Commission-companion-full

SECRETARIAT-GENERAL
Behind-the-scenes power
The secretariat­general of the European
Commission is its central nervous
system. Others might less charitably
describe it as the central intelligence agency
– and would accuse it of spying on the
policy departments.
Such antagonism is a feature of many
organisations: the central core is unloved by
those on the periphery, who resent its
powers of control. But the organisation
could not function without that centre: it is
the secretariat­general that co­ordinates
relations with other EU institutions and the
outside world; it co­ordinates Commission
work, to ensure that what is supposed to be
done is executed; it arbitrates between
policy departments when they cannot
agree.
These are enduring functions, expressed
in different forms over the years as
management thinking changes. For
instance, nowadays the secretariat­general
draws up the Commission’s work
programme; it co­ordinates the reviews of
impact assessments for proposed
legislation; it compiles a synthesis report
from the annual activity reports of each
Commission director­general; it looks after
the Commission’s transparency register (run
jointly, with the European Parliament) and it
polices the code of conduct for
commissioners.
But the start of the Juncker Commission
has created a fresh challenge for the
secretariat­general, one that will test its
current structure and resources. Juncker
named seven vice­presidents and to most of
them he assigned overarching policy
responsibilities. So, for example, Andrus
Ansip became vice­president for the digital
single market, with seven commissioners
reporting to him on a range of different
aspects of the digital economy (see pages
10­11). But what Juncker did not do was
give the vice­presidents the resources of
their own departments, such as are enjoyed
by those commissioners reporting to Ansip.
Instead, he said that the secretariat­general
would provide the necessary back­up and
would assign resources.
Since then, the Commission leadership has
let it be known that it intends to move 80
officials to the secretariat­general to meet
this increased workload. The staff will be
moved from other departments. These reassignments
come on top of a Commission
commitment to reduce staff numbers by 1%
per year.
What is not yet clear is whether the
system of vice­presidencies that Juncker
has introduced will take root. It is arguably
the most important innovation in the
organisation of the Commission since the
admission of ten new member states in
2004 but there is no guarantee of success.
Whether it succeeds or not will depend a lot
on the secretariat­general’s ability to secure
the position of those vice­presidents. If the
secretariat­general cannot do so, then
Juncker’s theoretical hierarchy may be
eroded in practice.
Much will also depend on who becomes
the next secretary­general. Catherine Day
has held the post since November 2005, but
is expected to retire in the first half of this
year, having seen in the new regime.
Juncker and Martin Selmayr, the head of his
private office, will know the importance of
their choice. Day became indispensable to
José Manuel Barroso’s administration, to
the extent that the guidelines on rotating
CATHERINE DAY AND JEAN-CLAUDE JUNCKER
senior managers were ignored in her case
and she has held the post for more than
nine years. Juncker and Selmayr will
similarly need a secretary­general who can
work the Commission machinery so as to
deliver on their wishes.
Luis Romero Requena, currently the head
of the Commission’s legal service, must be
considered one of the front­runners. Michel
Servoz, the director­general for
employment, is also talked about.
Alexander Italianer, the director­general for
competition, is another contender, having
previously – like Servoz – been a deputy
secretary­general. His caution might count
against him, however, with Juncker and
Selmayr preferring someone more
adventurous. Their style is to conjure up
surprises.
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