On 26 February, representatives from Generation 2004 (G2004), together with other trade unions and the Central Staff Committee, met with Catherine Day, Chair of the High-Level Reflection Group (HLRG), to discuss the Large-Scale Review (LSR). The meeting followed January’s initial exchange with Commissioner Serafin [1], marking a further step in staff engagement as the Commission shapes its future workforce strategy.
With the HLRG now launching its work, the session provided an opportunity for dialogue, though questions remain about how staff concerns will ultimately influence the review’s final recommendations.
The Role of the High-Level Group: Advice, Not Decision-Making
Ms Day, who has returned from retirement to chair the group, outlined its advisory mandate: the HLRG will analyse challenges, gather insights from other organisations, and propose strategic recommendations, but will not make binding decisions. Its report will instead feed into Commissioner Serafin’s final report with proposals to the College, expected by the end of 2026.
While Day acknowledged the Commission’s resilience through recent crises, she emphasised the need to build a stronger institution for the future. Inclusivity and collaboration with staff representatives were highlighted as key principles, with Day describing the meeting as “well-timed” as the group begins drafting its report.
Crucially, she confirmed that the LSR will not reopen the staff regulations, addressing a major concern for staff. The review will operate within the existing framework, though it will explore emerging issues such as:
- The role of staff in Delegations, which has often been overlooked in previous reforms.
- The impact of AI on workflows and how to adapt without undermining jobs.
- The need for Commission-specific KPIs (Key Performance Indicators), rather than generic benchmarks.
- The link between the LSR and the Multiannual Financial Framework (MFF), which will shape budgetary constraints and will require options for simplifications.
Day also stressed the importance of attracting and retaining young talent, noting that future mobility policies may need to evolve in response to new demands.
G2004’s Priorities: A Constructive Agenda for the Large-Scale Review
Building on the proposals presented to Commissioner Serafin, G2004 reiterated its four key priorities for the LSR:
G2004 underlined the need to build a sustainable workforce for a future proof Commission, placing a clear emphasis on recruiting officials and retaining internal talent in order to ensure a stable and independent administration. In this context, externalisation must be approached with caution: while simplification can improve efficiency, it should not come at the expense of job security or the loss of institutional knowledge. Strengthening staff planning and improving working conditions will be essential to future-proof a stronger institution.
At the same time, fair career progression for all staff remains a central priority. G2004 called for an expansion of internal competitions, with transparent schedules and fair evaluation procedures. Clear and predictable retention policies are needed for Contract Agents (CAs) and temporary agents (TAs), whose career perspectives often remain uncertain. Addressing the persistent AST/SC bottleneck is equally important, as many colleagues are currently underutilised in roles that do not reflect their qualifications. More broadly, career pathways should be further developed for the pre-management positions, with clearer and more consistent access to responsibilities such as team leader, head of sector and project management roles, supported by appropriate pre-management programmes.
On digital transformation, G2004 stressed that artificial intelligence must be a tool to support staff, as an assistantship, not replace them. Its introduction should not lead to increased workloads or hidden staff reductions. Instead, AI should be deployed in a way that genuinely enhances productivity, while preserving the human dimension of the administration. In this respect, G2004 called for clear safeguards, including an explicit commitment that AI will not be used to reduce headcount.
Finally, G2004 highlighted the importance of high-quality training in a rapidly changing environment. The current training offer should be modernised to become more relevant, ambitious and rigorous. This includes bringing in top-level external expertise, such as academics and recognised professionals at international level, who should be properly recognised and compensated. Equipping staff with up-to-date skills is essential if the Commission is to remain effective and adaptable in the face of evolving challenges.
The staff representatives also referred to a recent Court of Auditors opinion, which highlighted inefficiencies in the way financial resources are used by the Commission rather on externalising projects via contractors, instead of investing in its staff or hiring new officials, an issue G2004 urges the HLRG to address head-on.
Ms Day welcomed the exchange, noting that staff and management share a common goal: a more effective, stronger and future-proof Commission. She left the door open for further dialogue, a positive signal as the review progresses.
Next Steps: From Dialogue to Action
Following this constructive meeting, work will continue primarily through the ongoing workstreams led under the initiative of the Central Staff Committee (CSC), in which G2004 members are actively participating.
In parallel, several meetings have already taken place with DG HR workstream leaders under the CSC initiative. These included discussions on collaboration, presence in Member States, leadership, directorates-general, as well as purpose and values. These exchanges were meaningful and constructive, allowing for an initial discussion of key orientations and the approaches pursued. However, at this stage, no draft recommendations or written input specific to these workstreams have been shared from the LSR work stream leaders’ side. Discussions have therefore largely focused on reacting to draft recommendations proposed on behalf of the Central Staff Committee, rather than on concrete proposals from the administration. While some general directions appear to be emerging, it remains difficult to engage in a fully informed and substantive dialogue without access to detailed written elements or draft recommendations from the administration’s side.
In the coming days, further meetings are foreseen on key topics such as innovation and AI, simplification, compliance and impact, the service model, financial management, offices and agencies, as well as discontinuation or de-prioritisation and the unlocking of resources.
In this context, G2004 has also reiterated the social dialogue as a true value of the Commission and that effective social dialogue must go beyond formal exchanges and be properly reflected in the importance given to staff input, including the outcomes of the staff survey.
While the tone from both sides has been collaborative, the real test will be whether this dialogue translates into tangible outcomes and in what way the recommendations will be actionable. The LSR presents a rare opportunity to modernise the Commission’s organisation, its operations and workforce policies, but only if it genuinely takes into account staff’s input and concerns.
Your Perspective Matters
The Large-Scale Review could shape your career for years to come. Are you more optimistic or pessimistic about this exercise? How do you think it will impact your working conditions? Let us know what you think. If you want to contribute, reach out to us, your insights and practical professional experience can make a real difference!
The Commission’s future is being designed now. Let’s ensure it is designed together with the staff, not only for the staff.