disease – Palmanova, Mallorca (Spain), September–October 2017 

Outbreak of pneumonic plague in Madagascar: recent introduction in the Seychelles 

Outbreak of plague in Madagascar, 2017 

Clusters of autochthonous chikungunya cases in Italy, first update  

December 

Multi-country outbreak of Salmonella Enteritidis infections linked to Polish eggs 

Multi-country outbreak of Listeria monocytogenes PCR serogroup IVb, MLST ST6 

Risk assessment for seasonal influenza, EU/EEA, 2017–2018 

Technical reports 

January 

The status of the HIV response in the European Union/European Economic Area, 2016 

February 

A literature review on community and institutional preparedness synergies 

Proposals for EU guidelines on the prudent use of antimicrobials in humans 

European Gonococcal Antimicrobial Surveillance Programme external quality assessment scheme for Neisseria 
gonorrhoeae antimicrobial susceptibility testing 

March 

Effectiveness and cost-effectiveness of antenatal screening for HIV, hepatitis B, syphilis and rubella susceptibility 

Antenatal screening approaches effective in preventing MTCT of HIV, HBV, syphilis and rubella in vulnerable 
populations 

April 

EU Laboratory Capability Monitoring System (EULabCap): report on 2015 survey of EU/EEA country capabilities and 
capacities 

Immunisation information systems in the EU and EEA – results of a survey on implementation and system 
characteristics 

Catalogue of interventions addressing vaccine hesitancy 

Economic evaluations of interventions to prevent healthcare-associated infections – literature review 

Monitoring implementation of the Dublin Declaration on partnership to fight HIV/AIDS in Europe and Central Asia: 
2017 progress report  

HIV and men who have sex with men, Continuum of HIV care, HIV testing, HIV and migrants, HIV treatment and 
care 

May 

Hepatitis B and C testing activities, needs, and priorities in the EU/EEA 

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June 

Vaccine-preventable diseases and immunisation: Core competencies 

Euro-GASP external quality assessment (EQA) scheme for Neisseria gonorrhoeae antimicrobial susceptibility testing 
2016 

A literature review of Training Needs Assessment (TRNA) methodology 

July  

Gap analysis on securing diphtheria diagnostic capacity antitoxin availability in the EU/EEA 

Seasonal influenza vaccination in Europe: vaccination recommendations and coverage rates in the EU Member 
States for eight influenza seasons, 2007–2008 to 2014–2015 

Utilising social media to support HIV/STI prevention: evidence to inform a handbook for public health programme 
managers 

September 

Assessment of infection control, hospital hygiene capacity and training needs in the European Union 

October  

Training needs assessment for EU/EEA countries: Assessment methodology and 2015 survey 

ECDC, EFSA and EMA Joint Scientiﬁc Opinion on a list of outcome indicators as regards surveillance of antimicrobial 
resistance and antimicrobial consumption in humans and food-producing animals 

Vector control with a focus on Aedes aegypti and Aedes albopictus mosquitoes - Literature review and analysis 

Public health emergency preparedness: Core competencies for EU Member States 

November 

Guide to revision of national pandemic influenza preparedness plans: Lessons learned from the 2009 A(H1N1) 
pandemic   

Technical documents 

January  

Catalogue of infection control and hospital hygiene courses in the European Union – 2016 

March 

ECDC study protocol for genomic-based surveillance of carbapenem-resistant and/or colistin-resistant 
Enterobacteriaceae at the EU level 

April  

European surveillance of Clostridium difficile infections – surveillance protocol version 2.3 

May 

Surveillance of surgical site infections and prevention indicators in European hospitals - HAISSI protocol  

Surveillance of healthcare-associated infections and prevention indicators in European intensive care units: HAI-Net 
ICU protocol, version 2.2  

August 

ECDC tool for the prioritisation of infectious disease threats   

Surveillance reports 

January  

Antimicrobial resistance surveillance in Europe 2015 

February 

The European Union summary report on antimicrobial resistance in zoonotic and indicator bacteria from humans, 
animals and food in 2015 

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March 

Tuberculosis surveillance and monitoring in Europe, 2017 

Molecular typing for surveillance of multi-drug resistant tuberculosis in the EU/EEA 

June 

Legionnaires’ disease in Europe, 2015 

July 

Hepatitis E in the EU/EEA, 2005–2015 

ECDC/EFSA/EMA second joint report on the integrated analysis of the consumption of antimicrobial agents and 
occurrence of antimicrobial resistance in bacteria from humans and food-producing animals 

August  

Gonococcal antimicrobial susceptibility surveillance in Europe, 2015 

October 

ECDC/EFSA joint report: Avian inﬂuenza overview October 2016–August 2017 

November 

HIV/AIDS surveillance in Europe 2017 - 2016 data 

Surveillance of antimicrobial resistance in Europe: 2017 

December 

The European Union summary report on trends and sources of zoonoses, zoonotic agents and food-borne 
outbreaks in 2016 

ECDC/EFSA joint report: Avian influenza overview September – November 2017 

Throughout the year 

Annual Epidemiological Report series on all diseases with an ECDC surveillance mandate 

Guidance reports 

July 

Utilising social media for HIV/STI prevention programmes among young people: a handbook for public health 
programme managers 

October 

Guidance for the management of suspected bubonic plague cases identified on aircraft and ships 

Guidance for healthcare workers on the use of personal protective equipment in the management of bubonic and 
pneumonic plague patients 

Guidance for the management of suspected pneumonic plague cases identified on aircraft and ships 

Brochure: Information for travellers to Madagascar 

December 

Effective use of digital platforms for HIV prevention among men who have sex with men in the European 
Union/European Economic Area: An introduction to the ECDC guides 

Use of smartphone application advertising for HIV prevention among men who have sex with men in the European 
Union/European Economic Area 

Use of YouTube for HIV prevention among men who have sex with men in the European Union/European 
Economic Area  

Use of Google AdWords for HIV prevention among men who have sex with men in the European Union/European 
Economic Area 

Use of online outreach for HIV prevention among men who have sex with men in the European Union/European 
Economic Area 

Use of Facebook for HIV prevention among men who have sex with men in the European Union/European 
Economic Area 

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Use of Twitter for HIV prevention among men who have sex with men in the European Union/European Economic 
Area 

Evidence briefs 

May 

Monitoring implementation of the Dublin Declaration on partnership to fight HIV/AIDS in Europe and Central Asia 

Impact of stigma and discrimination on access to HIV services in Europe, HIV and laws and policies in Europe 

Mission reports 

January 

Exploring opportunities for support in healthcare-associated infections (HAI) – Romania, 4–7 July 2016 

May 

Technical mission: HIV, STI and viral hepatitis in Bulgaria. 19-21 September 2016 and 14-15 November 2016 

November  

ECDC country visit to Luxembourg to discuss antimicrobial resistance issues 

December 

ECDC country visit to Italy to discuss antimicrobial resistance issues 

Corporate publications 

July 

Annual Report of the Director – 2016 

Achievements, challenges and major outputs 2016: highlights from the Annual Report of the Director 

October 

Evaluation of ECDC Ebola deployment in Guinea 

Scientific advice 

March 

Antenatal screening for HIV, hepatitis B, syphilis and rubella susceptibility in the EU/EEA – addressing the 
vulnerable populations 

May  

Systematic review on the diagnosis, treatment, care and prevention of tuberculosis in prison settings 

August 

Expert opinion on neuraminidase inhibitors for the prevention and treatment of influenza - review of recent 
systematic reviews and meta-analyses 

Zika virus and safety of substances of human origin: a guide for preparedness activities in Europe– first update   

September 

Expert opinion on rotavirus vaccination in infancy 

November 

Systematic review on active case finding of communicable diseases in prison settings 

December 

Expert opinion on the introduction of the meningococcal B (4CMenB) vaccine in the EU/EEA 

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Annual Report of the Director 2017 

Regular publications  

Influenza virus characterisation, summary Europe (four issues in 2017) 

Measles and rubella monitoring (10 issues in 2017) 

Communicable disease threats report (49 issues in 2017)  

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Annex 9. Exceptional negotiated procedures 
conducted in 2017  

Reference 

Title 

NP/2017/OCS/9247 

NP/2017/DIR/6567 

WHONET support for 
EARS-Net participants 

ECDC lunch workshop 
session, European 
Health Forum Gastein 
2017 

Type of procedure 
RAP art. 134(1) 
(b) 

Amount 

Contractor 

Contract reference 

120 000  Sustainable Health Services 

ECDC/2017/017 

Ltd. 

(b) 

20 000  European Health Forum 

ECD.7413 

Gastein 

126 

 
 
 
 
 
 
 
 
 
 
 
 
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by	contacting	the	Europe	Direct	service	(http://europa.eu/europedirect/index_en.htm)	or 
calling 00 800 6 7 8 9 10 11 (freephone number from anywhere in the EU) (*).

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