Our 4 demands
1) Regular internal competitions to improve career prospects
We propose the introduction of an internal competition held every two years, open to contract staff and temporary staff with a minimum of two years’ service (instead of the current three).
This measure aims to ensure genuine career visibility for staff on precarious contracts, by offering them concrete prospects for advancement within the institution. In accordance with the statutory maximum duration of six years, contract and temporary staff would thus be able to take part in at least two internal competitions.
At the same time, it is essential to put an end to the current irregularity of the competition cycle by establishing a stable, predictable and transparent timetable.
2) Strengthening inter-institutional mobility: towards a genuine European labour market
We propose to strengthen inter-institutional mobility mechanisms by establishing a genuine labour market between the European institutions.
The aim is to enable contract and temporary staff, upon reaching the statutory maximum duration of their contract (6 years), to access opportunities in other EU institutions more easily.
This measure addresses a twofold challenge. On the one hand, it offers colleagues concrete career prospects and mitigates the precariousness associated with the end of a contract. On the other hand, it enables the institutions to retain and make the most of experienced staff who are already trained in the specificities of the European civil service.
By facilitating the movement of talent between institutions, we strengthen the attractiveness, efficiency and coherence of the European civil service.
3) Guaranteeing the free continuation of schooling in the European Schools
We propose to guarantee all children who have been attending a European School for at least two years the right to complete their cycle (nursery, primary or secondary) free of charge, even if their parent’s contract with the institutions comes to an end.
This measure aims to ensure the stability of educational pathways and to protect families from contractual uncertainty. It reflects a fundamental responsibility of the institution towards its staff and their children.
It will also help to enhance the attractiveness of the European institutions by offering more secure prospects to contract and temporary staff.
4) Establish a European Parliament office to offer sustainable prospects for contract staff
In accordance with the framework set out in the Staff Regulations of Officials of the European Union and the Conditions of Employment of Other Servants (CEOS), we propose the creation, within the European Parliament, of a dedicated office to enhance the career prospects of contract staff.
An ‘office’ is a specific administrative structure within the European Union, created to manage certain tasks or certain types of staff in a more flexible and specialised manner. Unlike a traditional directorate, an office allows for a more autonomous organisation and tailored management rules.
Several offices already exist within the European Union and are based on a solid legal framework (Staff Regulations and CEOS). For example, the European Union Intellectual Property Office employs many contract staff with structured career prospects, or the Publications Office of the European Union, which also operates with more flexible staff management.
By drawing inspiration from this model, the European Parliament could offer more stable and attractive conditions to its contract staff.
In practical terms, this office would make it possible to:
· offering, where justified by operational needs, permanent contracts to contract staff;
· facilitating career progression, particularly movement between function groups (for example from FG I to FG II), without terminating the contractual relationship;
· better recognising experience gained within the institution, by offering more coherent and predictable career prospects.
This proposal is fully in line with the existing framework of the Staff Regulations and the CEOS, which recognise the role of interinstitutional offices as instruments of modernised human resources management.
It serves a dual purpose: to improve job security for contract staff and to enable Parliament to retain experienced staff, thereby avoiding a loss of skills at the end of contracts.
By strengthening career prospects within the institution itself, this measure contributes to a more stable, attractive and effective European civil service.
