In recent months, a significant shift has been observed in the policy regarding the employment contracts of local agents working in over 140 EU Delegations worldwide. Generation 2004 observes that these colleagues, who have long played a crucial role in ensuring the smooth functioning of EU external representation, are now facing a precarious professional situation:
their previous contracts of indefinite duration have been replaced by one-year renewable contracts (1+1 years), removing all job security. We consider that this change has profound implications not only for the affected individuals but also for the credibility, security, and continuity of EU Delegations and their ability to fulfil their missions effectively.

The transition to 1+1 contracts means that local agents are no longer guaranteed job security, making their positions highly unstable, a situation which might be exacerbated by different political contexts. As a result, we see this affecting not just recruitment but retention of staff: many colleagues may begin to look elsewhere for stable career opportunities, leading to:

• High Staff Turnover: The lack of long-term employment security could discourage local agents from staying in their roles, leading to frequent personnel changes that disrupt institutional knowledge and efficiency.
• Loss of Expertise: Many local agents possess years, if not decades, of experience in EU affairs, diplomacy, administration, and external relations. A short-term contract model will likely lead to the loss of these valuable experts.
• Decreased Institutional Credibility: EU Delegations rely on strong, knowledgeable local teams to represent and implement EU policies effectively. If local agents no longer feel secure in their jobs, it may affect their motivation and commitment, ultimately weakening the credibility of the institution.
• Security Risks: In politically sensitive regions, local agents often play a key role in securing networks, providing critical local insights, and maintaining stability in EU external relations. Losing such expertise could create security gaps and operational inefficiencies.

Parallel to these contractual changes, another discussion has emerged regarding the regionalisation of EU Delegations. However, there seems to be a lack of alignment between different EU institutions on this matter:

• The European Commission (former DG NEAR & DG INTPA) is undergoing reforms that strengthen regional cooperation by merging or coordinating certain functions of EU Delegations in the same geographic region.
• The European External Action Service (EEAS), on the other hand, has taken a firm stance against regionalisation and insists on maintaining the current number of EU Delegations without merging or diminishing their presence.

This institutional divide creates uncertainty and operational challenges. If the Commission moves forward with regionalisation while EEAS does not, it could lead to a fragmented approach, inefficiencies, and conflicting policies in different Delegations.

We propose several concrete actions

Given these growing challenges, Generation 2004 and other trade unions must take a proactive approach to support local agents and ensure the credibility of EU Delegations. Here are some key recommendations:

1. Advocate for Contract Stability & Improved Working Conditions

A reassessment of the 1+1 contract model and advocate for longer-term solutions should be done by the administration, such as:

• Minimum 3 to 5 year contracts to ensure stability while keeping flexibility for the administration.
• Clear renewal criteria that prevent arbitrary non-renewals and offer job security.
• Fair and transparent procedures to evaluate contract extensions based on performance rather than external budget constraints.

2. Push for Institutional Coordination on Regionalisation

The Commission and the EEAS could act to ensure:

• A clear strategy on regionalisation, ensuring that Delegations are not overburdened or confused by conflicting institutional directives.
• Transparent communication to Delegation staff, so they understand the future of their roles within this evolving structure.
• A fair and consistent approach to staffing across Delegations, avoiding discrimination between regions or EU institutions.

3. Strengthen Support Systems for Local Agents

The EEAS could propose:

• Legal support for local agents facing unfair dismissals or precarious work conditions due to the new contract model.
• Training and career development opportunities for local agents, ensuring that they continue to grow professionally despite contractual uncertainties.

4. Demand More Engagement from the Administration

The EEAS and the Commission must acknowledge the risks associated with reducing contract security for local agents. Therefore the administration should:

• Provide a clear transition plan explaining how local agents’ roles will be maintained under the new system.
• Conduct impact assessments to evaluate the effect of 1+1 contracts on Delegation performance.
• Involve local agents in decision-making discussions, rather than imposing contract changes without consultation.

Final Thoughts: A Call for Stability and Long-Term Vision

The short-term contract approach for local agents is not just an HR issue—it is a matter of institutional credibility, operational efficiency, and security. Similarly, uncertainty around regionalisation creates unnecessary confusion for Delegation staff. The lack of alignment between the Commission and EEAS on this matter only exacerbates the problem. There is a need for clearer policies, better working conditions, and greater institutional coordination. This is not just about protecting jobs; it is about ensuring the long-term effectiveness and reputation of the EU’s external action.

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