COMMUNICATION TO THE COMMISSION FROM PRESIDENT JUNCKER AND COMMISSIONER OETTINGER

Transcription

1 EUROPEAN COMMISSION Brussels, C(2018) 4063 final COMMUNICATION TO THE COMMISSION FROM PRESIDENT JUNCKER AND COMMISSIONER OETTINGER Corporate communication action in under the Multiannual Financial Framework EN EN

2 1. CORPORATE COMMUNICATION 1.1. CONTEXT On 23 September 2013, the Commission adopted the Communication on corporate communication under the Multiannual Financial Framework The Communication, the first one of its kind, set out basic rules and made operational the corporate communication clauses in sectorspecific regulations under the Multiannual Financial Framework 2. The specific regulations permit the pooling of resources from different Multiannual Financial Framework programmes to fund communication priorities based on the general objectives of the European Union. The first test of this approach was carried out in through a corporate communication pilot project in six Member States 3, titled EU Working for You. The Commission adopted two other Communications on corporate communication in These two Communications referred to the Commission s 10 political priorities as the basis for its corporate communication, focusing on the EU s contribution to jobs and growth, the Investment Plan for Europe being put forward as a catalyst for change. In addition, corporate communication focused on other areas where Europe makes a difference while at the same time addressing Europeans main concerns. Corporate communication reflects the idea that the Commission is most effective when it is big on the big things and small on small things. Putting a stronger focus on communicating what Europe can deliver for its citizens on the things that matter to them is central to meaningful communication. Corporate communication implies having a powerful and compelling narrative showing how the EU improves people s lives. On this basis, corporate communication is built around three main strands that constitute a strategic communication framework. They are designed to be mutually reinforcing and capture all the Commission s political priorities: 1 SEC(2013)486 of COM(2011)500 of A Budget for Europe 2020 Part II: Policy fiches, page 7. 3 Finland, Germany, Latvia, Poland, Portugal and Spain. 4 C(2015)7346 of and C(2016)6838 of

3 These three narratives allow communicating on the completion and delivery of the 10 political priorities of the Juncker Commission and on the forward-looking initiatives put forward within this mandate to prepare the Union of tomorrow: a more united, stronger and more democratic Union 5. The three narratives will also underpin the negotiation process of the Multiannual Financial Framework, linking the real benefits of the EU with its financial budget. All three strands are being implemented through different communication actions and notably three integrated communication campaigns running until the end of For the first time, these campaigns were co-designed with the relevant Commission services and with the Representations, under the steer of DG Communication as domain leader for external communication. The campaign approach and messages were tested through focus groups across the EU, ensuring that they resonate with target audiences 6. The three campaigns are systematically flanked with decentralised actions in the Member States implemented by both the Commission Representations and the Europe Direct Information Centres at local level. The three corporate communication strands are among the communication priorities of both the Representations and the Europe Direct Information Centres. The experience of the last five years shows that corporate communication has proven valid in reaching and engaging with audiences, while allowing economies of scale. For instance, it is estimated that 115 million people were reached through the pilot campaign EU Working for You with 30 million people recalling the campaign 7. Most importantly, the evaluation study showed how the campaign contributed to addressing the gap between the public and the EU institutions, as it showed that people exposed to the campaign adopting a more positive attitude towards the EU. The same conclusions are reflected in the more recent interim study involving respondents in each zoom-in country of the ongoing #InvestEU campaign (an EU that delivers), highlighting a significant and measurable impact (see Annex). Beyond the corporate campaigns activities directly managed by DG Communication, other Commission services are using the campaigns resources to promote their own sectorial policies, thus contributing to the creation of a consistent branding strategy and reinforcing the corporate approach, not only vis-à-vis the public but also within the Commission. The corporate communication budget goes beyond financing corporate campaigns. It is also used by central services in other communication initiatives targeting Europeans, such as the Citizens Dialogues, activities by the Representations or the Visitors Centre and to further reinforce the Commission s audiovisual and social media channels. This new Communication aims to define corporate communication actions for This will be the last time that corporate clauses are made operational under the current Multiannual Financial Framework The objective of this Communication is twofold: 5 COM(2017) 650 of Commission Work Programme 2018 An agenda for a more united, stronger and more democratic Europe. 6 Focus groups were held as follows: EU delivers (#InvestEU) - Antwerp, Brussels, Cologne, Toulouse, Debrecen, Porto, Turin, Krakow, Vienna, Sofia, Madrid, Helsinki, Athens, Riga, Amsterdam; EU empowers (#EUandME) - Lille, Frankfurt, Gothenburg, Dublin, Milan, Madrid, Prague and Budapest; and EU Protects -Brussels, Lille, Bucharest, Athens, Milan, Warsaw, Copenhagen, Zagreb. 7 Evaluation of the European Commission corporate communication campaign COMM-A1/20/2014-LOT1, Final Report of

4 1. Continuing the implementation of the three corporate narratives (an EU that delivers, empowers and protects) until the end of the current mandate of the Juncker Commission end Providing the groundwork for the new Commission in 2019 to communicate its new priorities (until a new arrangement on corporate communication under the new Multiannual Financial Framework is in place). In view of this transitional period it is proposed to slightly reduce the budget for corporate communication in , while ensuring a sufficient amount to meet the objectives mentioned above OBJECTIVES AND PRINCIPLES FOR CORPORATE COMMUNICATION The general objectives of corporate communication are: To listen, exchange and engage with citizens on what the EU stands for, its main challenges, opportunities and how best to face them together. To raise public awareness about the EU as a whole, its role, values, aims, priorities and its work to address current issues in line with (i) the Commission political priorities for (and for 2020 the Political Guidelines of the future Commission President), (ii) the annual Commission Work Programmes, and (iii) the general objectives of sector-specific regulations and policies under the Multiannual Financial Framework. To demonstrate the positive impact of EU policies and laws on European citizens, companies and other stakeholders and the added value of EU action. To address the most widespread myths and misinformation about European Commission and EU. To raise public awareness about the ways the EU citizens and stakeholders can contribute to the EU policy and law making, thereby contributing to strengthening of ownership of the European project. These general objectives will be reached by: 3

5 Achieving a better understanding by European citizens of the EU, its role, priorities, challenges, policies, funding programmes and legislative activities. Informing and engaging different target groups of European citizens about the EU s political priorities in their specific socioeconomic and political context, notably through Citizens Dialogues. Focusing communication aimed at the relevant stakeholders as well as specialist and nonspecialist audiences and increasing the consistency, responsiveness and impact of Commission messages and policies. Corporate communication involves putting resources together in order to maximise communication impact, while improving and better communicating the EU s positive and real impact on the lives of Europeans and people in partner countries. This is in line with the principles of an EU budget focused on results. It also allows the Commission to listen and engage with citizens and to respond effectively to current challenges and unexpected developments in a rapidly changing world. For corporate communication to be effective and to ensure that the Commission listens and engages with citizens, it must communicate with citizens in the language they known best. The Commission will use all available instruments to promote multilingualism in its corporate communication action in Evaluation is a fundamental principle of corporate communication. It ensures that resources are allocated effectively and that lessons-learned are properly followed. The corporate communication actions in will take account of the findings of past evaluations and will in turn be evaluated. In particular a final synthesis study will be conducted to provide independent evidence-based conclusions on the corporate communication approach, thus allowing the next College to take informed decisions on the Commission s corporate communication approach CORPORATE COMMUNICATION ACTION IN Corporate communication will continue to focus, notably in 2019, on the three narratives encompassing the 10 political priorities set out in the Commission s Agenda for Jobs, Growth, Fairness and Democratic Change 8 : - An EU that delivers: showcasing the EU s contribution to jobs and growth is the top priority of this Commission. Jobs and Growth is a priority where all EU policies can contribute and that requires defining and conveying top-level messages. Particular emphasis will continue to be placed on the Investment Plan, including its new external dimension, in order to maintain the positive momentum. This will be important for reaching out to stakeholders with the potential to become partners, as well as for communicating the EU s vision for sustainable jobs and growth to the wider public. In addition, corporate communication actions should also emphasise: EU policies supporting fair and inclusive growth, notably by tackling long term and youth unemployment as well as the skills gap both in urban and rural areas, and by promoting the principles and rights enshrined in the European Pillar of Social Rights. 8 A New Start for Europe: My Agenda for Jobs, Growth, Fairness and Democratic Change Political Guidelines for the next European Commission ( 4

6 EU policies and projects targeting innovation led investments contributing to raising productivity and opening new markets in all sectors, from agri-food to services. In particular, this includes EU policies promoting competitiveness through modernisation, innovation, diversification and entrepreneurship, notably through technology-based start-ups and increasing the use of innovative financial instruments; policies that help entrepreneurs access international markets, partners and capital; and EU-funded projects that boost jobs and growth and improve quality of life in urban and rural areas. EU policies consolidating Europe s lead in green growth, sustainable development and supporting climate change objectives. An EU that delivers needs appropriate financial means. In the context of the new Multiannual Financial Framework , prominence will be given to explaining how the new budget will contribute to meet people s expectations and aspirations on what matters most and how it will contribute to the long-term sustainability of the EU. - A Union that empowers: showcasing EU values but also other major benefits derived from the EU - concrete and meaningful advantages and opportunities (rights, freedoms, services). Particular emphasis will be put on empowering citizens in a Union of democratic change. Communication actions, in particular the further roll out of the Citizens Dialogues, will aim at engaging with Europeans so that they can take an active role in shaping the future of the new Union of 27, not only in view of the European Parliament elections in 2019 but also in the context of the Roadmap to Sibiu and the debate on the Future of Europe. These actions will also raise public awareness about the ways the EU citizens and stakeholders can contribute to EU policy and law making, thereby contributing to strengthening of ownership of the European project. This strand will also contribute to federate and mainstream communication on a number of symbolic milestones and initiatives connected with core European values and achievements (e.g. anniversaries, European years). These values are equally the driving force of the EU action around the world. Communicating on the benefits of these values for EU citizens and citizens of EU partners reflects the results of a Global Europe. In addition, it will contribute to the implementation and follow-up of the future Communication on how to make the Union more united, stronger and more democratic in communication terms as announced in the 2018 Commission work programme. - A Union that protects: showcasing EU collective solutions and those with the EU's partners, thus both internal and external actions, to tackle global safety and security challenges, such as migration and security but also other areas that help protect Europeans such as the environment and civil protection. These solutions are anchored in the EU values of peace, security, rule of law, democracy and respect for human rights. Corporate communication will also contribute to the fight against disinformation by engaging in myth-busting activities. This is particularly important since the EU is often a target of disinformation campaigns designed to undermine its Institutions, policies, actions and values. Actions will be developed and implemented to rebut common and widespread myths about the EU. The aim here is 5

7 to better empower the Commission to respond to people s concerns in a clear, up-to-date and factual manner. The Commission will reinforce the coordination of its communication activities aiming at tackling disinformation with the support of a dedicated internal network. In this respect, the social media teams in the Representations will play an important role. With Europe and the rest of the world facing ever-increasing unpredictable challenges often requiring policy and communication responses, corporate communication will enable the Commission to carry out effective crisis communication, engaging with people and taking the lead in addressing crisis situations. Corporate communication actions in will also address communication challenges in rural areas across the EU, with tailor-made actions centrally-coordinated and implemented locally by the Representations, Europe Direct Information Centres and other local partners. The main expected results are a better understanding of the Commission s role and activities in relation to the three narratives listed above and ultimately an improved image of the EU with measurable positive trends in public perception. The focus of the corporate communication outlined in this section will need to be aligned to the political priorities identified by the new President-elect in his Political Guidelines in mid To achieve the above objectives, the following range of specific actions and tools may be used 9 : production of content, including photos, audiovisual, graphic and written material 10 ; provision of other corporate technical services that benefit the institution as a whole such as online services, including the institutional web presence and social media activity, in line with existing corporate policies and domain standards 11 ; disseminating information through integrated communication actions, including on multimedia platforms, including holding the required licences; acquiring media space, including TV and radio air time, outdoor and indoor advertising, web adverts and other online promotion techniques and print media space; organising and participating in events, including exhibitions, fora, dialogues and other activities aimed at citizens (face to face events and / or online consultations); using banners and illuminations for the Commission s headquarters building on a limited number of important occasions; scoping studies, other studies and evaluations, where relevant; and obtaining technical and administrative assistance, where relevant, including temporary advice and support through external experts and through specialised software and digital platforms. 9 This list is indicative only and non-exhaustive. 10 The Publications Office of the European Union, as domain leader in the production of publications, will assist the Commission in pursuing these actions and coordinating the production of all types of publication products resulting from the corporate communication actions. 11 As defined by the Information Providers Guide, Visual identity Guidelines, etc. 6

8 2. IMPLEMENTATION 2.1. BUDGET The maximum estimated budget to implement the corporate communication actions in is set at EUR In , the budget for corporate communication will be financed through contributions from the following funds or programmes: EUR million in current prices CORPORATE COMMUNICATION (Programme breakdown) Headings TOTAL Corporate Communication Total Budget SMART AND INCLUSIVE GROWTH Competitiveness for growth and jobs Large infrastructure projects European satellite navigation systems (EGNOS and Galileo) Nuclear Safety and Decommissioning Common Strategic Framework (CSF) Research and Innovation Horizon Competitiveness of enterprises and small and medium-sized enterprises (COSME) Education, Training and Sport (Erasmus+) Employment and Social Innovation (EaSI) Connecting Europe Facility (CEF) Energy Transport Information and Communications Technology (ICT) Economic, social and territorial cohesion Investment for growth and jobs Regional convergence (Less developed regions) Transition regions Competitiveness (More developed regions) Outermost and sparsely populated regions Cohesion fund Connecting Europe Facility (CEF) CF contribution European territorial cooperation Technical assistance and innovative actions SUSTAINABLE GROWTH: NATURAL RESOURCES European Agricultural Guarantee Fund (EAGF) Market related expenditure and direct payments European Agricultural Fund for Rural Development (EAFRD) European Maritime and Fisheries Fund (EMFF) Environment and climate action (LIFE) SECURITY AND CITIZENSHIP Asylum, Migration and Integration Fund Internal Security Fund Union Civil protection Mechanism

9 Food and feed Creative Europe GLOBAL EUROPE Instrument for Pre-accession assistance (IPA II) European Neighbourhood Instrument (ENI) Development Cooperation Instrument (DCI) Partnership instrument for cooperation with third countries (PI) European Instrument for Democracy and Human Rights (EIDHR) Instrument contributing to Stability and Peace Number of participating programmes The Commission s services responsible for managing these programmes will indicate the relevant line of the General Budget of the European Union from which the corporate communication action can be financed. Where applicable, and taking into account the programmes legal basis, the services will provide contributions from the budget lines intended to cover communication and information measures under direct management. The corporate communication actions that will need to be implemented must be included in the proposals of relevant annual work programmes/financing decisions for the amounts referred to above MOBILISATION OF AVAILABLE APPROPRIATIONS AND IMPLEMENTING ARRANGEMENTS The available appropriations will be allocated to the issues listed in point 1.3. The maximum total amount of commitment appropriations is EUR A co-delegation (namely type II) of the lines concerned will be established in the Internal Rules between the Directorate-General concerned and DG Communication GOVERNANCE The Corporate Communication Steering Committee 12 will be leading the implementation of the corporate communication actions. The Steering Committee will also provide an overall steer on aligning the Directorates-General own communication actions with the corporate communication priorities. 3. CONCLUSIONS The Commission is invited to: Endorse the objectives of this Communication. Require the Directorates-General responsible for the programmes referred to in 2.1 above to identify the contributions to the corporate communication action in and to include the specified amounts into the proposals in the annual work programmes/financing decisions implementing the respective funds and programmes. 12 Established by Decision SEC(2016) 170 of 4 April

10 Instruct the Corporate Communication Steering Committee to lead the implementation of this corporate communication action. Instruct DG Communication, as domain leader in external communication, to coordinate this corporate communication action and report to the Directorates-General responsible for the programmes referred to in 2.1. on the activities that have been implemented and their results. The College will be kept regularly informed of progress. 9