Single programming document 2019-2021.
Date: 2019-11-22
Institutions: European Union Agency for Railways
Subjects: European Union Agency for Railways, administration of the Institutions, common transport policy, rail transport, transport authorisation, transport safety, vehicle on rails

Single Programming 
Document
2019-2021

  | I

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Contents

  Foreword ��������������������������������������������������������������������������������������������������������������������������� 3

  List of acronyms ��������������������������������������������������������������������������������������������������������������� 4

  Mission statement ����������������������������������������������������������������������������������������������������������� 5

  Section I — General context ����������������������������������������������������������������������������������������� 8

  Section 2 — Multi-annual programming 2019-2021 ��������������������������������������������� 12
1.  Structure of the multi-annual programme 2019-2021 ............................................................12
2.  Content of the multi-annual programme 2019-2021 ..............................................................14
3.  Resources outlook 2019-2021 .................................................................................................................19

  Section 3 — Annual Work programme 2019 ����������������������������������������������������������� 22
1.  Activity 1 Contributing to shaping target and global reference .......................................24
2.  Activity 2 Developing the harmonised regulatory SERA technical framework ........29
3. 

 Activity 3 Implementing the harmonised regulatory SERA technical 
framework (under 4 RP) ...............................................................................................................................33
4.  Activity 4 Monitoring, evaluating and reporting .........................................................................38
5.  Activity 5 Delivering efficient and effective services ................................................................42

  Annexes ��������������������������������������������������������������������������������������������������������������������������� 47
Annex I: Resource allocation .............................................................................................................................48
Annex II: Financial Resources 2019-2021 ..................................................................................................49
Annex III: Human Resources 2019-2021 ....................................................................................................53
Annex IV .........................................................................................................................................................................55
Annex V: Buildings ...................................................................................................................................................65
Annex VI: Privileges and immunities ............................................................................................................66
Annex VII: Risks 2019 ..............................................................................................................................................67
Annex VIII: Procurement plan 2019 ...............................................................................................................76
Annex IX: Organisation chart ............................................................................................................................77

CONTENTS | 1

Foreword

The European Union Agency for Railways has entered a new era, with a fully-fledged 
package of tasks, involving the continuation of the progress with safety and interopera-
bility, while starting its role of EU-wide authority for vehicle authorisations, single safety 
certificates and ERTMS trackside approvals.

The following are key for the proposed multi-annual (2019-2021) and annual (2019) pro-
gramming document:

(1)  The 2019-2021 programming period has a significant importance for the Agency, as 
it involves the transition towards incorporating the new tasks in addition to the 
regular tasks in the field of railway safety and interoperability. For several topic areas, 
the need to build multi-annual roadmaps has been identified in coordination with the 
European Commission.

(2)  while the Agency is finalising all the necessary preparatory steps for the new role, 
the transition remains marked by a degree of uncertainty as regards the transposition 
of  the  legal  provisions  by  the  Members  States  by  June  2019,  also  considering  their 
legal possibility to decide to transpose in June 2020.

(3)  For the Agency, this has important consequences in the context of the planning of its 
activities, human and financial resources, in particular for the years 2019 and 2020.
(4)  Success will be based upon an integrated Plan-Do-Check-Act cycle. The Agency has 
therefore set the structure of its activities and multi-annual objectives based on this 
cycle, with the aim of ensuring an increased effectiveness and efficiency of its work 
programme.

(5)  In order to balance this with possible actual variations, the Agency has designed an 
agile system of managing its work and resources, based on a prioritization process. 
Thus,  should  the  actual  requests  for  vehicle  authorisations,  single  safety  certificates 
and trackside approvals not be in line with the assumptions, the Agency is ready to 
activate a mechanism of reprioritisation.

(6)  For 2019, significant effort has been put by the Agency for prioritising its work and out-
puts in order to cope with a limited budget compared to the needs, considering the 
package of new tasks envisaged for the Agency compared to the past years (delivery 
of the 4th Railway Package; monitoring of NSAs; of NoBos; One Stop Shop, including 
interfaces with ERATV and ERADIS; the European Vehicle Register etc.). The proposed 
work programme reflects the result of the prioritisation exercise and lists all the priority 
outputs which fit into the budget and the human resources envelope for the year.
(7)  In addition to the 4th Railway Package related tasks, in 2019 the Agency will continue 
its  work  for  the  cleaning  up  of  national  technical  and  operational  rules,  will  ensure 
the maintenance of TSIs according to prioritised needs, will further support the route 
compatibility  check  through  the  necessary  parameters  in  RINF  and  will  ensure  the 
necessary interfaces between OSS, ERADIS and ERATV. Moreover, it will start its moni-
toring activities for NSAs and NoBos.

(8)  Certain  valuable  projects  which  could  not  fit  in  the  resource  envelope  are  kept  in 
a reserve list, which may be activated during the year, if the intensity of requests for 
the  4th  Railway  Package  tasks  is  lower  than  assumed  (e.g.  NIB  peer  review  funding; 
preparing the CSM for assessing the safety level and the safety performance of rail-
way operators at national and Union level - Common Occurrence Reporting; certain 
streams of the work in international relations; the study on 5G in the context of ERTMS; 
UN legal work for the European Commission; the full development of the Single Rules 
Database etc.).

The  Agency  will  continue  to  work  closely  with  its  staff  and  stakeholders  in  order  to 
ensure the successful implementation of this challenging multi-annual programme.

Josef Doppelbauer 
Executive Director

FOREwORD | 3

List of acronyms

Fourth Railway Package
Automatic Train Operation
Board of Appeal
Change Control Management
Control Command and Signalling
Common Occurrence Reporting
Common Safety Indicators
Common Safety Methods
Common Safety Targets
Common User Interface

4RP
ATO
BoA
CCM
CCS
COR
CSIs
CSMs
CSTs
CUI
DG MOVE Directorate-General for Mobility and Transport
DG NEAR
EC

Directorate-General for Neighbourhood and Enlargement Negotiations
European Commission

EB

EU

ECM
ECVVR
ERADIS
ERATV
ERTMS
ETCS
EVR
GSM R
HOF
IM
IMS
INEA
IoA
IPA
KPI
MB
MS
NIBs
NSAs
NTRs
NVR
OSJD
OSS
OTIF
PRM
RASCOP
RDD
RFC
RISC
RINF
RST
RU
SAIT
SERA
SMS
UfM
TSI
VKM

Executive Board

European Union

Entity in Charge of Maintenance
European Centralised Virtual Vehicle Register
ERA Database on Interoperability and Safety
European Register of Authorised Types of Vehicles
European Rail Traffic Management System
European Train Control System
European Vehicle Register
Global System for Mobile Communications (Railway)
Human and Organisational Factors
Infrastructure Manager
Integrated Management System
The Innovation and Networks Executive Agency
Inventory of Assets
Instrument for Pre-accession Assistance
Key Performance Indicator
Management Board
Member State
National Investigation Bodies
National Safety Authorities
National Technical Rules
National Vehicle Register
Organisation for Cooperation of Railways
One Stop Shop
Organisation for International Carriage by Rail
Persons with reduced mobility
Rail Standardisation Coordination Platform
Reference Document Database
Rail Freight Corridors
Railway Interoperability and Safety Committee
Register of Infrastructures
Rolling stock
Railway Undertakings
Safety Alert IT tool
Single European railway area
Safety Management System
Union for the Mediterranean
Technical Specifications for Interoperability
Vehicle Keeper Marking

4 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Mission statement

The Agency contributes to the further development and effective functioning of a single 
European railway area without frontiers, by guaranteeing a high level of railway safety 
and  interoperability,  while  improving  the  competitive  position  of  the  railway  sector, 
as envisaged by the Agency Regulation 2016/796. In particular, the Agency shall con-
tribute, on technical matters, to the implementation of Union legislation by developing 
a common approach to safety on the Union rail system and by enhancing the level of 
interoperability on the Union rail system. Further objectives of the Agency shall be to fol-
low the reduction of national railway rules in order to support the performance of national 
authorities acting in the fields of railway safety and interoperability and to promote the 
optimisation of procedures.

with the entry into force of the Fourth Railway Package technical pillar, the role of the 
Agency  is  substantially  extended.  As  of  16  June  2019,  the  Agency  will  become  the  EU 
authority responsible for issuing authorisations for placing railway vehicles on the market, 
single safety certificates for railway undertakings and ERTMS trackside approvals.

Our mission is “to make the railway system work better for society”. To foster its mission, 
the Agency relies on a set of core values related to:

Stakeholder Focus
Ethical Values Commitment
Legal Compliance
Staff involvement and development
Everybody’s Commitment to Quality

 ʯ
 ʯ
 ʯ
 ʯ
 ʯ
 ʯ Continuous Improvement
 ʯ Business Continuity
 ʯ
Information Governance
 ʯ A Culture of Sustainability

Through  its  mission  and  actions,  ERA  is  committed  and  contributes  to  the  EU  2020 
agenda and the areas of action related to competitiveness, digital agenda and, indirectly, 
to the ones related to climate change, by promoting a “green” mode of transport (1).

(1)  EU Agencies Study, Deloitte, November 2016

MISSION STATEMENT | 5

6 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Section I —  
General context

MISSION STATEMENT | 7

Section I — 
General context

The  2019-2021  programming  period  has  a  significant  importance  for  the  Agency,  as  it 
involves the transition towards becoming the EU-wide authority for safety certification, 
vehicle authorisation and ERTMS trackside approval, as foreseen in the Technical Pillar of 
the Fourth Railway Package, in addition to the traditional tasks in the field of railway safety 
and  interoperability. The  new  legal  instruments  and  structures  envisaged  to  complete 
the technical pillar’s legislative framework are now in place, most notably: the practical 
arrangements on vehicle authorisations, and on safety certificates, a scheme for fees and 
charges, a Board of Appeal and its rules of procedure, as well as the common safety meth-
ods. Moreover, the set of reviewed technical specifications for interoperability is planned 
to  be  adopted  in  the  beginning  of  2019. The  One  Stop  Shop  application  is  still  under 
development and scheduled to be available in the first half of 2019.

This transition is marked by a degree of uncertainty as regards the transposition of the 
legal provisions by the Members States by June 2019, also considering their legal possi-
bility to ask for an extended transposition by one year. This may mean varying workload 
for the Agency, with the probability to have limited number of applications followed by 
peaks of requests in the next periods. In its new role of EU-wide authority, the Agency will 
anyway have to be ready to respond within legal deadlines to the applications received 
for  safety  certificates,  vehicle  authorisations  and  ERTMS  trackside  approvals,  while  con-
tinuing its work for ensuring a high level of railway safety and interoperability in the EU. 
Further information will be formally available in December 2019, based on Member States’ 
notifications to the European Commission. Based on this, the Agency will be able to refine 
its estimates regarding the workload, as well as regarding the expected fees and charges.

Taking  into  consideration  the  above-mentioned  uncertainties,  the  Agency  has  put  in 
place an agile system of managing its work and resources, based on a prioritization pro-
cess and associated contingency criteria. For 2019, significant effort has been put by 
the Agency for prioritising its work and outputs in order to cope with a limited budget 
compared to the needs, considering the package of new tasks envisaged for the Agency 
compared to the past years (delivery of the 4th Railway Package; monitoring of NSAs; of 
NoBos; One Stop Shop, including interfaces with ERATV, EVR and ERADIS; the European 
Vehicle Register etc.). Moreover, the budget estimated for the One Stop Shop in 2019 was 
not approved in the financial envelope. The proposed work programme reflects the result 
of the prioritisation exercise and lists all the priority outputs which fit into the budget and 
the human resources envelope for the year.

Certain valuable projects which could not fit in the resource envelope are kept in a reserve 
list, which may be activated during the year, depending on the intensity of requests for 
the  4th  Railway  Package  tasks. This  may  require  regular  revision  cycles  of  the  work  pro-
gramme in order to reflect the actual needs for the 4th Railway Package activities during 
the year and free resources, if the case, for additional outputs from the reserve list (e.g. 
NIB peer review funding, preparing the CSM for Common Occurrence Reporting, certain 
streams of the work in international relations, the study on 5G in the context of ERTMS, UN 
legal work for the European Commission, the full development of the Single Rules Data-
base, of the PRM TSI Inventory of Assets and of SAIT etc.).

8 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Moreover, in order to cope with the budget limitations, the Agency envisages a set of solu-
tions, such as: providing reimbursements to participants only for the Management Board 
meetings and for a couple of specific cases such as the persons with reduced mobility 
attending the PRM TSI work; ceasing the translations for the NIB and NSA annual reports; 
issuing the work programme and the annual activity report only in electronic format. The 
Agency draws attention on the fact that in 2019 and 2020, there is the risk that not enough 
SSC and VA projects will have been started to cover the costs for the staff envisaged to be 
covered from fees and charges (9 temporary agents and 3 contract agents). In such situa-
tion, support from the European Commission will be requested to cover the budget gap.

SECTION I —GENERAL CONTEXT  | 9

Section 2 —  
Multi-annual programming 
2019-2021

SECTION I —GENERAL CONTEXT  | 11

Section 2 —  
Multi-annual programming 
2019-2021

1� 

Structure of the multi-annual programme 
2019-2021

The new structure of Agency’s multi-annual activities, organised according to the Plan-
Do-Check-Act cycle, is likely to support the above-mentioned agile approach:

 ʯ Activity 1 – Contributing to shaping target and global reference
 ʯ Activity 2 – Developing the harmonised regulatory SERA technical framework
 ʯ Activity 3 – Implementing the harmonised regulatory SERA framework (under 4RP)
 ʯ Activity 4 – Monitoring, evaluating and reporting
 ʯ Activity 5 – Delivering efficient and effective services

The  Agency  envisages  to  keep  this  structure  of  activities  rather  stable  over  the  next 
multi-annual cycle. Such structure is primarily designed to ensure improved effectiveness 
and efficiency of the Agency work programme and is agnostic towards the organigram 
of the Agency. In fact, a matrix organisation is ensured between the organigram and the 
work programme structure.

1. Shaping target 
and global 
reference

4. Monitoring, 
evaluation, 
reporting

2. Developing 
harmonised
regulatory SERA 
framework

3. Implementing 
harmonized 
regulatory SERA 
framework

5. Eﬃcient and eﬀective services

Each of the 5 activities is subdivided into objectives, with a total of 23 objectives, which 
are also envisaged to remain stable on a multi-annual basis. The overview of the 23 SPD 
objectives is included in the following table.

12 | SINGLE PROGRAMMING DOCUMENT 2019-2021

 
Activity 1 – 
Contributing to 
shaping target and 
global reference

Activity 2 – 
Developing the 
harmonised 
regulatory SERA 
technical framework

Activity 3 – 
Implementing 
the harmonised 
regulatory SERA 
technical framework 
(under 4RP)

1.1

Strengthening 
global 
cooperation in rail

2.1 Harmonised 

3.1

Railway Operations 
and Management 
Systems

Ensuring the 
coordination 
of the Fourth 
Railway Package 
implementation

Activity 4 – 
Monitoring, 
evaluating and 
reporting

Activity 5 – Delivering 
efficient and effective 
services

4.1 Collect and analyse 
evidence for 
decision making

5.1

Ensure good 
corporate 
governance

1.2

Strategic 
Development

2.2 Harmonised 
technical 
specifications 
(fixed installations 
and vehicles)

3.2

Issuing Single 
Safety Certificates

4.2 Monitoring

5.2

Ensuring sound 
management of the 
Agency’s human 
and financial 
resources and 
building facilities

1.3

Enhancing 
Railway Safety 
through positive 
safety culture 
and integration 
of human and 
organisational 
factors

1.4

Implementing the 
EU Med Rail Project

2.3 Harmonised Train 

3.3

Control System 
and telematics 
(communications, 
signalling, ERTMS 
system authority, 
telematics system 
authority)

2.4 Disseminating and 
Training to support 
implementation of 
the EU framework

4.3

Issuing Vehicle 
Autorisation, 
including 
ERTMS on-board 
assessments

Identifying research 
needs for the Target 
Rail System and 
supporting partner 
organisations 
in research and 
innovation

5.3

Supporting business 
delivery through IT 
systems.

3.4

Issuing ERTMS 
trackside approvals

4.4

Reporting on the 
Railway System

1.5

Implementing the 
IPA Project

3.5

Railway System 
Data

5.4

5.5

Communicating 
effectively through 
website and social 
media

Ensuring efficient 
and effective 
communication 
(internal and 
corporate)

SECTION 2 —  MULTI-ANNUAL PROGRAMMING 2019-2021 | 13

2�  Content of the multi-annual programme 

2019-2021

Activity 1 - Contributing to shaping target reference and global 
reference for the EU rail system

 ʯ Objective 1�1 Strengthening global cooperation in rail

For the period 2019-2021, the Agency shall support the European Commission’s interna-
tional strategy. For that, the Agency identified the need to set up and implement, in coor-
dination with the EC, a roadmap for engagement in the global development of regulations 
and standards. The benefits of making the EU railway standards a global reference will be 
analysed in the context of such a multi-annual planning. Moreover, in the framework of 
this objective, the Agency is interested to foster a structured approach to the clarification, 
simplification and evolution of the existing EU railway framework (incl. common positions), 
in coordination with the EC. In order to cope with the budget constraints for 2019 and until 
the multi-annual roadmap is agreed with the EC, the Agency will limit some streams of the 
international work.

The Agency will continue to support the strengthening of cooperation at a European level 
through  the  work  of  the  networks  that  involve  partner  organisations  and  coordination 
meetings with various certification bodies. The Agency will support the use of the Joint 
Network Secretariat as a mechanism to allow the interested parties to find the best solution.

 ʯ Objective 1�2 Strategic Development

The Agency, together with the European Commission, have identified the need for build-
ing multi-annual roadmaps on several topics, including but not limited to: global coop-
eration;  further  improvement  of  the  railway  technical  system  specifications,  based  on 
identified needs and issues, including the coordination between the TSIs revisions cycle 
and the standards revision cycle; the strategic coordination with the EC and Shift2Rail in 
the field of research and innovation; railway data and information management etc. These 
roadmaps are likely to strengthen the multi-annual view from the incoming programming 
documents of the Agency.

The Agency will contribute to requests of the EC in the development of the strategic pro-
gramming of new areas/interventions, taking into account the upcoming challenges (e.g. 
multimodality, digitalization incl. the expected migration from trackside functions towards 
on-board functions).

 ʯ Objective 1�3 Enhancing Railway Safety through positive safety culture and inte-

gration of human and organisational factors

In order to continuously improve railway safety across Europe in a smart way, there is a need 
to  consider  both  rules-based  and  behaviour-based  safety.  Promoting  the  integration  of 
human and organisational factors expertise early in the design stage is key, to systemati-
cally share lessons learned from accidents and to develop a just culture. In coming years 
all players will need to understand and adapt to new responsibilities, in particular linked to 
the gradual automation of human functions and its associated risks. To achieve this “smart 
safety” though there needs to be a sound understanding of risk management, the proper 
deployment of safety management systems and sound data to allow for better informed 
decision making. Due to budget constraints in 2019, the Agency will address the use of 
safety operational data, including COR, as part of a multi-annual roadmap.

 ʯ Objective 1�4 Implementing the EUMedRail Project and 1�5 Implementing the IPA 

Project

The Agency will continue with both the long-standing IPA initiative to support safe and 
interoperable railway transport in and between the Accession States and the EUMEDRail 
project financed by DG NEAR to support safe and interoperable railway transport in and 
between the EC neighbourhood of the South Mediterranean region.

14 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Activity 2 - Developing the harmonised regulatory SERA 
technical framework

 ʯ Objective 2�1 Harmonised Railway Operations and Management Systems

The removal of existing operational barriers will focus on avoiding time losses at cross-bor-
der sections caused by different national operating and safety rules, and on further reducing 
training costs for cross-border operating staff by optimising the operational communication 
and processes, including the work on the issues log of the Railway Freight Corridors.

The Agency will continue to contribute to the risk management stream of work, including 
the risk assessment methodologies for the transport of dangerous goods, as well as to the 
stream of work on inspection, maintenance and repair of rolling stock through an accred-
itation scheme for ECMs. The future work on ECMs will be led by the final text of the ECM 
Regulation.

 ʯ Objective 2�2 Harmonised Technical Specifications (fixed installations and vehicles)

Overall, the Agency acts as the reference point for all EU railway technical specifications (in 
partnership with EU standardisation organisations) and is becoming the reference point for 
EU-wide authorisation processes of railway vehicles. with a substantial package of TSIs revi-
sions planned for January 2019, targeted at ensuring the consistency with the provisions of 
the 4th Railway Package, the TSIs are entering an era of stability. The maintenance of the TSIs 
will be governed through the change control management process, which will also entail 
a prioritization of the change requests, depending on the magnitude of the issues to be 
solved and the added value for the stakeholders.

The focus on the cleaning up of the national technical rules, in particular of the vehicle-re-
lated ones, but also those for fixed installations which risk to detrimentally impact the suc-
cessful implementation of the 4th Railway Package, remains key for the Agency.

 ʯ Objective 2�3 Harmonised Train Control System and telematics (communications, 

signalling, ERTMS system authority, telematics system authority)

The Agency will continue to support with its technical expertise the implementation of the 
relevant steps from the EC Staff working Document “Delivering an effective and interop-
erable  ERTMS  –  the  way  ahead”,  while  relying  on  the  commitments  from  the  Memoran-
dum  of  Understanding  on  ERTMS  (2016)  and  benefiting  from  the  support  of  the  ERTMS 
Platform  stakeholders. The  benefits  from  the  identified  game  changers  (ATO,  L3,  braking 
performance, security, etc.) will be leveraged respecting the key principles of compatibility 
and protection of investments.

In the field of railway communications, the Agency will develop the roadmap enabling ETCS 
communications on IP based radio technologies, and on the consolidation of the require-
ments for the evolution of voice radio in view of the planned GSM-R life expectancy, aim-
ing at the definition of the new radio communication systems which includes a functional, 
technology, spectrum and migration work stream.

The TSIs on telematics applications (TAP and TAF TSIs) are addressing issues related to rail-
way customers, aiming at harmonizing the exchange of information between actors.

 ʯ Objective 2�4 Disseminating and Training to support implementation of the EU 

framework

The  main  expected  outcome  is  to  support  the  harmonized  implementation  of  the  EU 
framework and to strengthen the level of awareness through dissemination and training 
activities. with  the  significant  changes  brought  by  the  4th  Railway  Package,  there  will  be 
a  need  to  disseminate  the  requirements  and  processes  linked  to  Safety  Certification  and 
Vehicle Authorisation. Experience from previous legislative changes indicates that this dis-
semination framework will need to continue for a number of years to ensure it is widely 
understood and applied. To this end, the Agency will start in 2019 the setting up of the ERA 
Academy for dissemination and training purposes.

SECTION 2 — MULTI-ANNUAL PROGRAMMING 2019-2021  | 15

Activity 3 - Implementing the harmonised regulatory SERA 
technical framework (under 4RP)

 ʯ Objective 3�1 Ensuring the coordination of the Fourth Railway Package 

implementation

Conforming to the technical pillar of the Fourth Railway Package, the Agency will be the 
sole body responsible for issuing multi-Member State vehicle authorisations and safety 
certificates  across  the  whole  EU  and  approving  ERTMS  trackside. The  new  legal  instru-
ments and structures envisaged to complete the technical pillar’s legislative framework 
are  now  in  place,  most  notably:  the  practical  arrangements  on  vehicle  authorisations, 
on  safety  certificates,  the  recommendation  on  ERTMS  trackside  approval,  a  scheme  for 
fees and charges, a Board of Appeal and its rules of procedure, as well as the common 
safety methods. Moreover, the set of reviewed technical specifications for interoperability 
is planned to be adopted in the beginning of 2019. The One Stop Shop application is still 
under development and scheduled to be available in the first half of 2019.

For 2019, this will focus on delivering the technical programme for SSC and VA Training 
(first round of training modules, while the following rounds of training will be transferred 
to the ERA Academy); the continuation of learning cases; the negotiation of the cooper-
ation agreements with the NSAs; the finalization of OSS development; the establishment 
of the Board of Appeal and the setting up of the business helpdesk. Once the preparation 
phase is closed in 2019, this objective will ensure the effective maintenance of the neces-
sary processes and tool for the delivery of the 4th Railway Package Tasks (revision of guides 
and procedures; OSS releases, business helpdesk).

 ʯ Objective 3�2 Issuing Single Safety Certificates

The Agency will issue Single Safety Certificates from 16 June 2019, as part of its role of 
EU-wise authority, enforced by the 4th Railway Package. Single Safety Certificates will be 
managed using the Agency’s One Stop Shop IT system.

 ʯ Objective 3�3 Issuing Vehicle Authorisations, including ERTMS on-board 

assessments

with the Fourth Railway Package in force, the Agency will issue all multi-Member State 
vehicle  authorisations  and,  on  request  from  applicants,  national  vehicle  authorisations. 
All vehicle authorisations will be managed using the Agency’s One Stop Shop IT system.

 ʯ Objective 3�4 Issuing ERTMS trackside approvals

The  Agency  is  the  system  authority  for  the  harmonised  ERTMS  specifications  and  for 
their coherent implementation in the railway system. Its role in vehicle authorisation and 
ERTMS trackside approval allows a strengthened leadership in the efficient application of 
the framework and of the standards.

Common remark for Objectives 3�2-3�3-3�4: The uncertainty related to the rate of trans-
position  in  2019  and  2020,  respectively,  and  therefore  the  unpredictable  number  and 
complexity of applications raises the need for ERA to have an agile work programme and 
allocation of resources.

 ʯ Objective 3�5 Railway system data

The Agency strives, with a multi-annual perspective, for providing timely and quality data 
for identified use cases (internal and external) e.g. to facilitate route compatibility testing, 
authorization processes, planning and operational purposes and to monitor the imple-
mentation of SERA. In 2019 particular attention will be given to updating RINF in accor-
dance to specifications for route compatibility check, updating ERATV for alignment with 
4RP requirements, ensuring the OSS –ERADIS interface for SSC and enabling the new ECM 
certificate structure in ERADIS. The Single Rules Database will be addressed in a multi-an-
nual perspective, given the limited resources for 2019. Depending on the availability of 
resources, the work on the PRM TSI Inventory of Assets (IoA) may continue.

16 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Activity 4 - Monitoring, evaluating and reporting

 ʯ Objective 4�1 Collect and analyse evidence for decision making

The Agency carries out economic evaluations (ex-ante impact assessment, ex-post evalu-
ations) as a feature common to all activities of the Agency in order to avoid any decrease 
of the competitiveness of railway transportation, and in order to provide decision-makers 
with a fair estimate of the effects of Agency recommendations.

 ʯ Objective 4�2 Monitoring

The  Agency’s  monitoring  activities  are  aimed  at  contributing  to  improving  overall  EU 
safety and interoperability by increasing quality of and the trust in the work performed 
by  NSAs,  NIBs,  NoBos  and  recognised  assessment  bodies  for  an  effective  and  efficient 
implementation of the 4RP provisions. Following the piloting of the scheme to monitor 
National Safety Authorities in 2018, the years 2019 – 2021 will see the scheme running at 
full operation. However, due to limited budgetary resources in 2019, the Agency asks the 
Management Board to endorse a targeted monitoring activity for the NSAs, focused on 
the priority needs from the perspective of the 4th Railway Package (supervision and com-
petence management framework).

In order to increase the trust in the work performed by NoBos and in the certification pro-
cedure as a whole, the Agency has already developed a set of harmonised requirements 
for conformity assessment bodies (applicable within both accreditation and recognition 
environment) and a proposal for an EU harmonised monitoring system for notified confor-
mity assessment bodies, which will start to be implemented in 2019.

The  Agency  will  perform  qualitative  analyses  of  the  NIB  accident  investigation  reports 
in order to extract meaningful conclusions. To the extent to which the limited resources 
allow, the Agency will continue to take part, as observer, to the peer review activities for 
NIBs and CSM Risk Assessment Recognition bodies. However, for 2019, due to the budget 
constraints, the Agency will not be able to fund the NIB peer review.

 ʯ Objective 4�3 Identifying research needs for the target rail system and support-

ing the partner organisations in research and innovation

The Agency contributes to railway research activities at the Commission’s request or on 
its  own  initiative.  It  supports  the  Commission  services,  representative  bodies  and  the 
Shift2Rail Joint Undertaking with railway expertise and contributes to the definition and 
implementation of the Shift2Rail Master Plan by: proposing possible amendments to the 
Shift2Rail Master Plan and to the annual work plans, in particular to ensure that research 
needs relating to the realisation of the Single European Railway Area are covered; propos-
ing,  after  consultation  with  the  stakeholders,  guidelines  for  research  and  development 
activities leading to technical standards with a view to guaranteeing the interoperability 
and  safety  of  results;  reviewing  the  common  developments  for  the  future  system  and 
contributing to defining target systems in regulatory requirements, and reviewing project 
activities and results with a view to ascertaining their relevance to the Shift2Rail general 
objectives and to guaranteeing the interoperability and safety of research results.

 ʯ Objective 4�4 Reporting on the Railway System

The Agency is monitoring the progress on railway interoperability and safety. Priority in 
2019 will be given to providing an annual overview for the Report in Railway Interopera-
bility and Safety (to be issued in 2020) and the annual assessment of achievement of safety 
targets (CSTs assessment report). In a multi-annual perspective, the Agency will explore 
the requirements for a tool that can provide an overview of the safety and interoperability 
level of the Union rail system in accordance with Article 35(6) of the Agency Regulation. 
Moreover, the multi-annual planning can also incorporate the further development of the 
Railway System Data Inventory.

SECTION 2 — MULTI-ANNUAL PROGRAMMING 2019-2021  | 17

Activity 5 - Delivering efficient and effective services

 ʯ Objective 5�1 Ensure good corporate governance

This activity covers overall corporate governance including: the Agency’s legal and account-
ing activities, the internal control coordination and ethics function, the business planning 
and reporting, the support for the Management and Executive Board, the process-based 
Integrated Management System (ISO 9001:2015 certified in June 2017) supporting Agency’s 
operations while maintaining quality standards, as well as the information security activities.

 ʯ Objective 5�2 Ensuring sound management of the Agency’s human and financial 

resources and building facilities

The  main  focus  of  the  specific  objective  is  to  ensure  a  an  effective  management  of  the 
Agency’s needs linked to the additional tasks of the Fourth Railway Package and its impact 
on human and financial resources and building facilities.

 ʯ Objective 5�3 Supporting business delivery through IT-systems

The  Agency  will  continue  to  develop  and  maintain  core  business  applications  and  infra-
structures for the benefit of the Agency’s stakeholders. It also ensures ICT business continu-
ity, disaster recovery and support to users of systems and services.

 ʯ Objective 5�4 Communicating effectively through website and social media

The Agency has updated its website in 2018 and will continue to maintain its website and 
develop further its social media means. The need to consolidate our presence on the web, 
by stabilizing and improving the new website (and contents) and increase our social media 
participation become increasingly important.

To all this, a proper management of the stakeholders (via the SRM tool) can contribute by 
increasing the number of website visitors.

 ʯ Objective  5�5  Ensuring  efficient  and  effective  communication  (internal  and 

corporate)

The Agency will develop the necessary communication management linked to the imple-
mentation of the 4th Railway Package and continue to organise the necessary conferences 
for its main activities (e.g. CCRCC Conference). The Agency has limited its communication to 
fit into the budget constraints in 2019.

18 | SINGLE PROGRAMMING DOCUMENT 2019-2021

3� 

Resources outlook 2019-2021

The following tables give a high level overview of the resource needs (financial resources 
and human resources) for the period 2019-2020.

The details are included in Annexes 1, 2 and 3 to the present document.

The budget figures in the following table are indicative until the budget will be formally 
adopted by the Budget Authority.

Expenditure*

EU contribution**

EFTA contribution

Fees and charges***

FTEs

TAs

CAs****

SNEs

2019

27,139,347

26,500,000

639,347

pm

190

148

38

4

2020

28,139,347

27,489,347

650,000

pm

188

148

36

4

2021

28,139,347

27,489,347

650,000

pm

188

148

36

4

* 

** 

The Agency draws attention that the cost of the activities created under the 4th Railway Package 
were not properly factored in the MFF. In order to cover this expenditure, the Agency will deprioritise 
other categories of expenditure in 2019. For 2020 and 2021, it is crucial that this amount be covered 
in the budget.
The amount for 2020 is higher than the one envisaged. This is needed to cover the maintenance 
costs for OSS, as well as the costs for the entire package of new tasks compared to the past (NSA 
monitoring, NoBo monitoring, EVR, interface OSS-ERADIS, OSS-EVR and OSS-ERATV etc.). In 2019 an 
effort was made to fit in the envelope of the EU contribution of 26.5 mill € by deprioritizing some of 
the other expenditure. This effort is not sustainable for 2020.

***  Given the uncertainty on transposition by Member States in 2019 and 2020, respectively, as well as 
the uncertainty as regards the volume and timing of work for VA, SSC and ERTMS trackside approval 
requests, the Agency is not in the position to give an estimate of the revenues, expenditure and asso-
ciated inflows/outflows related to the fees and charges activities. The Agency is at this stage asking 
the MB to agree for Title 4 to be created in the budget, while the actual revenues, expenditure and 
cash flow figures, included any support needed from EC, will be brought to attention later in 2019, 
once sufficient data is available.

****  The Agency would like to preserve a number of 38 CAs to ensure the stability of its workforce as of 
2020. The Agency may come back during 2019 for requesting 2 additional CAs for 2020 onwards, 
which are needed. A thorough justification will be provided together with the request.

SECTION 2 — MULTI-ANNUAL PROGRAMMING 2019-2021  | 19

Section 3 —  
Annual work 
programme 2019

SECTION 2 — MULTI-ANNUAL PROGRAMMING 2019-2021  | 21

Section 3 —  
Annual work 
programme 2019

As indicated in the multi-annual program, 2019 is the transition year when the Agency 
will have moved towards becoming the EU-wide authority for safety certification, vehi-
cle authorisation and ERTMS trackside approval, as foreseen in the Technical Pillar of the 
Fourth Railway Package. with the 4th Railway Package preparation getting to an end in 
2019 and the actual delivery starting, the Agency intends to create a climate of stability for 
its activities and thus the structure of the annual work programme follows the 5 activities 
and the 23 objectives described in the multi-annual structure.

The Agency has implemented in 2018 a re-organisation in which new teams are created 
for the achievement of the 5 activities and the 23 underlying objectives. The structure of 
the work programme is agnostic to the organigram, therefore resulting in a matrix struc-
ture aimed at increasing the effectiveness and efficiency of the Agency’s activities.

In Activity 1, in 2019 there will be a focus on defining the strategic direction for the Agency 
focusing on how to strengthen the EU framework outside the EU and prepare roadmaps 
for new upcoming strategic challenges (e.g. multi-modality, digitalisation and migration 
of trackside functions towards on-board functions). These roadmaps shall be built in close 
cooperation  with  the  EC.  In  parallel,  the  ongoing  activities  shall  be  maintained  for  the 
coordination of networks and implementation of the IPA and EU MedRail project.

In Activity 2, in 2019 the necessary revisions of the TSIs linked to the 4th Railway Package 
are  expected  to  be  voted  beginning  of  2019,  after  which  a  period  of  stability  of TSIs  is 
envisaged. The first year after these revisions shall mainly be dedicated to identify the pri-
orities and establishing of a multi-annual planning for potential future revisions, including 
the correlation between the TSIs revision cycle and the standards revision cycle. In parallel, 
a strong focus shall be maintained on the cleaning up of the remaining national technical 
and safety rules which are the main contributor for the achievement of the SERA.

In  Activity  3,  the  Agency  will  start  in  2019  to  issue  single  safety  certificates,  vehicle 
authorisations  and  trackside  approvals.  In  parallel,  the  Agency  shall  release  and  main-
tain the One Stop Shop (OSS) and upgrade the other registers according the needs with 
a priority towards the implementation of the requirements linked to route compatibility 
checks (RINF and rolling stocks registers).

In Activity 4, the Agency shall implement in 2019 the NSA-monitoring scheme and main-
tain its activities on accident/incident analysis and NIB reporting. The analysis tasks linked 
to  impact  assessment  of  recommendations  and  opinions  shall  be  maintained  and  an 
additional analysis shall be made on the registers in order to define the potential future 
options to optimise the business value of the existing registers. The research activities shall 
continue to focus on the identification of research needs linked to the SERA needs and the 
management of the integration and follow-up of these needs within the relevant research 
programmes (mainly linked to the cooperation with Shift2Rail).

In Activity 5, the Agency shall implement the necessary changes in order to continue the 
delivery of efficient and effective services towards its external and internal stakeholders.

22 | SINGLE PROGRAMMING DOCUMENT 2019-2021

The annual work programme 2019 is organised in a standard structure displaying, for each 
of  the  23  objectives:  the  outcomes  (added  value  of  the  objective,  including  the  link  to 
the multi-annual view); the main pre-conditions for achieving the outcome; the resource 
envelope  for  the  year  (FTE  and  budget);  the  intended  outputs  for  2019,  together  with 
indicators  and  realistic  targets.  This  information  will  support  the  prioritisation  process 
needed in 2019, described in detail under the General context section. The budget per 
SPD  objective  is  an  estimate  based  on  the  tasks  envisaged  and  should  not  be  read  as 
a precise measure.

The budget figures quoted in each of the following fiches refer to direct costs under Title 
3 - Chapter 30 of the budget. They are recapped in a separate column under Annex I, Table 
2 (page 44).

All indirect costs, namely Title 1, Title 2 and Title 3 – Chapter 31 of the budget, are not 
recorded in the individual fiches. They are however recorded and distributed proportion-
ally per activity under the indirect costs in Annex I, Table 2 (page 44).

The following table lists the main Key Performance Indicators (KPIs) for 2019:

Key Performance Indicators 2019

100% decisions taken according to the legal framework deadlines for issuing SSC (for 
completeness and assessment phases)

100% decisions taken according to the legal framework deadlines for issuing VA (for 
completeness and assessment phases)

100% decisions taken according to the legal framework deadlines for issuing Trackside approvals 
(for completeness and assessment phases)

95% of the recommendations and opinions issued within the legal deadlines

100% Member States having their vehicle-related NTRs cleaned up

Positive surveillance audit on ISO 9001 certification for the Agency

98% implementation of the establishment plan

Less than 5% of staff turnover

98 % of the annual appropriations committed

Carry-over of <10% of payment appropriations for Title 1, <20% for Title 2, and <30% for Title 3

95% execution of carry over payment appropriations

95% payments made by contractual deadline

98% availability of the core ICT systems

1

2

3

4

5

6

7

8

9

10

11

12

13

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 23

1�  Activity 1  

Contributing to shaping target and global 
reference

Objective 1�1 
Strengthening global cooperation in rail

Expected outcome

Outcome indicator

Effective EU railway framework
Strengthen the EU railway framework as the global reference
Continued engagement and coordination with the stakeholders

EU railway framework effectiveness
Number of Member States outside EU implementing (partially or 
totally) the EU railway framework

Pre-conditions for achieving 
the outcome

Readiness to cooperate internationally
Agreement with EC on the relevant roadmaps

Progress towards outcome 
in 2019

Setting up the envisaged roadmaps and starting implementation 
accordingly

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

5.75 FTE
218.49 K€

No

List of the main 
projects/services

Coordination of the 
international relations based 
on Roadmap for engagement 
in the global development of 
regulations and standards

Coordination of SERA needs 
with external stakeholders

Output indicator

Target for 2019

Delivered to the Management 
Board

Delivered to the Management 
Board

Report on priority needs 
according to roadmap for global 
development addressed within 
international relations (support to 
EC on international relations; ISO/
IEC/ITU; OTIF; OSJD; workshops 
with supervisory authorities, 
international organisations and 
administrations of third countries)

Report on priority needs for EU 
railway framework addressed 
within European and international 
organisations
 ʯ CEN/CENELEC/ETSI (alignment 

of standards with EU 
regulation, incl. RASCOP)
 ʯ Support of EC regarding 

standards
 ʯ NSA Network
 ʯ NIB and NRB management and 

coordination
 ʯ UIC cooperation

24 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 1�2 
Strategic development

Expected outcome

Agency’s strategic planning responding to legal requirements, as well 
as to emerging problems and opportunities within the transport/
railway sector

Outcome indicator

Fit for purpose multi-annual programmes (External stakeholders’ 
positive assessment)

Pre-conditions for achieving 
the outcome

Regular coordination with the external stakeholders on the strategic 
agenda topics, including the EC

Progress towards outcome 
in 2019

Develop multi-annual roadmaps for identified priority topics in line 
with agreed priorities

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

4 FTE
9.26 K€

No

List of the main 
projects/services

Agency’s strategic 
development

Output indicator

Target for 2019

Number of multi-annual 
roadmaps developed for priority 
topics from the programming 
document

At least 3*, published on website

No. of intermediate strategic 
planning reports issued for new 
emerging topics

1**

* 

** 

 Proposals of topics for multi-annual roadmaps subject to confirmation of priorities: global cooperation; 
single vision of target rail system; improvement of the railway technical system specifications, based 
on identified needs and issues, including the coordination between the TSIs revisions cycle and the 
standards revision cycle; railway data and information management, including the use of databases 
and registers etc.
 Proposals of topics subject to confirmation of priorities: digitalization; multimodality; migration from 
trackside functions towards on-board functions.

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 25

Objective 1�3 
Enhancing Railway Safety through positive safety culture and 
integration of human and organisational factors

Expected outcome

Outcome indicator

Improved safety and overall performance of the railway system 
through positive safety culture, integration of human and 
organisational factors and the cultivation of a continuous learning 
environment.

The degree of understanding of all players in the railway system 
of how human and organisational factors (incl. safety culture) are 
influencing operational performance.
Safety Culture evaluation possible from 2022 (to be published from 
2024 onwards based on developed methodology)

Pre-conditions for achieving 
the outcome

Cooperation of the railway sector (EC, national authorities, duty 
holders, etc.)

Progress towards outcome 
in 2019

An increased understanding of HOF, safety culture and organisational 
learning, as well as the development of practical tools that help to 
support their integration.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

8.1 FTE
77.36 K€

No

List of the main 
projects/services

Integrate human and 
organisational factors

Develop safety culture

Output indicator

Target for 2019

100% coverage according to 2018 
approved planning

Delivered

Min. 20 active participants

2-3

Released
V2 test report published
Published
Published

% of topics analysed by a task 
force / topics proposed by the 
network and accepted

Report on analysis of potential 
risks in automation, in particular 
impact on train drivers skills from 
ATO

No. sector HOF experts reached 
through virtual network

No. of National/Regional Safety 
Culture Declaration Signing 
Events in cooperation with NSAs 
and/or IMs

European Safety Culture Model 
and assessment method
V2 of European Railway Safety 
Culture Model (review of V1 
based on pilots)
Model tested (at IMs and RUs; at 
NSAs)
Guide of safety culture 
assessment
Guide of safety culture oversight

European Safety Culture 
evaluation process

Developed

26 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 1�4 
Implementing the EU MedRail project

Expected outcome

Outcome indicator

Technical Assistance in railways with a view on further developing 
an integrated, safe and efficient transport system in the South 
Mediterranean Region
Alignment of railway regulations in the Southern Mediterranean 
Neighborhood with EU regulations
Improvement of safe railway transport and services in and between 
the beneficiaries

Number of NSA and NIBs set up in the region
Number of regulations of beneficiaries aligned with European 
regulations

Pre-conditions for achieving 
the outcome

Readiness to cooperate internationally
Available resources at EU side

Progress towards outcome 
in 2019

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

List of the main 
projects/services

workshops

In accordance to the grant agreement for 2019

3 FTE
EU grant

No

Output indicator

Target for 2019

No. of national workshops involving one 
beneficiary

No. of regional workshops involving more 
than one beneficiary

No. of international workshops including 
EUMEDRAIL annual conference

Traineeship arrangements for 
experts of the region

No. of trainees from the beneficiaries at the 
Agency

Technical visits

No. of technical visits for specified subjects 
in Europe

No. of technical (field) visits in the region

Experts participation to 
meetings organized by the 
Agency

No. of meetings/events organized by the 
Agency, where the experts from the region 
attend

Support to DG NEAR / UfM

No. of UfM working group meetings 
attended

6

2

4

9

2

5

2

3

Evaluation of UfM documents related to rail 
transport

Performed

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 27

Objective 1�5 
Implementing the IPA project

Expected outcome

Adaptation of national legislation to EU regulations in the pre-
accession countries addressed
Support to NSAs and NIBs from the countries addressed according to 
EU legal framework

Outcome indicator

Number of NSAs and NIBs set up in the region
% of rail related legal acts aligned with EU legal framework

Pre-conditions for achieving 
the outcome

Readiness to cooperate internationally
Available resources at EU side

Progress towards outcome 
in 2019

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

List of the main 
projects/services

workshops

Sharing best practices 
among beneficiaries of the 
western Balkans via peer 
review

In accordance to the grant agreement for 2019

1 FTE
EU grant

No

Output indicator

Target for 2019

No of IPA workshops with 
beneficiaries of western Balkans

No. of peer review activities

Experts participation to 
meetings organized by the 
Agency

No. of meetings/events organized 
by the Agency, where the IPA 
beneficiaries attended

Traineeship arrangements for 
IPA beneficiaries

No. of trainees from the IPA 
beneficiaries at the Agency

Support to the beneficiaries 
on request

No. of requests addressed

4

2

4

2

2

IPA report and support to EC

IPA report

Issued

No. of days/month support to EC

0.5

28 | SINGLE PROGRAMMING DOCUMENT 2019-2021

2�  Activity 2  

Developing the harmonised regulatory 
SERA technical framework

Objective 2�1 
Harmonised Railway Operations and Management Systems

Expected outcome

Outcome indicator

Improved operational safety and overall operational 
performance of the railway system through the 
management of major railway operational risks

Degree of harmonisation of railway operations and 
management systems throughout Europe

Pre-conditions for achieving the 
outcome

Cooperation of the railway sector (EC, national authorities, 
duty holders, etc.)

Progress towards outcome in 2019

Progress with OPE TSI revision, removing operational barriers 
for RFCs, follow up on risk management for transport of 
dangerous goods, ECM accreditation scheme

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

List of the main 
projects/services

7.25 FTE
51.78 K€

No

Output indicator

Target for 2019

Operational rules

Recommendation for OPE TSI

Delivered

Proposals of solutions for priority 
issues from the issues log in the 
context of contribution to RFC 
activities:
1.  Train composition
2.  Technical checks
3.  Train Braking

Areas for further harmonisation 
and identification of national 
operating rules (by standards or 
by TSI requirements depending 
on the outcome of the TSI OPE 
text)

Progress report on Transport 
of Dangerous Goods (TDG) risk 
assessment road map:
##workshop organised on guide 
for risk assessment in Transport of 
dangerous goods;
##examples of application 
published
##survey for monitoring the use 
of risk assessment methodologies

ECM accreditation scheme 
approved by EC and EA (European 
co-operation of Accreditation 
Bodies)

Solutions discussed with RFC and 
published

Identified as part of a multi-
annual roadmap

Published

Implementing act voted

ECM guidelines published

Risk management

Inspection, maintenance and 
repair of rolling stock - ECM 
certification

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 29

Objective 2�2 
Harmonised technical specifications (fixed installations and 
vehicles)

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Removing technical barriers and opening the market for railway 
products through a Single European Railway Area

Evolution of the no. of applicable national technical rules (NTRs)
Non-application of vehicles related TSIs
Trackside infrastructure conforming to TSIs (via RINF)

Cooperation from MSs on cleaning up NTRs

Maintenance of TSIs that includes closing of urgent open points, 
alignment with European standards, alignment with reduction on 
NTRs, specific cases, TSI consistency
Cleaning up of National Technical Rules

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##11 FTE
##116.67 K€

No

List of the main 
projects/services

Fixed Installations TSIs 
maintenance

Rolling Stock TSIs 
maintenance

National Technical Rules 
management

Output indicator

Target for 2019

CCM process

Prioritization of the change 
requests (CRs) by the Core Team 
(including open points)

CCM process

Prioritization of the change 
requests (CRs) by the Core Team 
(including open points)

No of MSs having their NTRs 
cleaned
Implementing Act for cross-
acceptance of NTRs, including 
procedures on how to cover the 
rules not agreed by ERA

CCM process operational

90% of CRs prioritised

CCM process operational

90% of CRs prioritised

Achieved in all MS for vehicles
Delivered to EC

30 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 2�3 
Harmonised Train Control System and telematics 
(communications, signalling, ERTMS system authority, telematics 
system authority)

Expected outcome

Contribute to the EU harmonized implementation of train control systems and telematics, as part of the 
digitalization agenda for railways:
##Coherent deployment of the ERTMS and Automatic Train Operation to increase savings in 
implementation cost, operation cost and the environmental footprint.
##Integrated ticketing and multi-modal travel information and reservation systems.
##Exchange of wagons, combined or multi-modal transport, the development of the rail freight corridors, 
taking into account the evolution of technological elements and innovation programs.

Outcome indicator

Core network equipped with ETCS and GSM-R;
Maturity of ETCS specifications;
Proportion of Telematics TSI functions implemented compared to the Masterplan

Pre-conditions for achieving 
the outcome

##Effective collaboration with the railway sector; S2R;GSA, standardisation bodies;
##Usable deliverables from S2R;
##Effective collaboration with the TAP Governance body to accelerate the implementation of the TAP TSI.

Progress towards outcome 
in 2019

Manage Radio Communication evolution, handle change requests for CCS TSI, manage the evolution of 
TAF/TAP TSIs

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

##13.3 FTE
##72.1 K€

Fee-based

No, except for the issuing of advice on ERTMS compatibility (art 30 of Agency Regulation)

List of the main 
projects/services

Output indicator

Target for 2019

Manage Radio 
Communication evolution

Intermediate report on general definition of new radio communication 
system

Issued

Manage ERTMS long term 
evolution

Manage the evolution of 
Telematics application for 
passengers (TAP TSI)

Manage the evolution of 
Telematics application for 
freight (TAF TSI)

ERTMS Opinion service pack 2 for handling of Change Requests

Issued

Revision of TAP TSI (to facilitate-ticketing and multi-modal travel).

Issued

Intermediate report on the revision of TAF TSI (to facilitate better access 
to tracking data for customers and the development of the rail freight 
corridors, combined or multi-modal transport).

Issued

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 31

Objective 2�4 
Disseminating and Training to support implementation of the EU 
framework

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Establishment of a training platform based on online and physical 
dissemination and training activities. This platform goes under 
the name of ERA Academy. The main objective is to support the 
harmonised implementation of the EU framework and to strengthen 
the level of awareness through dissemination and training activities.

Degree of awareness of the EU framework, with a focus on the 4RP.
Decreasing number of issues identified in the monitoring activities 
based on improved knowledge e.g. implementation of CSMs, TSIs, etc.

Availability of specific expertise and budget

Content production and the delivery for the identified training and 
dissemination needs; start of the process for setting up the ERA 
Academy. For 2019, the main focus will be on the implementation of 
the 4RP.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

##6.6 FTE
##82.92 K€

Fee-based

Not for 2019.
At cruise speed, the activity can be fee based. The nature and extent of 
the fee based will be defined in accordance with Art. 43 of the Agency 
Regulation.

List of the main 
projects/services

Creating the ERA Academy

Output indicator

Target for 2019

Terms of Reference, project plan and 
specifications for the e-learning portal

Issued

Creating content for internal 
and external training and 
dissemination, according to 
priorities

Content for the 2019 priorities 
including at least 4RP (OSS, SSC, VA)
(training modules and dissemination 
activities)

Developed

Delivering internal and 
external training and 
dissemination

Training modules and dissemination 
activities according to 2019 priorities

Delivered

32 | SINGLE PROGRAMMING DOCUMENT 2019-2021

3�  Activity 3  

Implementing the harmonised regulatory 
SERA technical framework (under 4 RP)

Objective 3�1 
Ensuring the coordination of the Fourth Railway Package 
implementation

Expected outcome

Outcome indicator

Optimized processes and tool to deliver SSC, VA and ERTMS Trackside approval

Time to propose and communicate the solution for all major changes affecting the quality of an 
outcome of a process or a procedure managed by the Planning and Approvals Delivery Unit in 
the Agency (target 2 months)
Availability of releases addressing agreed change requests and addressing significant bugs 
(target every 3 months)
Proportion of similar clauses between signed CAs (without taking into account clauses dealing 
with national specificities). – target 80%

Pre-conditions for achieving the outcome Processes and tool ready by 16th of June 2019 (development phase successfully finalized)

Data quality in ERADIS (for SC validity)

Progress towards outcome in 2019

PAD organization to be prepared during the first half of 2019 for implementing the CCM 
procedure on its processes, procedures and tools.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

List of the main projects/
services

Revision of SSC guides and 
procedures

Revision of VA guides and 
procedures

##17.3 FTE
##2 051,54 K€

No

Output indicator

Proportion of major problems detected during shadow running, learning cases 
and trainings to ERA and PoE staff, for which solutions are proposed in the 
relevant document

Proportion of major problems detected during shadow running, learning cases 
and trainings to ERA and PoE staff, for which solutions are proposed in the 
relevant document

Revision ERTMS Trackside approval 
guide and procedures (including 
the follow up of funded projects)

Proportion of major problems detected during shadow running, learning cases 
and trainings to ERA and PoE staff, for which solutions are proposed in the 
relevant document

Internal procedure for fees and 
charges financial tool

Proportion of major problems detected during shadow running, learning cases 
and trainings to ERA and PoE staff, for which solutions are proposed in the 
relevant document

Target for 2019

95% by 16th of 
June 2019

95% by 16th of 
June 2019

95% by 16th of 
June 2019

95% by 16th of 
June 2019

Proportion of the identified experts from the ERA and the NSA from MS not 
having notified the transposition by 2020 who are trained

90% by 16th of 
June 2019

Technical programme for SSC and 
VA Training – first round of training 
modules

OSS releases

Establishment of the Board of 
Appeal

BoA established

Proportion of significant problems detected during shadow running or user 
acceptance tests for which solutions are available in the release 1.0.

95% by 16th of 
June 2019

By 16th of June 
2019

Negotiation of the Cooperation 
Agreements with NSAs

Proportion of Cooperation Agreements signed with the NSAs of MSs not having 
notified the transposition in June 2020

95%

VA Learning cases

Proportion of applicants’ requests for LC where the Agency is able to be engaged 80%

ERTMS trackside approval Learning 
cases and follow up of funded 
projects

SSC Learning cases

Proportion of applicants’ request for LC and request for follow up of funded 
projects where the Agency is able to be engaged

80%

Proportion of RUs for which the Agency will take the decision and having one of 
their SC expiring by end of 2019 engaged in LC

80%

Business helpdesk SSC/VA/ERTMS 
Trackside

Business helpdesk SSC/VA/ERTMS Trackside effective

Proportion of the requests on the Agency scope of work addressed to the 
business helpdesk answered within 10 working days

By 16th of June 
2019

90%

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 33

Objective 3�2 
Issuing Single Safety Certificates

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Reduced costs (time spent) for issuing Single Safety Certificates 
compared with the baseline established with the start of the 4th Railway 
Package
Low rate of reviewed decisions.
Very low rate of decisions brought to the Board of Appeal.

5 % of cost reduction.
Less than 5 % of the decisions reviewed after applicant request for 
review.
Less than 1 % of the decisions brought to the Board of Appeal.

##Timely transposition by MS.
##Same trend in time and cost reduction from the NSAs participating in 
the assessments.
##Effective cooperation agreements.
##Availability of SSC expertise.

Baselines for the expected outcomes need first to be established 
from mid-2019 till end of 2020 (or end of 2021 if a lot of MS will only 
transpose in 2020), therefore the monitoring of the outcomes can only 
happen afterwards.
Most of the progress towards outcomes will be visible from 2021 (or 
2022 if a lot of MS will transpose in 2020).

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Resources have been estimated taking into account that all MS will 
have transposed by mid of June 2019:
##7.5 FTE (ERA scope of work)
##Title 4

Fee-based

Entirely

List of the main 
projects/services

Issuing Single Safety 
Certificates

Output indicator

Target for 2019

Proportion of decisions taken 
according to the legal framework 
deadlines(for completeness and 
assessment phases)

100%

34 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 3�3 
Issuing Vehicle Authorisation, including ERTMS on-board 
assessments

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Reduced costs (time spent) for issuing vehicle (type) authorization 
compared with the baseline established with the start of the 4th 
Railway Package.
Low rate of reviewed decisions.
Very low rate of decisions brought to the Board of Appeal.
Reduced time for authorization in conformity to type

5 % of cost reduction.
Less than 5 % of the decisions reviewed after applicant request for 
review.
Less than 1 % of the decisions brought to the Board of Appeal.
95% of the authorization in conformity to type in less than one week

##Timely transposition by MS.
##Same trend in time and cost reduction from the NSAs participating 
in the assessments.
##Effective cooperation agreements.
##Availability of VA expertise.

Baselines for the expected outcomes need first to be established 
from mid-2019 till end of 2020 (or end of 2021 if a lot of MS will only 
transpose in 2020), therefore the monitoring of the outcomes can only 
happen afterwards.
Most of the progress towards outcomes will be visible from 2021 (or 
2022 if a lot of MS will transpose in 2020).

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Resources have been estimated taking into account that all MS will 
have transposed by mid of June 2019:
##12.5 FTE (ERA scope of work)
##Title 4

Fee-based

Entirely

Output indicator

Target for 2019

Proportion of decisions taken 
according to the legal framework 
deadlines (for completeness and 
assessment phases)

100%

Services provided

Upon request

List of the main 
projects/services

Issuing Vehicle Authorisation, 
including ERTMS on-board 
assessments

Services related to facilitation 
measures, at the request of 
the applicants and the NSAs, 
to support smooth transition 
between the current legal 
framework and the new 
one under the 4th Railway 
Package (in accordance 
with Art. 55 and 56 of the 
Implementing Act on the 
practical arrangements for 
VA)

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 35

Objective 3�4 
Issuing ERTMS trackside approvals

Expected outcome

Outcome indicator

Reduction of interoperability issues in ERTMS trackside projects
Very low rate of decisions brought to the Board of Appeal.

Continuous reduction of interoperability issues in ERTMS trackside 
projects.
Less than 1 % of the decisions brought to the Board of Appeal.

Pre-conditions for achieving 
the outcome

Timely transposition by MS.
Availability of technical experts.
Tendering process not closed before 15th of June 2019

Progress towards outcome 
in 2019

Baselines for the expected outcomes need first to be established 
from mid-2019 till end of 2020 (or end of 2021 if a lot of MS will only 
transpose in 2020), therefore the monitoring of the outcomes can only 
happen afterwards.
Most of the progress towards outcomes will be visible from 2021 (or 
2022 if a lot of MS will transpose in 2020).

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##1.1 FTE
##Title 4

Entirely

List of the main 
projects/services

Issuing Approvals

Output indicator

Target for 2019

Proportion of decisions taken 
according to the legal framework 
deadlines (for completeness and 
assessment phases)

100%

36 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 3�5 
Railway System Data

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Provide timely and quality data for identified use cases (internal and 
external) e.g. to facilitate route compatibility testing, authorization 
processes, planning and operational purposes and to monitor the 
implementation of SERA.

Fulfilment of use cases by registers and databases
Usability of the Agency’s IT tools for registers and databases
Data completeness in Agency’s registers and databases

Business part: Clear definition of users’ needs based on stakeholders’ 
expectations and feedback
IT part: Availability of IT expertise
Data: Good level of quality for the data inputs from external 
stakeholders

Updates to RINF in accordance to specifications for route compatibility 
check
Updates to ERATV for alignment with 4RP requirements
OSS –ERADIS interface established for SSC
New ECM certificate structure enabled in ERADIS.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##8 FTEs
##633.77 K€

No

List of the main 
projects/services

ERADIS (users support - 
validation and publication 
of safety certificates, licenses 
and ECM certificates, 
specific training of 
users - maintenance and 
development)

Output indicator

Target for 2019

(Development) New interface with OSS

Released by June 
2019

(Development) New use cases and interface 
implemented for ECM certificates

Released by 
December 2019

(Operations / maintenance / support) % of 
safety certificates published on time

98%

(Operations / maintenance / support) No of 
ERADIS users from NSA staff trained

2 workshops/
trainings organised 
for users

RDD maintenance

(Development) % of change requests in scope 
of the release of RDD

100% implemented 
by end of 2019

ERATV (Development 
according specifications 
for alignment for 4RP 
requirements, development 
of an interface with 
OSS,maintenance and users 
support)

RINF (new parameters 
and development of core 
functionalities for supporting 
the Route Compatibility 
check by RUs, monitoring 
of Implementation by MS, 
maintenance and users 
support)

(Operations / maintenance / support): % 
System availability for RDD

98%

(Development) % of published vehicle type 
authorizations issued under 4RP

100% from mid-2019

(Development) % Analysis of the interface 
started in coordination with OSS

100% in 2019

(Operations / maintenance / users support): % 
System availability

98%

(Development) RINF updated with new 
parameters and core functionalities in 
operation

June 2019

Application Programming Interface (API)

Ready by end 2019

Definition of indicators:
Monitoring of data imported by MS; provision 
of reports

100%
One report 
published
by end of 2019

(Operations / maintenance / support): System 
availability

98%

VKMR

% VKM published

Establishing an EVR on the 
basis of the current ECVVR

(Development): EVR specifications for the 
implementation of the interfaces with the 
decentralized registration function available
(Development): Specific changes to the core 
architecture of previous ECVVR

100%

95%
Released by end 
2019 before testing

(ECVVR Operations / maintenance / support): 
% system availability

98%

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 37

4�  Activity 4 Monitoring, evaluating and 

reporting

Objective 4�1 
Collect and analyse evidence for decision making

Expected outcome

Support decision making with better evidence and knowledge

Outcome indicator

Proportion of Agency’s project portfolio for which relevant, coherent 
and clear evidence is available

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Reliable, consistent and comprehensive (by country / stakeholder) 
data for decision-making including IAs, ex-post evaluation and other 
pertinent analyses.
Integrated data management (reference and master data, data quality, 
data warehousing and business intelligence).

After a pilot phase, in 2019 Economic Steering Group Task Forces 
will examine in-depth evidence on the outcomes of the various 
objectives (topics) from the Agency’s work programme. In particular, 
an ESG Task Force on operational registers is foreseen in order to 
determine a multi-annual road map in this area. In addition, in line 
with the Agency Regulation (Article 8(3), priority will be assigned 
to complete particular ex post assessments of legislation based on 
Agency recommendations in order to determine any potential for 
optimisation. It is planned that at least one ex post assessment will 
be completed in 2019. In accordance with the Article 8(1) of the 
Agency Regulation will ensure that all RECs and OPIs issued in 2019 are 
accompanied by impact assessments, thereby supporting evidence-
based decision-making.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##2.5 FTEs
##6.85 K€

No

Output indicator

Target for 2019

List of the main 
projects/services

Impact assessments for 
recommendations and 
opinions

% of issued recommendations and 
opinions accompanied by an impact 
assessment

100%

1

Delivered by Q3 2019

Ex post assessment for 
selected topics

Number of completed ex-post 
evaluations

Economic Steering Group 
and task forces

Report on business analyses for 
Agency databases and registers 
endorsed by ESG

38 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 4�2 
Monitoring

Expected outcome

Contribute to improving overall EU safety and interoperability by 
increasing quality of and the trust in the work performed by NSAs, 
NIBs, NoBos and recognised assessment bodies for an effective and 
efficient implementation of the 4RP provisions.

Outcome indicator

Perception of stakeholders (baseline for 2019 and progress report in 
3-5 years’ time).

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

##audit team will have to follow a certified IRCA course on audits on 
management system
##timely access to NIB reports
##NSA, NoBos, AsBos commitment and availability

After a pilot phase, 2019 will be the start of the NSAs Monitoring 
schemes. Moreover, in 2019 the NoBos Monitoring scheme will be 
implemented. As requested by the Agency Regulation (Art. 33 and 34), 
both schemes have been endorsed by the Management Board.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##10.3 FTEs
##462.79 K€

No

List of the main 
projects/services

NSA Annual Safety report 
analysis

Output indicator

Target for 2019

Qualitative analysis of NSA Annual 
Safety reports to be presented at 
the NSA annual performance review 
workshop

1 summary analysis 
presented at the workshop

NSA monitoring

No. of recommendations/audit reports 
delivered

8

Support the NIB Peer review 
system

Information report by ERA as observer 
to the NIB Peer Review task force

Delivered

Review of NIB accident 
investigation reports

Qualitative analysis of NIB accident 
investigation reports

1 summary analysis delivered

CSM Risk Assessment 
Recognition bodies peer 
review

Information report by ERA as observer 
to the CSM RA recognition body peer 
review system

Delivered

NoBos monitoring

No. of reports for NoBos audit/
inspection (Agency supporting 
the Accreditation Bodies/National 
Authorities)

4

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 39

Objective 4�3 
Identifying research needs for the Target Rail System and 
supporting partner organisations in research and innovation

Expected outcome

Outcome indicator

Influence EU research and innovation programmes / projects to 
support the policies and framework of a SERA

SERA needs addressed by EU research and innovation programmes /
projects (closure of open points, projects outputs incorporated in EU 
regulatory texts).

Pre-conditions for achieving 
the outcome

##Visibility of the Research Steering Group activities in the Agency
##Steady coordination with all stakeholders EC, ERRAC, GRB and S2R

Progress towards outcome 
in 2019

SERA needs taken into account in 2019 in the influenced research and 
innovation programmes / projects

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##4 FTEs
##43.24 K€

No

List of the main 
projects/services

Output indicator

Target for 2019

Technological watch

Service running

Support to S2R as requested 
by the S2R regulation
Cooperation with other 
research bodies (ERRAC, 
EASA, other)

Research projects of interest for ERA 
identified, followed and monitored
ERA 2020 needs for research identified

Criteria to measure the use 
of the service identified and 
a 1st survey done end 2019

100% of S2R projects 
analysed and projects of 
interest for ERA identified
ERA 2020 needs for research 
fed in time to the relevant EU 
bodies (ERRAC, S2R, EC)

40 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 4�4 
Reporting on the Railway System

Expected outcome

Transparency on the progress towards the achievement of the SERA 
framework (progress with safety, interoperability and efficiency of the 
Union railway system) in order to identify the need for value-added 
measures

Outcome indicator

Number of internal and external users of Agency datasets and reports 
on the railway system

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Availability and access to relevant / harmonized data (internal and 
external), incl. IT tools, where needed
Availability of relevant IT-tools for data analysis and visual display (e.g. 
SPSS, GIS etc.)

Emphasis in 2019 will be placed on the annual overviews for the 
Report on Railway Safety and Interoperability (next edition to be 
published in 2020) and on the annual assessment of achievement of 
safety targets.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##2.4 FTEs
##4.73 K€

No

Output indicator

Target for 2019

Annual overviews available on time

Annual overview 2019 
available by Dec. 2019

Annual assessment report on 
achievements of CSTs

31/03/2019

List of the main 
projects/services

Report on progress with 
safety and interoperability in 
SERA (AR, Art. 35(4))

Annual assessment of 
achievement of safety targets 
(CSTs assessment report) 
SAD (Art.7) on the basis of 
gathered CSIs + support to 
Eurostat

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 41

5�  Activity 5 Delivering efficient and effective 

services

Objective 5�1 
Ensure good corporate governance

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Legal, quality and information security compliance
Effective and efficient corporate governance of the Agency

Degree of compliance to the legal, quality and information security 
requirements
Effectiveness and efficiency gains for the Agency
Effective EB and MB organisation

Cultural change towards effectiveness and efficiency gains

Progress towards outcome 
in 2019

Legal, quality and information security compliance
Starting a task on effectiveness and efficiency gains in the Agency

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##20.5 FTE
##139.69 K€

No

List of the main 
projects/services

Output indicator

Target for 2019

Issuing and updating SPD 
and AAR

SPD 2020

AAR 2018

Supporting EB and MB 
meetings

% of mandatory decision topics for 
2019 covered by the EB/MB meetings

ICC services

% of nonconformities identified in 
the IMS Review report and ex-ante/
ex post controls, for which corrective/
preventive actions are established

Agency risk assessment

Adopted by MB

Adopted by MB

100%

100%

Documented and reported 
in the AAR

% of ERA staff made aware of antifraud 
and ethics

75% cumulated

Legal support

Accounting

% of declarations of conflict of interest 
of staff published in the conflict of 
interest register

% of legal acts issued by ERA, as 
defined by the Agency regulation, for 
which legal advice was provided

Opinion in the CoA annual report on 
reliable Agency accounts

Integrated Management 
System

Rate of closing pre-2019 audits 
findings

100%

100%

Positive

100%

ISO 9001 certification
Preliminary audit for the extension 
of the ISO 9001 certification to the 
delivery process

ISO 9001 certification 
maintained
Implemented

SECURIS (SECURe Information 
Systems)

% of SECURIS rules and procedures 
developed in IMS

% of Information assets identified

% of Information assets inventoried

100%

75%

10%

42 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 5�2 
Ensuring sound management of the Agency’s human and 
financial resources and building facilities

Expected outcome

Outcome indicator

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Ensure effective and efficient functioning of the Agency through 
sound management of human resources, budget and building 
facilities

No business disruptions (related to IT systems for finance, staff and 
building availability) jeopardizing the fulfilment of the critical functions 
of the Agency
All activities foreseen in the SPD and in particular those linked to the 
4RP are effectively implemented
Budget used for the intended purpose, respecting the sound financial 
management principle.
Budget discharge granted
Increase digital and paperless processes in the administrative area 
(financial/HR)

Stability of EC IT tools and possibility for customization

Progress with paperless processes
Continuous support in terms of HR, budget and building facilities, 
especially considering the start of the 4th Railway Package delivery

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##26 FTEs
##1435 K€1

No

List of the main 
projects/services

Output indicator

Target for 2019

Selection, Engagement, 
Learning  and Development

% implementation of the 
establishment plan

% of staff turnover

% of time spent for learning and 
development out of total working 
time

% of the annual appropriations 
committed

Annual budget execution

98%

≤ 5%

N.a.

98 %

% of carry-over of payment 
appropriations

<10% for T1,
<20% for T2 and <30% for T3

% of execution of C8 payment 
appropriations

% payments made by contractual 
deadline

95 %

>95%

1 

For fiche 5.2, the amount mentioned refers to Title 2 (indirect costs).

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 43

Objective 5�3 
Supporting business delivery through IT systems

Expected outcome

Use cloud computing services, aiming at exploiting standard 
functionality and infrastructure, embedding manageability and 
security, and applying greater automation of the build and run 
processes, in terms of agility and cost optimization benefits.
Meet common business needs through shared solutions available 
amongst the EUIs.
Vendor independence to widen the choice of solutions, 
interoperability, reduce total cost of ownership, business continuity.

Outcome indicator

Availability of ICT core services: 98%
70 % of users satisfied with the quality of service desk response in “Very 
Good/Excellent” rate

Pre-conditions for achieving 
the outcome

Progress towards outcome 
in 2019

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Availability of resources

##12 FTEs
##2400.3 K€ (1)

Fee-based

No

List of the main 
projects/services

workplace modernisation

Output indicator

Target for 2019

No of current paper based process 
becoming fully digital

At least 1

% of available processes updated

At least 60%

Cloud computing services

ICT systems are made available 
through cloud services

Implemented

Disaster Recovery

Support stakeholders

ICT infra management and 
maintenance

ICT infrastructure renewal 
(Project)

Extranet and intranet 
management and 
maintenance

End-point computing 
environment

Office automation tools and 
ERP licensing, consultancy 
and support

Telecom services

Audio-visual management 
and maintenance

MS Lync – SharePoint integration, 
Office 365

Deployed

Mean elapsed time to restore 
applications at the alternate site

RTO: 6 working hours

% of users satisfied with the quality 
of IT service delivery in “Very Good/
Excellent” rate.

70%

Availability of the core ICT systems

Min 98%

Rate of renewal of ICT infrastructure

30% of the back-office

Availability of Extranet is 98%

98%

Rate of update for the fleet of the 
devices

10%

Number of updates deployed by year

4

EU tools and off-the-shelf software

Made available

Fixed and mobile telephony, internet, 
Testa access

Made available

Audio-visual equipment

Made available

(1)  For fiche 5.3, the amount mentioned refers to indirect costs under Title 2 (1075 K€) and Title 3 – Chapter 31 (1325.3 K€)

44 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Objective 5�4 
Communicating effectively through website and social media

Expected outcome

Starting June 2019 the Agency will strengthen even further its role of 
active player of the railways system, with crucial task.
The public approaches the Agency using online channels. The need 
to consolidate our presence on the web, by stabilizing and improving 
the new website (and contents) and increase our social media 
participation become increasingly important.
To all this, a proper management of the stakeholders (via the SRM tool) 
can contribute by increasing the number of website visitors.

Outcome indicator

Social media presence
website visitors
Stakeholder feedback

Pre-conditions for achieving 
the outcome

Being an activity related essentially to external communication, the risk 
of reputational damages due to potential miscommunication practices 
is high, consequently the feasibility of the activities is strictly linked to 
the availability of media contents and qualified staff.

Progress towards outcome 
in 2019

Consolidating the SRM (internal training and add-ons) the new 
website, feeding the YouTube channel with technical contents, using 
a LinkedIn page.

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

Fee-based

##1.5 FTEs
##107.93 K€

No

List of the main 
projects/services

Stakeholder Relation 
Management tool

Output indicator

Target for 2019

Training sessions on Comms functions

10

Add-on

Implemented

ERA staff requests addressed

100%

website/online

website visitors

% of internal change requests 
implemented

Number of followers

LinkedIn

Increasing trend

100%

Increasing trend

1 article a month

SECTION 3 — ANNUAL wORK PROGRAMME 2019  | 45

Objective 5�5 
Ensuring efficient and effective communication (internal and 
corporate)

Expected outcome

Support the new role of the Agency by creating and implementing 
a Crisis communication process (useful when the Agency will issue 
SSCs and VAs), will promote the work done in the field of safety and 
interoperability by mean of publications (paper and digital versions). 
Events are also part of the process with recurrent seminars and 
conferences with important speakers and contributors.
The women in Transport project will have a particular positive impact 
on the Agency reputation.

Outcome indicator

Events management
Stakeholders feedback
Timely publication
Process established

Pre-conditions for achieving 
the outcome

Access to technical, human and financial resources to deliver the 
relevant activities

Progress towards outcome 
in 2019

Establishment of a crisis management process
Publications
Events management and stakeholders feedback
women in transport activity
Communication plan (required by the Agency Regulation)

Expected resource envelope
 ʯ Human resources
 ʯ Financial resources

##4.4 FTEs
##210.9 K€

Fee-based

No. There is no legal basis for charging events participants.

List of the main 
projects/services

Output indicator

Target for 2019

Development and 
implementation of a crisis 
management capability 
(including a briefing system)

Process deployment and 
implementation

Training staff

women in transport

Project plan and actions

IMS documentation 
produced

delivered

Approved

Publication management

% of planned publications delivered

100%

Event management

Provisions, strategy and plans 
for an effective and efficient 
communication

Event organized, delivered with 
positive feedback from the 
stakeholders

At least 2 (CCRCC, 
multimodal)

Communication plan

Drafted and approved

46 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Annexes

ANNEXES | 47

Annex I: Resource allocation

1� 

Multi-annual resource allocation

The communication COM (2013)519 of 10/07/2013 on the programming of human and 
financial resources for decentralised agencies 2014-2020 contains the following planning 
for the Agency:

Year

Budget (Mio€)

Establishment Plan (TAs)

2013

25,007

143

2014

25,007

140

2015

25,613

137

2016

26,000

134

2017

26,000

139

2018

26,250

148

2019

26,500

148

2020

26,750

148

2� 

Resource allocation 2019

Unit Staff

DIRECT COSTS

INDIRECT COSTS

Activity

Title 3 - 
CHAPTER 30

TITLE 
4

TITLE 1

TITLE 2

TITLE 3 - 
CHAPTER 
31

TOTAL BUDGET 
2019 
PER ACTIVITY

FTE

1. Contributing to shaping the 
target and 
global reference

2. Developing the Harmonised 
Regulatory 
SERA Technical Framework

3. Implementing the 
Harmonised Regulatory SERA 
Technical Framework (under 
4RP)

4. Monitoring, Evaluating and 
Reporting

5. Delivering efficient and 
effective services

21.85

305,109

2,186,615

288,650

152,410

2,932,784

38.15

323,469

3,817,820

503,982

266,106

4,911,377

46.40

2,685,307

pm

4,643,430

612,968

323,652

8,265,358

19.20

64.40

517,602

458,513

1,921,419

253,642

133,925

2,826,589

6,444,761

850,758

449,207

8,203,239

Grand total

190.00

4,290,000

pm

19,014,047

2,510,000

1,325,300

27,139,347

19,014,047

2,510,000

1,325,300

48 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Annex II: Financial Resources 2019-2021

 Table 1 – Expenditure

Expenditure

2018

2019

Commitment 
appropriations

Payment 
appropriations

Commitment 
appropriations

Payment 
appropriations

18 790 000

2 750 000

7 253 243

18 790 000

2 750 000

7 253 243

28 793 243

28 793 243

19 014 047

2 510 000

5 615 300

pm

27 139 347

19 014 047

2 510 000

5 615 300

pm

27 139 347

Title I

Title II

Title III

Title IV*

Total 
expenditure

* Given the uncertainty on transposition by Member States in 2019 and 2020, respectively, as well as the 
uncertainty as regards the volume and timing of work for VA, SSC and ERTMS trackside approval requests, 
the Agency is not in the position to give an estimate of the revenues, expenditure and associated inflows/
outflows related to the fees and charges activities.

The Agency is at this stage asking the MB to agree for Title 4 to be created in the budget, while the actual 
revenues, expenditure and cash flow figures, included any support needed from EC, will be brought to 
attention later in 2019, once sufficient data is available.

ANNEXES | 49

Item

EXPENDITURE

Budget 
2018

Draft budget 2019

Agency 
request

Budget 
forecast

VAR 
N+1/N

Envisaged 
2020

Envisaged 
2021

TITLE 1

EXPENDITURE RELATING TO PERSONS WORKING WITH THE ERA

Chap. 11

Staff in active employment

18 115 000

19 160 000

18 444 000

Chap.13

Missions and travel

Chap. 14

Socio-medical infrastructure

Chap. 15

Chap. 17

Staff exchanges between the ERA 
and the public sector

Entertainment and representation 
expenses

140 000

370 000

160 000

140 000

387 000

200 000

140 000

225 047

200 000

1.8%

0.0%

-39.2%

25.0%

18 444 000

18 444 000

140 000

225 047

200 000

140 000

225 047

200 000

5 000

5 000

5 000

0.0%

5 000

5 000

Chap. 19

Pensions and pension subsidies

-

-

-

-

-

TITLE 1

TOTAL TITLE 1

18 790 000

19 892 000

19 014 047

1.2%

19 014 047

19 014 047

TITLE 2

BUILDING, EQUIPMENT AND MISCELLANEOUS OPERATING EXPENDITURE

1 350 000

1 350 000

1 320 000

-2.27%

1 320 000

1 320 000

Chap. 20

Investments in immovable 
property, rental of buildings and 
associated cost

Chap. 21

Data processing

Chap. 22 Movable property and associated 

costs

Chap. 23

Current administrative expenditure

Chap. 24

Post and telecommunications

700 000

295 000

220 000

185 000

700 000

295 000

220 000

185 000

700 000

190 000

115 000

185 000

0.0%

-35.6%

-47.7%

0.0%

-8.7%

700 000

190 000

115 000

185 000

700 000

190 000

115 000

185 000

2 510 000

2 510 000

TITLE 2

TOTAL TITLE 2

2 750 000

2 750 000

2 510 000

TITLE 3

EXPENSES RELATING TO PERFORMANCE OF SPECIFIC MISSIONS

Chap. 30

Operational Activities directly 
linked to the Regulation 
n°881/2004

5 613 000

4 290 000*

-23.6%

5290000

5290000

Chap. 31

Operational expenditures

1 640 243

1 325 300

TITLE 3

TOTAL TITLE 3

7 253 243

9 572 290

5 615 300

-19.2%

-22.6%

1 325 300

1 325 300

6 615 300

6 615 300

TITLE 4

EXPENDITURE RELATING TO FEE-RELATED ACTIVITIES

Chap. 40

SSC

Chap. 41

VA

Chap. 42

ERTMS Trackside approvals

Chap. 43

Assistance provided to MS, 
candidate countries and other 
stakeholders

TITLE 4

TOTAL TITLE 4

-

-

-

-

-

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

pm

GRAND TOTAL

28 793 243

32 214 290

27 139 347

-5�7%

28 139 347

28 139 347

*The Agency draws attention that the cost of the activities created under the 4th Railway Package were not properly factored in the MFF. In order 
to cover this expenditure, the Agency will deprioritise other categories of expenditure in 2019. For 2020 and 2021, it is crucial that this amount 
be covered in the budget.

50 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Breakdown of Title 3 - Chapter 30 (Operational expenditure) for 2019

These amounts are the ones from the individual objective fiches from the annual section of the programming document

Activity 1 - Contributing to shaping target reference and global reference for the EU rail system

Strengthening global cooperation in rail

Strategic development

Enhancing Railway Safety through positive safety culture and integrating influencing human and organisational 
factors

3000

3001

3002

3003

3004

Activity 2 – Developing the harmonised regulatory SERA technical framework

3010

3011

3012

Harmonised Railway Operations and Management Systems

Harmonised technical specifications (fixed installations and vehicles)

Harmonised Train Control System and telematics (communications, signalling, ERTMS system authority, 
telematics system authority)

3013

Disseminating and Training to support implementation of the EU framework

Activity 3 - Implementing the harmonised regulatory SERA technical framework (under 4RP)

3020

3022

Ensuring the coordination of the Fourth Railway Package implementation

Railway system data (Registers; e.g. RINF, ERADIS, ERATV, EVR, ECVVR, SAIT, RDD)

Activity 4 - Monitoring, evaluating and reporting

3030

3031

3032

Collect and analyse evidence for decision making

Monitoring

Identifying research needs for the Target Rail System  and supporting partner organisations in research and 
innovation

3033

Reporting on the Railway System

Total article

Activity 5 – Delivering efficient and effective services

Ensure good corporate governance

Communicating effectively through website and social media

Ensuring efficient and effective communication (internal and corporate)

3040

3041

3042

3043

3044

3045

3046

305,109

218,491

9,260

77,358

pm

pm

323,469

51,781

116,669

72,098

82,921

2,685,307

2,051,536

633,771

517,602

6,849

462,787

43,235

4,731

458,513

139,686

107,931

210,896

pm

pm

pm

pm

ANNEXES | 51

 Table 2 – Revenue

Revenues

EU contribution

Other revenue – EFTA

Fees and charges*

Total revenues

2018

28 135 398

657 845

28 793 243

2019

26 500 000

639 347

pm

27 139 347

* Given the uncertainty on transposition by Member States in 2019 and 2020, respectively, as well as the uncertainty as regards the volume and 
timing of work for VA, SSC and ERTMS trackside approval requests, the Agency is not in the position to give an estimate of the revenues, expen-
diture and associated inflows/outflows related to the fees and charges activities. The Agency is at this stage asking the MB to agree for Title 4 to 
be created in the budget, while the actual revenues, expenditure and cash flow figures, included any support needed from EC, will be brought 
to attention later in 2019, once sufficient data is available.

REVENUES

2017

2018

2019

Executed 
Budget

Revenues 
estimated 
by the 
agency

Agency 
request

Budget 
forecast

VAR 2019 
/2018

Envisaged 
2020

Envisaged 
2021

1 REVENUE FROM FEES AND 
CHARGES

0

0

pm

pm

N.a.

pm

pm

2. EU CONTRIBUTION*

30 000 000

28 135 398

26 500 000

26 500 000

391 224

387 214

80 722

80 722

-5.8%

N.a.

27 489 347

27 489 347

N.a.

N.a.

732 000

657 845

639 347

639 347

-2.8%

650 000

650 000

of which assigned revenues 
deriving from previous years’ 
surpluses

3 THIRD COUNTRIES 
CONTRIBUTION (incl. EFTA and 
candidate countries)

of which EFTA

732 000

657 845

639 347

639 347

-2.8%

650 000

650 000

4 OTHER CONTRIBUTIONS

of which delegation agreement, 
ad hoc grants

5 ADMINISTRATIVE OPERATIONS

6 REVENUES FROM SERVICES 
RENDERED AGAINST PAYMENT

7 CORRECTION OF BUDGETARY 
IMBALANCES

TOTAL REVENUES

30 732 000

28 793 243

27 139 347

27 139 347

-5�7%

28 139 347

28 139 347

* The amount for 2020 is higher than the one envisaged. This is needed to cover the maintenance costs for OSS, as well as the costs for the entire 
package of new tasks compared to the past (NSA monitoring, NoBo monitoring, EVR, interface OSS-ERADIS, OSS-EVR and OSS-ERATV etc.). In 
2019 an effort was made to fit in the envelope of the EU contribution of 26.5 mill € by deprioritizing some of the other expenditure. This effort 
is not sustainable for 2020.

 Table 3 – Budget outturn and cancellation of appropriations

Budget outturn

Reserve from the previous years’ surplus (+)

Revenue actually received (+)

Payments made (-)

Carry-over of appropriations (-)

Cancellation of appropriations carried over (+)

Adjustment for carry over of assigned revenue appropriations from 
previous year (+)

Exchange rate differences (+/-)

Adjustment for negative balance from previous year (-)

Total

2015

787 016

26 592 262

-23 733 926

-2 642 337

93 602

50 175

-2 429

-787 016

3 57 347

2016

357 347

27 784 591

- 25 481 829

- 2 221 313

111 021

187 333

- 1 588

- 357 347

378 215

2017

378 214

31 930 148

-27 143 336

- 4 948 422

64 812

179 832

- 2 312

-378 214

80 722

52 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Annex III: Human Resources 2019-2021

 Table 1 – Staff population and its evolution; Overview of all categories of staff

Staff 
population 
in voted 
Budget

2016

Staff 
population 
in voted 
Budget 
2017

Staff 
population 
at 
31/12/2017

Staff 
population 
in EU 
Budget 
2018

Staff 
population 
envisaged 
in 2019

Staff 
population 
envisaged 
in 2020

Staff 
population 
envisaged 
in 2021

99

36

0

135

15

5

7

3

30

4

7

103

36

0

139

21

8

10

3

42

4

10

93

35

0

128

15

9

7

3

34

2

10

111

37

0

148

19

8

10

3

40

4

15

1131

35

0

148

17

8

10

3

38

4

15

113

35

0

148

15

8

10

3

36

4

15

113

35

0

148

15

8

10

3

36

4

15

176

195

174

207

205

203

203

Staff 
population

Officials

AD

AST

AST/SC

AD

AST

AST/SC

TA

Total TA

CA GFIV

CA GF III

CA GF II

CA GFI

Total CA*

SNE

Structural service 
providers

Total

External staff 
for occasional 
replacement

* The Agency would like to preserve a number of 38 CAs to ensure the stability of its workforce as of 2020. The Agency may come back during 
2019 for requesting the 2 additional CAs which are needed as of 2020. A thorough justification will be provided together with the request.

ANNEXES | 53

 Table 2 – Multi- annual staff policy plan 2019-2021

2017

2017

2018

2019

2020

2021

p
u
o
r
g
n
o
i
t
c
n
u
F

e
d
a
r
g
d
n
a

Authorised 
under the 
EU Budget

t
n
e
n
a
m
r
e
P

s
t
s
o
p

y
r
a
r
o
p
m
e
T

s
t
s
o
p

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

7
1
0
2
/
2
1
/
1
3

Authorised 
under the 
EU Budget

t
n
e
n
a
m
r
e
P

s
t
s
o
p

y
r
a
r
o
p
m
e
T

s
t
s
o
p

Authorised 
under the 
EU Budget

Request of the 
Agency

Request of the 
Agency

t
n
e
n
a
m
r
e
P

s
t
s
o
p

y
r
a
r
o
p
m
e
T

s
t
s
o
p

t
n
e
n
a
m
r
e
P

s
t
s
o
p

y
r
a
r
o
p
m
e
T

s
t
s
o
p

t
n
e
n
a
m
r
e
P

s
t
s
o
p

y
r
a
r
o
p
m
e
T

s
t
s
o
p

AD 16

AD 15

AD 14

AD 13

AD 12

AD 11

AD 10

AD 9

AD 8

AD 7

AD 6

AD 5

AD TOTAL

AST 11

AST 10

AST 9

AST 8

AST 7

AST 6

AST 5

AST 4

AST 3

AST 2

AST 1

1

1

5

18

33

21

14

10

1

0

2

14

20

16

23

17

1

2

6

18

32

22

15

15

0

1

4

7

19

32

21

15

14

0

1

4

8

20

34

25

12

9

0

1

4

10

24

32

24

12

6

103

93

111

113

113

113

3

5

4

3

8

9

3

1

1

1

1

5

5

6

10

6

35

3

5

4

3

8

9

4

1

2

5

5

2

8

9

4

2

6

6

5

9

7

0

3

7

7

6

9

1

0

0

37

35

35

35

AST TOTAL

36

AST/SC 6

AST/SC 5

AST/SC 4

AST/SC 3

AST/SC 2

AST/SC 1

AST/SC TOTAL

TOTAL

139

128

148

148

148

148

54 | SINGLE PROGRAMMING DOCUMENT 2019-2021

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annex IV

A� Engagement policy

The following general principles guide the application of the legal framework concerning 
the Agency staff:

a)  The core of the Agency staff consists of Temporary Agents. All Temporary Agent posi-
tions have been identified as long-term positions. Due to the budgetary and establish-
ment plan constraints the Agency is obliged to also engage Contract Agents in order 
to fulfil its mission;

b)  Temporary and Contract Agents are as far as possible treated in the same way.

In addition, it should be noted that the Agency does not employ officials. However, there 
are cases where EU officials have been seconded at their own request and have therefore 
acquired the status of Temporary Agent.

Selection and engagement procedures:

The procedure for selection and engagement of Temporary Agents and Contract Agents is 
based on Articles 27-34 of the Staff Regulations and Articles 12-15 and 82-84 of the Condi-
tions of Employment of Other Servants of the European Communities (CEOS), the related 
Implementing Rules on Temporary Agents and Contract Agents, the Financial Regulation 
(European Commission and the Agency), the Code of Good Administrative Behaviour and 
the data protection rules.

As nationals of Norway, Iceland and Liechtenstein are eligible for working for the Agency, 
it only exceptionally makes use of the general CAST lists for Contract Agents established 
by EPSO.

The  selection  procedures  for  the  engagement  of Temporary  Agents  are  carried  out  in 
accordance  with  Decision  N°  121  of  the  Administrative  Board  of  the  European  Railway 
Agency laying down the general implementing provisions on the procedure governing 
the engagement and use of temporary staff under Article 2(f ) of the CEOS.

Depending on the function and the level of tasks and within the limits authorised by the 
establishment plan of the Agency, Temporary Agents are engaged at the following entry 
grades:

 ʯ AST 1 to AST 4 for the function group AST
 ʯ AD 5 to AD8 for the function group AD

For  managerial  posts  or  highly  specialised  posts,  the  Agency  can  engage  Temporary 
Agents at grades AD 9, AD10, AD11 or on an exceptional basis, at grade AD12. However, 
except for the post as Executive Director, no post has so far been filled at a level above 
AD11.

In the TA ‘Assistant’ function group, engagement at a grade higher than the one provided 
for above can exceptionally take place on the basis of an analysis of the labour market 
conditions and the need for particularly experienced staff.

The  duration  of  contracts  for  Temporary  Agents  is  governed  by  Decision  N°  ERA-ED-
DEC-1109-2015.  Staff  holding  a  long-term  post  are  normally  offered  an  initial  contract 
with  a  duration  of  four  years  with  the  possibility  of  renewal. The  standard  practice  for 
a first renewal is normally for a two-year period and any further renewal is for an indefinite 
period. For staff on short-term employment, the duration of the contract depends on the 
duration of the tasks to be carried out.

ANNEXES | 55

a.  Temporary agents

The  new  Agency  Regulation  which  entered  into  force  in  2016  makes  no  distinction 
between posts for long- term and short-term employment. Still a post can, in accordance 
with Article 16 of Decision no. 121, be defined to be for short-term employment when it 
involves tasks of a limited duration.

The decision to renew contracts of employment of Temporary Agents occupying a long-
term post shall be taken by the Executive Director based on two considerations: the conti-
nuity of the post and the competences and performances of the jobholder, in accordance 
with Decision N° ERA-ED-DEC-678-2013 and the Procedure PRO_STA_01 on “renewal and 
non-renewal of contracts of employment before the expiry date”.

If a TA or former TA is awarded a second contract of employment in the same function 
group, this contract shall be considered as a renewal in the sense of Article 8 of the CEOS if 
the period between the end of the first contract and the starting date of the new contract 
is less than 6 months. If the period between the two contracts of employment is 6 months 
or  more  or  if  the  new  contract  is  in  a  different  function  group,  the  second  contract  of 
employment shall be considered a new contract of employment.

b.  Contract agents

In accordance with Article 85 of the CEOS, contract staff can be engaged for a fixed period 
of at least three months and not more than five years. Contract Agents are engaged for 
their  specific  competence  in  different  areas  of  administration  (finance,  HR,  IT,  logistics, 
legal, audit, quality management), in the railway domain or to perform manual or admin-
istrative tasks.

This type of contract is usually used to meet specific needs such as:

 ʯ Administrative tasks;
 ʯ Coping with temporary peaks in workloads;
 ʯ

Launching projects or new activities for which long-term commitment in terms of 
staffing is unclear;

 ʯ Replacing staff on long-term absences such as maternity leave, long-term sick leave 

or unpaid leave;

 ʯ Unforeseen deficits in staffing levels and budgetary restrictions in overcoming this 

problem by engaging Contract Agents.

However, increasingly ERA has also engaged Contract Agents for other (long-term) tasks, 
such as:

 ʯ Administrative and Logistician Support Agents
 ʯ Assistants
 ʯ Project Officers

c.  Seconded national experts1

SNEs are seconded from their national employer to the Agency’s operational units on the 
basis of their specific competenc(i)es and technical expertise in the railway domain.

A possibility to mandate ‘cost-free’ SNEs also exists where the Agency does not pay any 
allowances or cover any of the expenses related to the performance of their duties during 
their secondment although the Agency does not deploy such SNEs at the moment.

SNEs  assist  the  Agency  staff  and  cannot  perform  middle  management  duties. The  ini-
tial  period  of  secondment  may  not  be  less  than  six  months  or  more  than  two  years.  It 
[anchor - check ms]may be renewed once or more up to a total period not exceeding four 
years. Exceptionally, the Agency’s Executive Director may authorise one more extension of 
the secondment for the maximum duration of one year at the end of the four year period. 

1 

SNEs are not employed by the Agency.

56 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Each secondment and extension is subject to an exchange of letters. An SNE may be sec-
onded once again provided that the conditions of secondment still exist and a period of 
at least six years has elapsed between the end of the previous secondment and the new 
secondment unless the previous secondments lasted for less than four years.

Types of key function: Project Officer

d.  Trainees

Professional traineeships last between three and five months in accordance with Decision 
N° ERA-ED-DEC-1063-2015. Professional traineeships are organised once or twice per year, 
depending on budget availability.

e.  Structural service providers1

Staff 
FTE

8

4

1

1

1

Tasks

Description

PD per 
Year

Total PD 
per Year

Framework 
Contract

Expiring

Service Desk

User support and assistance

Senior Analyst 
Programmer

writing/maintenance/prototyping of 
applications that reflect the specifications.

Front End 
Developer

Application 
Architect 
Designer

Creation and staging of Stakeholder 
Relationship Management tool

Design and development OSS

Receptionist

3 shifts per day

220

220

220

220

1760

880

220

220

ESP/EISD5 signed 
in May 2015

Date of 
signature, 3+1 Y

ESP/EISD5 signed 
in May 2015

Date of 
signature, 3+1 Y

ESP/EISD5 signed 
in May 2015

Date of 
signature, 3+1 Y

ESP/EISD5 signed 
in May 2015

Date of 
signature, 3+1 Y

1 

Structural service providers are not employed by the Agency.

ANNEXES | 57

B� Appraisal of performance and reclassification/promotions

The Agency applies Decision N° 132 of the Administrative Board of the European Railway 
Agency  on  the  general  provisions  for  implementing  Article  43  of  the  Staff  Regulations 
and implementing the first paragraph of Article 44 of the Staff Regulations for temporary 
staff  and  Decision  N°  133  of  the  Administrative  Board  of  the  European  Railway  Agency 
on  the  general  provisions  for  implementing  Article  87(1)  of  the  Conditions  of  Employ-
ment of Other Servants of the European Union and implementing the first paragraph of 
Article 44 of the Staff Regulations. They were applied for the first time for the appraisal 
and reclassification exercise taking place in 2016. The 11th reclassification exercise took 
place in 2017 and 13 members of staff were reclassified. The present reclassification policy 
complies with the principles established in the Commission’s model decision on reclassifi-
cation of Temporary Agents. Since 2016, the Agency adopted rules for the reclassification 
of Contract Agents.

 Table 1 - Reclassification of temporary staff/promotion of officials

Category 
and 
grade

Staff in activity at 01�01�2017

How many staff members were 
promoted / reclassified in 20171

officials

TA

officials

TA

Average number of years in grade 
of reclassified/promoted staff 
members

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

Total

1

3

12

25

16

20

20

97

2

1

1

3

7

6

10

6

36

133

1

1

2

1

3

1

1

1

5 years 1 month

3 years 10 months

5 years 2 months

3 years 8 months

5 years

6 years 1 month

4 years 5 months

4 years 10 months

1  Reclassification decision 2018 to be taken in January 2019.

58 | SINGLE PROGRAMMING DOCUMENT 2019-2021

 Table 2 - Reclassification of contract staff

Category 
and 
grade

FG I

FG II

FG III

FG IV

Total CA

Staff in activity at 01�01�2017

How many staff members were 
promoted / reclassified in 2017

officials

CA

3

6

9

12

30

officials

CA

2

Average number of years in grade 
of reclassified/promoted staff 
members

5 years 2 months

ANNEXES | 59

C� Mobility policy

1.  Mobility within the agency

Decision N° 121 of the Administrative Board of the European Railway Agency laying down 
the general implementing provisions on the procedure governing the engagement and 
use of temporary staff under Article 2(f ) of the CEOS (adopted on 25.11.2016) enshrines 
two scenarios for internal mobility for TA 2(f ). These are reassignment in the interest of the 
service and mobility following the internal publication of a post.

The  Agency  actively  promotes  internal  mobility  but  due  to  the  very  specific,  technical 
competences of a big part of the staff, internal mobility remains limited.

Furthermore, members of the Agency staff can apply for vacant posts within the Agency 
advertised externally. A supplementary agreement in accordance with Article 10 of the 
CEOS will be concluded as required if existing staff get a new job.

2.  Mobility among agencies (Inter-agency Job Market)

A number of the support staff who have left the Agency in previous years have accepted 
Temporary  Agent  positions  in  other  agencies.  In  addition,  the  recent  establishment  of 
a number of new Joint Undertakings in Brussels has led to staff leaving and candidates 
refusing job offers from the Agency. On the other hand, many staff members who took 
up long-term Temporary Agent positions at the Agency come from other EU Agencies.

with the new implementing rules for 2(f ) Temporary Agents, the Inter-Agency Job Market 
is no longer applicable.

3.  Mobility between the agencies and the institutions

Some posts are filled by staff coming from other European institutions (in particular the 
Commission), although the number remains small.

4.  Tables for 2017 (Temporary agents, contract agents and SNE’s)

2017

New staff

Departing staff

Mobility within the agency

Mobility among agencies

Mobility between the agencies and the institutions

Other

Total

2

0

0

2

2

2

1

5

60 | SINGLE PROGRAMMING DOCUMENT 2019-2021

D� Gender and geographical balance

The following non-discrimination notice is included in all vacancy notices:

“Equal opportunities: The European Union takes great care to avoid any form of discrimi-
nation in its recruitment procedures”.

Applications are encouraged from all candidates and facilities management is prepared to 
accommodate people with disabilities. A positive discrimination policy however has not 
been put in place.

ERA has been systematically monitoring the gender distribution for its selection proce-
dures. In general, the gender balance at the Agency has been stable over recent years. As 
can be seen from the “All Staff” pie chart, the figures, based on the situation in 2017, are 
62% male staff and 38% female staff.

Even  though,  the  specific  business  area  and  technical  labour  market  may  be  the  main 
reasons  for  overrepresentation  of  men  in  the  Agency,  in  every  call  for  applications,  the 
Agency  underlines  its  commitment  to  promote  equal  opportunities,  including  gender 
balance and diversity, as also stated in the Agency’s Human Resources strategy. The same 
applies to the Member States’ representatives in the Management Board.

The Agency welcomes the European Commission’s new Diversity and Inclusion strategy 
in order to reach at least 40% women in its management by 1 November 2019. However, 
this strategy is not applicable to the Agency due to its size, type of contract (long-term) 
and limited possibility of mobility.  The Agency nevertheless keeps this target for its entire 
staff and not only for its Management.

As gender balance across all staff is a concern for many Agencies, we expect a debate at 
the Network of Agencies in the near future.

The Agency is participating to the EU “Platform for change”, initiated by the European Eco-
nomic and Social Committee which was launched in 2017, to address gender equality in 
transport. The Agency further actively supports initiatives to increase the attractiveness of 
the railway sector for women, and promotes gender diversity. The current flexi-time policy 
and the Decision on teleworking of  the  Agency  are  designed  to  facilitate  an  improved 
work-life balance.

The gender and nationality distribution are reported below in several graphs: overall staff 
and breakdown according to the type of contract: Temporary Agents (TA)-Administrators 
(AD); Temporary Agents (TA) - Assistants (AST); Contract Agents (CA).

Considering the low number of SNEs (2 persons), this is counted in the overall staff figures, 
but no breakdown is provided for this category.

The values in the graphs are based on the existing numbers of staff at the end of 2017.

ANNEXES | 61

 Staff number distribution by gender and category of contract – TA (AD), TA 
(AST) and CA staff

100

90

80

70

60

50

40

30

20

10

0

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73

AD

M
F

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AST

20

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CA

 Staff number distribution by nationality – all staff

45

40

35

30

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20

15

10

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 Staff number distribution by nationality – TA (AD) staff

19

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2

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62 | SINGLE PROGRAMMING DOCUMENT 2019-2021

 Staff number distribution by nationality – TA (AST) staff

15

7

3

3

1

1

2

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1

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 Staff number distribution by nationality – CA staff

9

5

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ANNEXES | 63

E� Schooling (Agency Regulation, Art� 71^2)

There is no European School in Valenciennes where the Agency is located and the Agency 
has no arrangements with any international school in the vicinity. The local schooling sys-
tem  has  an  international  section  (English)  at  college  and ‘Lycée’  level,  but  the  students 
follow the French curriculum working towards the ‘brevet’ and the ‘baccalaureat’ awarded 
by the French Ministry of Education. There are facilities for international schooling in Lille 
but many staff members send their children to the European School in Brussels (and for 
that reason choose to live in Brussels and commute from there).

64 | SINGLE PROGRAMMING DOCUMENT 2019-2021

Annex V: Buildings

5�1�1  Current building(s)

Information to be provided per building:

ERA HQ, Valenciennes, 120 rue Marc Lefrancq

1. ERA is the only tenant of the building

Name, location and type of building

Other Comment

Surface area (in square metres)
Of which office space
Of which non-office space

5.250 M² de Surface Hors Oeuvre Nette 
(S.H.O.N)

Annual rent (in EUR)

In 2018: EUR 434 659,96 HT/year

Type and duration of rental contract

1 year with tacit renewal

Host country grant or support

No

Present value of the building

If the Agency owns the building

The new INSEE indicator will be published 
during the 1st Quarter 2019.

Name, location and type of building

Other Comment

Information to be provided per building:

Surface area (in square metres)
Of which office space
Of which non-office space

Rental of 90 parking places from SAEM 
Valenciennes

90 parking places

Annual rent (in EUR)

In 2018: EUR 24.175,00 HT/year

Type and duration of rental contract

1 year with tacit renewal

Host country grant or support

No

Present value of the building

If the Agency owns the building

Name, location and type of building

Other Comment

Information to be provided per building:

ERA meeting premises, 299, Boulevard de 
Leeds – Lille

Surface area (in square metres)

602,62 M²

Annual rent (in EUR)

In 2017: EUR 110.433,96 HT/year

Type and duration of rental contract

Contract will end on 31/12/2023.

Host country grant or support

No

Present value of the building

If the Agency owns the building

The new INSEE indicator will be published 
during the 1st Quarter 2018.

Name, location and type of building

Other Comment

Information to be provided per building:

Surface area (in square metres)
Of which office space
Of which non-office space

Rental of 8 parking places from Espace 
International

8 parking places

Annual rent (in EUR)

In 2017: EUR 20 625.72 HT/year

Type and duration of rental contract

Contract will end on 31/12/2023.

Host country grant or support

No

Present value of the building

If the Agency owns the building

5�1�2  Building project in the planning phase

The new INSEE indicator will be published 
during the 1st Quarter 2019

Due to the growth of the Agency, the current building in Valenciennes is becoming tight. 
The Agency is currently re-allocating staff members in double office spaces as a short-term 
solution. The Agency and Valenciennes Métropole have started defining the requirements 
related to the current and future estimated building’s needs to make viable proposals for 
the headquarters.

ANNEXES | 65

Annex VI: Privileges and immunities

The  written  procedure  of  the  Management  Board  from  August  2018  concerning  the 
approval of a headquarters agreement between the Agency and the host Member State, 
has been completed successfully. No objections or negative votes were expressed by the 
members of the Management Board.

Agency privileges

Privileges granted to staff

Protocol of privileges and immunities / 
diplomatic status

Education /  
day care

As per PPI and under the HA 
possibility to have diplomatic 
plates for 3 Agency cars. The 
Agency may fly its flag in its 
buildings and cars

No privileges have been granted to the Agency 
staff other than the ones envisaged in the PPI.
The HA does not confer any additional rights to 
the Agency staff.

N.a.

66 | SINGLE PROGRAMMING DOCUMENT 2019-2021

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76 | SINGLE PROGRAMMING DOCUMENT 2019-2021

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annex IX: Organisation chart

EXECUTIVE DIRECTOR

ASSISTANT

ACCOUNTING OFFICER

EXECUTIVE OFFICE AND
COMMUNICATION

LEGAL ADVISOR

ICC AND ETHICS

RESOURCES AND SUPPORT

PLANNING AND
APPROVALS DELIVERY

RAILWAY SYSTEMS

ANALYSIS AND MONITORING

Last update 01/11/2018

ANNEXES | 77

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