Ar 2017 Annex 06 en

APPENDIX 6 — Corporate Sustainability Report
2017 Corporate Sustainability

Report
TABLE OF CONTENTS
1. THE EUIPO AT A GLANCE ......................................................................................................... 5

1.1 Overview ........................................................................................................................... 6
1.2 Ensuring the Office’s sustainability for the future .............................................................. 6
1.3 EUIPO stakeholders .......................................................................................................... 7
2. SUSTAINABILITY PROGRESS AND CHALLENGES ................................................................. 10
2.1 An integrated thinking approach ..................................................................................... 11
2.2 Risks and opportunities ................................................................................................... 11
2.3 Material issues ................................................................................................................ 11
2.4 Performance against 2017 targets .................................................................................. 13
2.4.1 Organisational ............................................................................................................. 14
2.4.2 Human ......................................................................................................................... 16
2.4.3 Social & Relational ...................................................................................................... 18
2.4.4 Environmental ............................................................................................................. 21
2.4.5 Economic ..................................................................................................................... 23
2.5 Activities and deliverables for 2018................................................................................. 25
3. OUR REPORTING AND ASSURANCE ..................................................................................... 26
3.1 About this report .............................................................................................................. 27
3.2 The EUIPO’s approach ................................................................................................... 27
3.2.1 Performance metrics and goals .................................................................................. 27
3.2.2 The Office welcomes your feedback ........................................................................... 28
3.2.3 Assurance report ......................................................................................................... 28
3.3 GRI content index............................................................................................................ 29
APPENDIX 1. COPIES OF THE OFFICE’S MANAGEMENT SYSTEMS CERTIFICATES .............. 46
WHERE YOU CAN FIND MORE INFORMATION

 Annual Report & Annexes
https://euipo.europa.eu/ohimportal/en/annual-report
 Transparency Portal
https://euipo.europa.eu/ohimportal/en/transparency-portal
 EUIPO Management Systems standards
https://euipo.europa.eu/ohimportal/en/quality
APPENDIX VI. 2017 Corporate Sustainability Report 2|Page

ACKNOWLEDGEMENT OF PHOTO CREDITS
We would like to express our gratitude and acknowledge the inclusion of the black and white
photographs used with permission from the owners and that the copyright is owned by
photographers of the EUIPO’s Lightbox Photography Society who took the photographs.

1. The EUIPO at a glance
A User-Driven European Intellectual

Property Network (EUIPN)

1.1 Overview
As the first EU Agency to publish a Corporate Sustainability Report in 2017 following the new
Global Reporting Initiative (GRI) Standards,1 last year’s Report set out to provide a roadmap
for the development of the sustainability strategy and goals of the European Union
Intellectual Property Office (EUIPO). The current document builds upon what has been
achieved and what to expect moving forward, taking it one step further by aligning its content
with the European Directive on non-financial and diversity disclosure (EU Directive
2014/95/EU)2 that requires organisations to include non-financial statements in their annual
reports from 2018 onwards.
On its pioneering path, in 2017 the Cooperation Fund received the European Public Sector
Awards 2017 in the National and European Category, and the EUIPO was nominated as
the most innovative intellectual property (IP) office in the world, as a result of a global survey
carried out by the intellectual property magazine World Trademark Review that looked at the
40 top IP offices and asked 100 trade mark practitioners from across the globe about these
offices and their work.
Global intellectual property (IP) filings have increased as the performance of the world
economy has improved in recent years, as shown in the results of the annual survey of IP
activity around the globe published by the World Intellectual Property Organization (WIPO).
Global trade mark filing activity, for example, grew by 13.5 % for seven consecutive years.3
How can IP and innovation support businesses as they seek to remain resilient and
sustainable? Intellectual property rewards innovators and enables everyone to benefit from
their achievements. Maintaining a strong IP system encourages innovation by improving
conditions to ensure that ideas turn into goods and services that, at the same time, create
sustainable growth and jobs.
As a decentralised agency of the EU, with legal, administrative, technical and financial
autonomy, created to offer intellectual property rights protection to businesses and
innovators across the EU and beyond, the EUIPO’s mission is founded on three pillars: the
registration of European Union trade marks (EUTM) and registered Community designs
(RCD), European and international cooperation on IP, and the protection and enforcement of
IP rights in the context of the European Observatory on Infringements on Intellectual
Property Rights (the Observatory). As such, the Office has become an active participant in
the next stage of the IP lifecycle: helping to secure the results of creativity and innovation
after trade marks and designs have been registered.
1.2 Ensuring the Office’s sustainability for the future

Sustainability relates not only to the products and services provided, but also to the people,
policies and strategies that underpin them.
As a public agency the EUIPO is constantly challenged to maintain and improve the goods
and services that it delivers, and to validate its ability to make sound decisions and analyse
their impact to demonstrate how its activities add value to the IP system and to European
society. The number of staff recruited in recent years has focused on coping with the Office’s
additional tasks and increasing workload, while balancing and taking into account the
1
‘The GRI Standards are the first global standards for sustainability reporting. They feature a modular,
interrelated structure, and represent the global best practice for reporting on a range of economic, environmental
and social impacts’.
2
EU Directive 2014/95/EU lays down the rules on disclosure of non-financial and diversity information by large
companies. This directive amends the accounting directive 2013/34/EU.
3
World Intellectual Property Indicators – 2017, published by the World Intellectual Property Organization (WIPO).

required efficiency gains. This commitment has been honoured through additional efforts
from its staff, combined with the benefits and productivity improvements resulting from the
projects under the Strategic Plan 2011-2015.
During 2017, a series of acknowledgements, celebrations and new milestones endorsed the
Office’s evolution towards attaining its sustainable goals for the benefit of its internal and
external stakeholders (i.e. staff, users, institutions and society at large).
4
1.3 EUIPO stakeholders
As stated in its Strategic Plan 2020 (SP2020), ‘The EUIPO remains committed to working
together with users, the national and regional IP offices, the European Commission and all
other stakeholders, including its staff, within cooperative networks that have the power to
4
Section 1.3 includes relevant information for GRI disclosures 102-40, 102-41, 102-42, 102-43 & 102-44
(additional data also included in Content Index below).

influence and promote positive change in the international context faced by EU businesses.’5
Its obligations stem from several sources, including EU regulations and applicable laws,
international agreements, management policies and guidelines, and its commitments to its
stakeholders.
The IP system can only be enhanced when stakeholders have a shared understanding of its
role, importance and functioning within society. Making the system more accessible and
straightforward for users is vital if they are to avoid costly mistakes in protecting their IP.
Since 2009 the EUIPO has periodically carried out Staff Satisfaction Surveys6 to get direct
feedback from staff and seek continuous improvement in their engagement and satisfaction.
It has also been measuring levels of user satisfaction with its services and decisions relating
to the registration of trade marks and designs since 2005 7 to set continuous improvement
goals. As well as to assess the satisfaction of its users with the services provided in various
areas, including legal practice, online tools, EU trade mark registration, Community Design
registration, and customer and information services.8
The EUIPO Service Charter describes the level of service excellence that it aims to deliver
against three standards: timeliness, accessibility and quality of business decisions in relation
to the registration of EUTMs and RCDs. Results on performance are published on a
quarterly basis and standards are revised annually to reflect users’ feedback.
Overall performance concerning European and international cooperation on IP, and the
5
Strategic Plan 2020, p. 87 (EUIPO 2016).
6
The most recent was published on 07 March 2016 and its results are available in the Office’s Transparency
Portal under Staffing.
7
User feedback is aligned with the Office’s quality management policy and based on ISO 9001, an international
standard for which organisations need to demonstrate their ability to meet user expectations and establish
continual improvement procedures.
For copies of the final reports on the Office’s User Satisfaction Surveys please refer to the following link on the
EUIPO website Transparency Portal.
8
Reference relevant for GRI Disclosure 102-43 (additional data also included in Content Index below).

protection and enforcement of IP rights in the context of the Observatory is assessed through
the corporate Balanced Scorecard (BSC).9
At the same time, the Work Programme also stipulates that the EUIPO will continue to
implement a full range of targeted actions aimed at maximising staff awareness of and
engagement with the SP2020, to ensure that all staff members understand and feel included
in the strategic direction and aims of the Office, at individual and at team level. 10
To support the European Intellectual Property Network (EUIPN), the Office needs a stable
and sustainable environment in which to collaborate with its stakeholders. Further
engagement with its internal and external stakeholders will provide the Office with increased
effectiveness, making the IP system and related knowledge more accessible, thereby
enabling the network to have a stronger impact and citizens to have an increased
understanding of its core business.
As a means to increase stakeholder dialogue and uphold its commitment to transparency

and accessibility, at the end of 2017, the EUIPO launched its transparency portal. The public
now has access in a user-friendly manner to its most relevant documents and information
sources, including organisational and legal information, reports, statistics, and the statutory
register of documents organised into five categories: organisational, staffing (human), social
and relational, environmental, and economic.
An all-inclusive user-driven approach based on real-time, direct and transparent interaction

with stakeholders is integral to strengthening the IP system.
9
SP2020 — Annex II Balanced Scorecard (pages 149 – 161).
10
2017 Work Programme, p. 10 (EUIPO 2016).

2. Sustainability progress
and challenges
Adding value through IP for the EU
APPENDIX VI. 2017 Corporate Sustainability Report 10 | P a g e

2.1 An integrated thinking approach
By looking at a pool of capitals other than economic (organisational, human, social &
relational, environmental) the Office gains a broader understanding of its ability to create
value over time, providing significant opportunities for innovation. As it becomes accountable
for its sustainability performance and integrates non-financial issues into its core business,
innovation occurs across operations. Financial reporting alone fails to provide an accurate
view of the Office’s operations or the environmental, social and governance context in which
it operates.
2.2 Risks and opportunities

Within the EUIPO, Enterprise Risk Management (ERM) is defined as: ‘A continuous, pro-
active and systematic process of identifying, assessing, and managing risks in line with the
accepted risk levels, carried out at every level of the Office to provide reasonable assurance
as regards the achievement of the Office objectives’.
One of the main objectives of the Office ERM —

increase transparency and assurance towards
stakeholders by being able to demonstrate that
Office risks are managed in a systematic and
pro-active manner — is strongly aligned with the
Office sustainability mandate: being sustainable
means satisfying the needs of stakeholders in a
way that improves their experience now, without
compromising what can be offered to them in the
future. As a public organisation it is essential
that the Office demonstrates its commitment to
sustainability through the delivery of its services
and the implementation of its policies and
strategies. The aim is not to avoid risks at all
costs, but to pursue opportunities that can create
value for the Office’s stakeholders.
2.3 Material issues

The Office conducted its first materiality assessment in 2016 to define ‘matters that
substantively affect the organisation’s ability to create value over the short, medium and long

term’;11 to understand its impact on the wider societal and environmental stage; and to
enable the organisation to appreciate the impact of society and the environment on its
business.
In addition to taking into account the expectations expressed in relevant international and/or
national standards and frameworks (such as, GRI, ISO, OHSAS or AENOR), the information
in this report covers topics and indicators that (a) reflect the organisation’s significant
economic, environmental and social impacts, and (b) substantively influence the decisions of
its stakeholders.
As a result of the assessment exercise implemented in 2016, the Office identified 20 relevant
issues in the context of its five capital business model.12
After consulting with the EUIPO’s internal and external stakeholders, by the end of the first
two years of the EUIPO SP2020 no major deviations were identified on relevant issues that
are important to them or that have a current or potential impact on the organisation. The
Office’s outcomes in the context of the relevant issues identified are further detailed below in
section 2.3 Performance against 2017 targets.
11
The International <IR> Framework www.theiirc.org
12
Reference relevant for GRI Disclosures 102-44, 102-46 & 102-47 (additional data also included in Content
Index below).

13
2.4 Performance against 2017 targets
The EUIPO ranks highly among IP offices because it goes beyond its core responsibility of
maintaining its trade mark and design registers; it provides a suite of innovative tools and
services for its users and the users of its international partners across Europe and the world.
To monitor the level of accomplishment of the current Strategic Plan, the Office measures its
performance against annual targets set in the corporate BSC composed of strategic
indicators that cover office-wide activities and projects.
Based on the BSC, and aligned with the relevant GRI disclosure, three levels of performance
have been defined for each indicator linked to the Office’s five capitals value creation model:
Excellence, the objective that the Office strives for
Compliance, considered acceptable
Actions needed to raise the performance standard at least back into compliance
The following section provides a more thorough description of the EUIPO’s general
sustainability approach, and a comprehensive review of its performance under the SP2020
Line of Action 2 Increase transparency and accountability — Objective 2.4 Ensure
sustainability of the Office for the future. It details how the Office perceives sustainability in
the context of its core business, how it manages it, and how it is performing.
The tables below show the EUIPO’s performance against a selection of indicators for each of
its five sustainability capitals, along with their progress status, and a clear identification of
those indicators with actions needed.
13
Section 2.4 includes reference relevant for GRI Disclosure 102-47 (additional data also included in Content
Index below).

2.4.1 Organisational Organisational capital
Tools, products, services and IT that enable effective
performance of the EUIPO’s mission
The legislative reform process acknowledges the success of the EUTM system, confirming
that its main principles have stood the test of time and it continues to meet business needs
and expectations. However, it seeks to build on this success by making it more efficient and
consistent as a whole and adapting it to the internet era.
Stemming from the EUTMR 2017/1001, three main areas of change came into force on 1
October 2017: graphical representation — types of marks, EU certification marks, and
procedural changes.
To cope with the increasing registration demand, during 2017, several specialised pools of
experts where created to further develop and streamline office procedures, and enhance
user satisfaction: Initial Central Examination (ICE) to examine the Absolute Grounds criteria
for registration; Design.ICE (D.ICE) to revise and decide upon design applications; and New
Initiative of Classification Experts (NICE) to improve the treatment of applications in a
consistent manner. As a result of the positive impact of these initiatives, two new specialised
pools of experts were launched at the end of 2017, one covering all inter partes decisions
and another dealing with questions related to recordals.
These enhanced customer-driven quality services were further reinforced by a series of

initiatives to increase user satisfaction, empower users and involve them in the quality
management of the Office: the Key User Programme — Advanced IP management — and
the Stakeholder Quality Assurance Panels (SQAP); as well as, by the early implementation
of measures taken to comply with the new EU data protection reforms that will apply from 25
May 2018.
GRI disclosure EUIPO Key Performance Indicators 2016 2017 Progress

1.4 Level of achievement of the Quality
81 % 73.1 %
Service Charter objectives*
1.7 Incoming & outgoing electronic

72.5 % 92 %
Administrative Efficiency communications with users**
(Sector Supplement for
Public Agencies — Pilot 2.1 Overall user satisfaction*** 91 % 91 %
Version 1.0)
5.1.1 User satisfaction with the
68.9 % 68.9 %
predictability of Office decision(s)***
418-1 Substantiated
complaints regarding
breaches of customer 3.2.1 IT security incidents 10.7 3.5
privacy & losses of
customer data

* This particular KPI struggled to achieve its quarterly targets throughout the year. Targets
for 2017 were set at mid-year 2016 and they were more demanding. Nevertheless, actions
were taken during the whole year to improve the quality of EUIPO products. The result of
these actions had a positive impact on the indicator that, as shown, ended in Q4 with an
overall result of 73.10 % of targets accomplished.
** For further information on specific actions taken to improve this particular KPI, please refer
to the Mid-term SP2020 Benefits Report (section 1.3 Easy and accessible IP system).
*** The data for these indicators is obtained from the User Satisfaction Survey; the last
survey was performed at the end of 2017 and results are scheduled to be published in 2018.
Disclaimer: In order to avoid information overlap, the following KPIs will no longer be
included in the EUIPO’s Corporate Sustainability Report: 5.1.2 User awareness of Office
Guidelines, and 5.3.6 General Court confirmation rate. Interested parties can follow-up on
their progress in the Office’s Mid-term SP2020 Benefits Report.14
14

Human capital
Investing in people, and in their health & safety, for the
2.4.2 Human creation of a skilled, engaged and balanced workforce
The Human Resources Department (HRD) is fully involved in all aspects of the development
and planning of the EUIPO’s workforce, acting as support for the implementation of the
strategic objectives defined by the Office. HRD management is central to the achievement of
the intended outcomes, such as enhanced gender equality and diversity, and high levels of
ethics, commitment and trust.15
For the fourth consecutive year, on 13 July, the Office held a ceremony to mark the 20 years
of EU service by several of its staff and to honour and bid farewell to colleagues who have
retired; acknowledging the long-term commitment of the Office’s staff to the construction of
the EU.
In 2017, after exhausting the reserve lists from the previous IP competition in 2014, the
Office launched two new competitions to select specialists in the field of IP, in close
collaboration with the European Personnel Selection Office (EPSO). A total of 1 100
applications were received for Administrators (AD) and 943 for Assistants (AST). Overall,
230 AST candidates were invited to the assessment centre in Brussels and 226 more for AD
competition. The final reserve lists for AST and AD selection procedures finalised in October
and December, resulting in 84 AST and 77 AD laureates, respectively.
As a result of these two reserve lists, the EUIPO will be able to recruit highly qualified staff in
an increasingly global and competitive labour market. Offering permanent employment
opportunities, in a fair and transparent manner, as a means to cover its staffing needs for the
core activities in the period to 2020 as well as to motivate and retain talented staff.
Since the presentation of the 2016 Staff Satisfaction Survey results,16 numerous activities
throughout the Office took place to reflect upon the outcomes, address the issues and come
up with an action plan to improve staff satisfaction and engagement. For the first, workshops
at departmental level were organised in the Office and led by internal facilitators for staff to
actively discuss
challenges, identify
areas for
improvement and
establish concrete
actions to be
presented to
management. The
outcome has been
the creation and
future
implementation of
action plans for all
departments to
address key areas
15
For recurring information on HRD related highlights, please refer to the HR Annual Report on the Office’s main
achievements in the field of human resources and essential statistical information linked to staff composition and
distribution, working conditions, recruitment and career development.
16
Reference relevant for GRI Disclosures 102-43 & 102-44.

for improvement and concerns of staff, and an EUIPO Corporate Action Plan to establish
actions at corporate level that have a global impact and provide focus towards bridging the
gap in staff engagement and enhancing staff satisfaction.
Staff engagement (not 1.1 Staff highly engaged* 76 % 76 %

covered by the topic
specific standard)
1.2.9 Cross departmental collaboration* 69 % 69 %
403-2 Types of injury and

rates of injury, occupational 1.1.4 Days of absenteeism (short-term) 3.5 % 3.5 %
diseases, lost days &
absenteeism, number of 1.1.5 Days of absenteeism (long-term) 1.1 % 1.1 %
work-related fatalities
404-1 Average hours of
training per year per 1.2.1 Training days per employee 3.64 5.53
employee
404-3 Percentage of
employees receiving
1.2.3 Staff consider appraisal process
regular performance & 54 % 54 %
fair*
career development
reviews
405-1 Diversity governance 350 Diversity (according to gender, age
80.7 % N/A*
bodies & employees group & nationality)**
* The data for these indicators is obtained from the Staff Satisfaction Survey (SSS) — the
last one was performed in January 2016 — the next SSS is foreseen in 2018.
In the case of KPI 1.2.9, the metric has been reviewed in order to better reflect the initiatives
implemented in the Office concerning cross-departmental collaboration; a new version of the
indicator will enter into force in 2018.
** For the sake of further transparency, KPI 350 on Diversity has been substituted by more
detailed information that has been and will be included in infographics and/or the narrative
under Human capital in this report and other corporate level reports (e.g. the Annual
Report).17
17
Reference relevant for GRI Disclosures 102-43 & 102-48 (additional data also included in Content Index
below).

2.4.3 Social & Relational Social & Relational capital
Trusted, collaborative and productive working practices
and awareness-raising actions across organisations and
with the community
IP knowledge building and its dissemination to users, institutions and to society at large, is a
pillar of the Office’s strategy and its contribution to the European Commission’s Strategy for a
deeper and fairer Single Market. One of the objectives of the SP2020 is to intensify network
engagement, among others, by implementing a series of projects of interest to the EU and its
Member States, to promote convergence of practices and tools in the field of trade marks
and designs through the collaborative work carried out by all partners in the Network and
grouped under five different goals:
▪ extending the reach of the existing projects under the Strategic Plan 2011-2015;
▪ enhancing the operational Cooperation Fund tools and databases with new functionalities;
▪ developing and implementing new common tools and standards to ensure more
interoperability between EU procedures and system;
▪ promoting the development of common examination standards and practices in
cooperation with IPOs; and
▪ supporting the Network to increase organisational excellence and operational efficiency in
EU IP offices.
Within the EUIPO, the Observatory is mainly responsible for IP awareness raising, knowledge
building through IP studies for policy making and for supporting enforcement authorities in the
protection of IP rights.
Intensive cooperation and coordination between the EUIPO and enforcement authorities at EU
level helps combat the growing threat of IP infringements that continually jeopardise the EU’s
position as a world leader in the areas of creativity and innovation.
At the forefront of this cooperation is the Intellectual Property Crime Coordinated Coalition
(IPC3), set up in July 2016 within the current structure of Europol, the European Union Agency
for Law Enforcement Cooperation, and co-funded by the EUIPO. As a result of the IPC3’s
success to date, the EUIPO has doubled its funding to enable the coordinated coalition to
intensify its work and build on the results achieved since its foundation.
The Office has a long-standing record of initiatives developed with different stakeholders, aimed
at raising awareness and dissemination of IP knowledge.
In March, the EUIPO published the results of its first EU-wide assessment of citizen perception of
IP18 and the relevant drivers of consumer behaviours. The survey questioned 26 555 people —
across the 28 EU Member States, aged 15 and over —, about their perceptions of IP.
Results show that support for IP rights is high among EU citizens, nonetheless, more needs to
be done to help young people in particular understand the significant impact of IP on the
European economy and society; especially now, when encouraging innovation and creativity is
increasingly the focus of economic policy across the EU.
Within this context, the Office’s significant collaboration with the academic community focuses on
different approaches and initiatives from primary school to a PhD on IP.
18
European Citizens and Intellectual Property: Perception, Awareness, and Behaviour

At a primary level, the Observatory organised its first testing event of IP and education materials
in the European School of Alicante, with the participation of representatives of the Ministries of
Education of different countries. Teaching and learning materials where used by teachers and
over a 1 000 students from 28 nationalities during an entire day dedicated to IP and creativity.
This first event is the pilot phase to assess its possible extension to European Schools all over
Europe.
The Pan-European Seal (PES) Professional Traineeship Programme (Pan-European Seal) is a

comprehensive traineeship programme that bridges academia and the labour market in different
fields (IP, law, finance, business, engineering, etc.) to promote and disseminate IP among the
academic community. The PES concept was initially developed 3 years ago with the universities
that were first associated with the Office under an EU-funded project: the European Intellectual
Property Institutes Network (EIPIN) universities. The initiative has progressively grown to cover
various Member States with the collaboration of the European Patent Office (EPO), and it has
been complemented with the PhD angle.
For three consecutive years, the EUIPO has been supporting a joint doctorate proposed by five
IP universities. In May, the proposal presented under the scope of the Marie Curie Skłodowska
programme (a programme of Horizon 2020 investment funds directed at knowledge technology
and investigation) was approved and, for the first time, a joint doctorate in IP has received an EU
grant (EUR 3 865 882). Fifteen (15) Early Stage Researchers (ESRs) were selected (two of
them were former PES trainees at the EUIPO) to conduct doctoral research on the role that IP
plays in fostering innovation. All participating partners, from both the private and public sector,
will be able to receive investigators for a certain amount of time (i.e. four of these ESRs will be
staying at the Office in 2018 and 2019 for research periods of up to six months).

2.4 Training courses delivered to
4 285 3 853
stakeholders
1.2.8 Trainees indicating that the
traineeship facilitated their
69 % 56.1 %
access to employment/further
studies*
413-1 Operations with
local community 4.2.4 Stakeholder satisfied with EU-
97 % 88 %
engagement, impact funded projects
assessments &
development programs 6.3.1 Studies & reports published by
15 12
Observatory**
6.4.2 SME’s knowledge of the term

28% 28%
‘Intellectual Property Rights’
6.4.4 External stakeholders’ training
85 % 86.6 %
satisfaction
2.6 Europeans demonstrating a
IP Rights (not covered by good subjective knowledge of 13 % 75 %
the topic specific IP***
standard) 3.4 Enforcement Database usage
2 060 4 149
by enforcement authorities

6.2.1 Downloads of relevant papers/
publications from the 35 384 46 417
Observatory website
* Results obtained from a survey answered by 75 former trainees in 2016 (Pan-European Seal
as well as Young Professionals). Taking into account that the sample for 2016 was significantly
lower than the one for the previous period (235 trainees corresponding to the period 2011-2015),
the indicator seems to have decreased. Nevertheless, considering that the aim after the
traineeship was to find a job for 78 % of the respondents — around 73 % of the trainees found
one in less than 6 months —, and 50 % of them answered that they are or have been employed
in the IP field. Out of the 73 % that found a job, 36.6 % got one in less than 1 month (around
19.51 % of them landed a permanent job). Furthermore, 90 % of the respondents recommend
the traineeship programme.
Note: The survey was conducted only 3 months after the end of the traineeship, which could lead
to a biased perspective in terms of the access to the labour market.
** Progress impacted by overestimation of annual targets (Excellence = 20).
*** This indicator’s numbering (2.5 substituted by 2.6) and description were modified at corporate
level. Last year’s calculation formula was based on European’s ‘objective’ knowledge; in 2017
the formula was adjusted to European’s ‘subjective’ knowledge of IP.
Disclaimer: In order to avoid information overlap, the following KPIs will no longer be included in
the EUIPO’s Corporate Sustainability Report: 3.2 Usage of TMview, DesignView & TMclass,
3.3 e-filings in the network done using European Cooperation Project tools, 4.1.2 Execution rate
of European Cooperation agreements, and 4.3.1 User satisfaction with TMview, DesignView and
TMclass. Interested parties can follow-up on their progress in the Office’s Mid-term SP2020
Benefits Report.19
19
References relevant for GRI Disclosure 102-48 (additional data also included in Content Index below).

Environmental capital
Efficient energy and resource management,
2.4.4 Environmental including offsetting
A new building (AA3) was inaugurated on 20 November 2017. It marks the completion of the
third phase of the Office’s campus expansion plan — a new EUIPO sustainable campus
providing IP professionals and stakeholders from around the world a space to share experiences
and work together. The AA3 building received BREEAM’s exceptional rating (outstanding). 20 It
will host 150 workspaces, 5 meeting rooms and 10 training rooms, and provide underground
parking spaces for conventional and electric cars as well as bicycles. One hundred and twenty
nine (129) photovoltaic panels were installed that will contribute to 6 % of the building’s total
electricity demand. With both indoor and outdoor connections to the existing AA1 and AA2
buildings, green open-air areas and new sports facilities, the EUIPO campus will have spaces in
which interaction will flow naturally. The campus concept is expected to reduce CO2 emissions
by 71 % based on a 66 % decrease in primary energy consumption compared to a reference
building.
In 2017, cost savings of approximately EUR 86 000 were achieved as a result of internal actions
taken to substantially decrease energy consumption; from simple steps like the activation of the
sleep mode feature of all computers office wide — with a preliminary forecast of 3 % reduction of
electricity consumption within one year — to significant milestones achieved to improve energy
efficiency. Several standard procedures required by ISO 50001, such as technical
methodologies and energy protocols, were drafted and included in the Office’s integrated
management systems.
However, the Office’s sustainable workplace policy goes far beyond saving resources and
conforming to the scope of its environment management system.21 As shown in the table and the
examples below, other environmental parameters regularly monitored by the Office, also showed
positive trends. Particularly in terms of water and paper consumption reduction as well as
quantity of waste generated.
As a result of the SP2020’s project to reduce the EUIPO’s environmental impact, a series of
actions have been taken to actively offset the Office’s carbon footprint, which significantly
decreased in 2017. At the end of the year the Office proceeded with the vegetal restoration of the
municipality garden area surrounding its premises, which will be open to the public at the
beginning of 2018. A small area when compared to the soon-to-be urban park in Sierra del
Porquet (Alicante). The 23 hectares of urban park will eventually cover an area five times bigger
than one of the largest parks South of Alicante’s city centre (El Palmeral) and will contribute to
offsetting 900 tons of CO2 emissions over a period of 40 years. On 12 December 2017, the
Executive Director of the EUIPO and the Mayor of Alicante planted the first of 598 trees that
comprise the first phase of this urban park.
The EUIPO joined forces with local community partners who contribute to the initiative within
their areas of expertise: the Directorate General of State Patrimony (owner of 55 % of the land),
the neighbouring ALUDIUM company (owner of the remaining 45 % of the land), the University
of Alicante and the Miguel Hernández University (technical guidance), Alicante’s Municipal Water
Services (installation of irrigation), and the Generalitat Valenciana’s Conselleria de Cultura
(provision of special authorisation for the use of the land).
20
Building Research Establishment Environmental Assessment Methodology (BREEAM) is a sustainability
assessment method for master planning projects, infrastructure and buildings.
21
The Office has been EMAS registered since September 2008.

In line with the goal of reducing the Office’s carbon footprint, an additional work stream was
incorporated to the aforementioned Reduction of EUIPO’s Environmental Impact project, as a
result of a pilot printing project that concluded in December 2016. The aim of the pilot phase was
to raise awareness and have an impact on the Office’s printing behaviour by providing tools that
would eventually reduce paper consumption. The staff of the two departments that participated in
the pilot phase (Customer Services and Infrastructures and Buildings) rose to the challenge and
succeeded in reducing printing paper consumption by 56 % over the duration of the project (e.g.
the equivalent of 200 kg of paper a month or 40 trees over the course of a year). The next step is
to take the challenge office wide.
Finally, the initiative for the implementation of green public procurement criteria in calls for tender
gained pace in 2017. A total of 13 calls for tender (launched by the Infrastructures and Buildings
Department) were reviewed and each one included tailored environmental criteria. Here again,
the next stage is to extend the initiative to all calls for tenders.

1.3.3 Paper saved as a result of the
54 81.6
digital strategy (tonnes)
301-1 Materials used by 1.3.4 Paper consumption per on-site
24.47 27.80
weight or volume worker (kg/on-site worker)
1.3.5 Toner consumption per on-site
0.20 0.15
worker (kg/on-site worker)
1.3.8 Quantity of renewable energy Under

27.78%
302-1 Energy consumption produced on-site* revision
within the organisation
1.3.7 Energy consumed (gas +
electricity) per on-site worker 6.96 5.74
302-3 Energy intensity
(MWh/on-site worker)
303-1 Water withdrawal by 1.3.6 Water consumption per on-site

source 10.53 7.50
worker (m³)
305-4 GHG emissions 1.8 Greenhouse gas emissions per on-

intensity site worker (t CO2 eq/on-site 3.01 2.73
worker)
* BSC KPI 1.3.8 was not included in last year’s sustainability reporting because the calculation
formula was under revision in order to clarify certain technical limitations and to install measuring
devices. Therefore, no data was available by the end of 2016, but relevant statistics will be
included in all sustainability reports moving forward.22
22

2.4.5 Economic Economic capital
Excellence in financial management and the economic
value the organisation brings to industry and society
‘A registered trade mark is a way of representing the investment you make in your brand.
This value can rise and fall, depending on market forces and the success of your company
and its products. Your trade mark can be audited; its value is part of your company’s assets.
Trade marks can be licensed, sold or developed as collateral.’23
International cooperation pays off in today’s world of innovation, creativity and great business
ideas that increasingly flow across borders, and support the vast movement of global trade.
In 2017, the scope and reach of the EUIPO’s international cooperation took a quantum leap
forward at bilateral, regional and multi-lateral levels, through a set of projects and activities
founded in the Office’s SP202024 and its reinforced legal basis (Article 151(2) EUTMR).
Overall, the EUIPO manages projects on behalf of the European Commission for a total
value of EUR 27.4 million (of which EUR 22 million is funded by the Commission) —
including the EU-India Intellectual Property Cooperation (IPC-EUI) to be completed during
2018; allowing the Office to contribute to the EU’s trade and development goals in key third
country markets, while providing long-lasting benefits for users.
The EUIPO is unique in that it is totally self-financed, receiving revenue fundamentally from
the fees paid by EUTM and Community design applicants, and also in that it has its own
budgetary authority, the Budget Committee, made up of representatives of the European
Parliament, the European Commission and the Member States, whereas all other EU
Agencies have the European Parliament and the Council as their budgetary authority.25
The Office takes decisions on a daily basis that directly affect not only businesses,
particularly SMEs, which register their trade marks and designs, but EU citizens too. It
determines the use of public resources, has access to sensitive information, and works with
non-EU countries and organisations through a series of cooperation activities. Hence, both
as a public institution and in line with the goals of its Strategic Plan, it must commit to
principles of ethics and transparency across all its activities.
As such, with the purpose of embedding a strong anti-fraud culture within the agency and
actively encouraging prevention through awareness-raising training courses and other
dedicated actions tailored to the EUIPO’s specific activities, the Office published its first Anti-
Fraud Strategy (AFS) in 19 January 2017.
The AFS is based on the principles of ethics, transparency, fraud prevention, effective
investigation capacity, sanctions and good cooperation between internal and external actors.
23
EUIPO website — Build the value of your brand
24
Please refer to section on Social & Relational Capital (page 20) for more information on the EUIPO’s
international cooperation projects and activities.
25

2.1.1 Budget forecast accuracy
89.3 % 97 %
(expenditure)
2.1.2 Budget forecast accuracy

98.5 % 95.2 %
201-1 Direct economic (revenue)*
value generated &
distributed 2.1.3 Budget forecast accuracy
87.4 % 84.1 %
(carry-over)**
2.1.4 Product manpower unit cost € 677 € 661
1.3.2 Infrastructure cost per on-site

203-1 Infrastructure € 9 697 € 7 450
worker
investments & services
supported 3.4.1 IT investment in new projects &
29.5 % 41.5 %
initiatives v total IT costs
1.2.7 Former trainees contractually
linked with the Office 4.3 % 6.6 %
203-2 Significant indirect 4.2.5 Non-EU offices implementing

economic impacts tools & practices 72 90
6.4.1 SME’s use of Intellectual

Property 9% 9%
205-1 Operations assessed 2.3.2 Risk level of fraud-related risks

for risks related to (Enterprise Risk Management 11.6 11.4
corruption — ERM)
205-2 Communication &
training about anti- 2.3.1 Staff awareness of anti-fraud
65 % 65 %
corruption policies & strategy
procedures
206-1 Legal actions for
6.1.1 Implementation of the
anti-competitive behaviour,
Legislative Reform in the 74 % 100 %
anti-trust & monopoly
Office
practices
* Despite the growth of 2017 EUTM applications, the level of revenues was in fact lower than the
overly optimistic 2017 budget.
** The rule on automatic carry-over of some types of credits for 2017-2018 has been
changed introducing a stricter level of scrutiny.

2.5 Activities and deliverables for 2018
In April 2017, the European Commission internal control system was revised
(Communication C(2017) 2373). The new internal control framework proposed moves away
from purely compliance-based to a principle-based system. It offers the different areas of the
EUIPO the flexibility to adapt to their specific characteristics and circumstances, while
ensuring a robust internal control with a consistent assessment throughout the entire
organisation, applying to all activities, irrespective of whether they are financial or non-
financial. The process helps the Office not only to sustain operational and financial
performance, respecting rules and regulations, but also to achieve its objectives.
Objectives that are outlined in the Work Programme of the Office 2018, within the framework
of the SP2020, and approved on 22 November 2017 by the EUIPO’s Management Board, in
accordance with the amended Regulation (EU) 2017/1001. The current Work Programme
mainly focuses on volumes expected, key performance indicators and SP2020
implementation targets for 2018; it also includes the 2018 Work Programme for the
Observatory prepared in accordance with Regulation (EU) 386/2012.
The following are the main activities and deliverables that the Office is expected to undertake
in 2018.
 New IT tools and additional initiatives to improve quality and

timeliness of the examination processes
1  Ongoing implementation of the Legislative Reform
 Further focus on talent acquisition, development and retention

2
 Increased cooperation activities with national and regional IP
offices
3  Implementation of new EU-funded projects
 Further support enforcement authorities
 Continued development of the EUIPO’s campus

 Stronger focus on green public procurement
4  Take further action to reduce energy and water consumption and
increase CO2 offsetting

 Strengthen financial management and further improve the
Office’s existing digital infrastructure
5  Launch new projects aimed at assisting SMEs to make use of IP

3. Our reporting and
assurance
Increasing transparency & accountability

3.1 About this report
As a public organisation it is essential that the Office strives to be sustainable for users of the
IP system, as well as for the benefit of citizens and businesses across Europe. Sustainability
relates not only to the products and services provided, but also to the people, policies and
strategies that underpin them.
Transparency and accountability are an integral part of this, and the Office must explain, in
greater detail than before, how it sets priorities, plans, executes, monitors implementation,
and measures the results of its actions and their impact.
26
3.2 The EUIPO’s approach
As early adopters of the Global Reporting Initiative (GRI) Standards, and for the purpose of
consistency and comparability, the EUIPO has chosen to repeat its 2016 approach as the
basis for its sustainability reporting. This report has been prepared in accordance with the
GRI Standards: Core option.
Although there is no official sector supplement available for public agencies, the EUIPO has
also used the Sector Supplement for Public Agencies (Pilot Version 1.0) as a reference for
aspects that are considered material to public organisations.
Additionally, information on the International Integrated Reporting Council (IIRC) and the
European Directive on non-financial and diversity disclosure common elements has also
been included in the GRI Content Index, based on comparative research and further analysis
of the Linkage Documents and Supporting Publications section on the GRI website.
3.2.1 Performance metrics and goals

Measures, activities and key figures refer to the 2017 financial year (1 January to
31 December 2017). If for some reason, the latest available data does not correspond to
2017, it is so indicated.
The metrics and goals in this report are developed in conjunction with the Office’s
stakeholder engagement process with key input from several cross-departmental EUIPO
experts. The information is assessed through an internal process to ensure it provides an
accurate, meaningful and balanced representation of the EUIPO’s non-financial
performance.
In accordance with organisational procedures, and in order not to repeat information required
for certain disclosures that is already included in other documents, such as the Annual
Report and/or the EUIPO Management Systems standards, links to the most recent versions
of these documents have been included in the Table of Contents page at the beginning of
this report and/or a specific citation has been added in the GRI Index below indicating where
the referenced material is publicly available and readily accessible.
Finally, elements not reported under certain aspects have been omitted mostly due to the
following reasons: not relevant to operations because there are no protected or areas of high
biodiversity value near the Office; the Office operations and suppliers pose no risk for
incidents of child labour, forced labour or rights of indigenous people; the Office does not
operate in a region where human rights are a major concern; and/or the Office as a public
agency cannot contribute to political causes.
26
Section 3.2 includes reference relevant for GRI Disclosures 102-46 & 102-49 (additional data also included in
Content Index below)

3.2.2 The Office welcomes your feedback
For more information, or to provide comments and suggestions on the 2017 Sustainability
Report please contact the Office (CGS@euipo.europa.eu).
3.2.3 Assurance report

Regulation No CB-1-15 of the Budget Committee lays down the financial provisions
applicable to the Office. In accordance with it, the Accounting Officer must draw up the
provisional accounts by 1 March of the following year, and the Executive Director of the
EUIPO must present them to the Budget Committee and the Court of Auditors by 1 July.
They are also sent for information to the European Parliament, the Council of the European
Union and the European Commission. At the end of the process, the accounts are published
in the joint publication of annual accounts in the Official Journal of the European Union.
Regulation No CB-2-15 of the Budget Committee of 26 November 2015 lays down detailed
rules for the implementation of Regulation No CB-1-15.
In addition to the assurance framework presented in the Annual Report, the Office uses its
integrated management systems to consolidate and monitor its non-financial data. These
systems provide timely, accurate and externally assured information that enables the Office
to analyse and track progress against the EUIPO’s strategic objectives.
As advanced in last year’s Sustainability Report, in an effort to save time, involve staff and
ensure that departments and services are not over audited, in April 2017 the Office took a
significant step towards the integration of its five management systems by conducting the
first joint external audit that resulted in the extension of all its certifications; namely quality
(ISO 9001), information security (ISO 27001), environment (EMAS), health and safety
(OHSAS 18001) and universal accessibility (UNE 170001).27
UNE-EN ISO 9001: 2019-01-12

UNE-ISO/IEC 27001: 2018-09-14
Expiration date of current certificates: OHSAS 18001: 2019-02-28
EMAS: 2018-07-15
UNE 170001-2: 2019-01-31
The next audit is scheduled for March 2018, based on dates agreed upon with the external
auditors — the Asociación Española de Normalización y Certificación (AENOR).
27
For copies of all valid certificates please refer to Appendix 1 at the end of this report.

3.3 GRI content index
3.3.1 GRI Content Index 2017

EU Directive on non- IIRC
Disclosure Page No. / URL/ Reason for
Disclosure Title and Comments financial and Content
Number Direct Answer omission
diversity disclosure Elements
GRI 101: Foundation 2016
GRI 102: General Disclosures 2016
Organisational Profile Art. 19a (1)(a) a brief
description of the
undertaking’s
business model;
Who we are
102-1 Name of the organisation.
(EUIPO website)
The EUIPO at a glance

– Infographic
Organisational capital
Activities, brands, products & Annual Report of the

102-2 Office 2017: Volumes
services
and progress in the
implementation of the
Strategic Plan, pp. XX
The Office (EUIPO
website)
Location of headquarters. Alicante, The Office (EUIPO
102-3
Comunidad Valenciana, Spain website)
The Office (EUIPO

Organisational
website)
overview &
102-4 Location of operations Brussels Liaison Office external
environment
New EUIPO litigation
office in Luxembourg
Ownership & legal form. The
Regulation establishing the Office was
adopted by the Council of the EU in
December 1993 and revised on two
occasions, in 2009 and in 2015. On The Office - Legal
23 March 2016, the Office changed its background
102-5 (EUIPO website)
name to the European Union
Intellectual Property Office upon the
entry into force of Regulation
2015/2424. Additional changes were
also applied on 1 October 2017 under
the new EUTMR 2017/1001.
The EUIPO at a glance
– Infographic
102-6 Markets served
The Office - Statistics
(EUIPO website)

The EUIPO at a glance –
Infographic
102-7 Scale of the organisation The Office - Our staff,

Statistics, and Accounts &
Finance sections (EUIPO
website)
Information on
The EUIPO at a glance – workers who are
Infographic not employees is
Human capital subject to
Regulation (EC)
The Office - Our staff & No 45/2001 of the
Information on employees & Work with EUIPO – Our European
other workers. Data presented by staff sections (EUIPO Parliament and of
employment contract. The EUIPO website) the Council of
102-8 has 3 different fixed contracts: civil Management of 18 December
servants (AD & AST), temporary Resources and Assurance 2000 on the
agents (AD & AST) and contract (Appendix 1), Annual protection of
agents (function groups FG I-IV). Report of the Office 2017, individuals with
under 1.2.2 Staff regard to the
Composition; 1.2.3 processing of
Recruitment and personal data by
departures over the year; the Community
& 1.2.4 Internal mobility institutions and
bodies
Management of
Resources and Assurance
(Appendix 1), Annual
102-9 Supply chain
Report of the Office 2017,
under 1.1.6 Vendors and
payment terms
Management of
Significant changes to the
102-10 Report of the Office 2017,
organisation & its supply chain
payment terms
Risks and opportunities
Precautionary Principle or Quality: EUIPO

102-11 Management Systems
approach.
standards - EMAS
(EUIPO website)
Assurance report
Management of Resources
Further specifications in
and Assurance (Appendix
Recital (7)
1), Annual Report of the
External initiatives. ISO 9001, ISO implementation of
Office 2017, under 1.3.2
102-12 27001, ISO 10002, EMAS, UNE fundamental
Office management
170001, OHSAS 18001, BREEAM conventions of the
systems
International Labour
Quality: An Integrated Organisation
Management Systems
policy (EUIPO website)

Appendix 1. Copies of the

Office’s management
systems certificates, pp.
50-55
Our partners
102-13 Membership of associations
(EUIPO website)
Strategy Art. 19a (1)(a) a brief
description of the
undertaking’s
business model;
Business
Annual Report of the
Statement from senior decision- model; Strategy
102-14 Office 2017: Message of
maker & resource
the Executive Director
allocation
Ethics and Integrity
Values, principles, standards & Annual Report of the
norms of behaviour. The EUIPO’s Office 2017: Our vision
working and contractual conditions are and values
based on the Staff Regulations (hereon
102-16 Corporate Sustainability at Governance
Staff Regulations) of Officials of the
European Union and the Conditions of EUIPO, 2016: 2. The
Employment of Other Servants of the EUIPO and Sustainability,
European Union p. 4
Governance
Management of
under 1.3.1 Office internal
management bodies & 4.2
EUIPO Governing bodies
102-18 Governance structure Organisational Chart

(EUIPO website)
Governance
(EUIPO website)
Quality: Integrated
Management Systems
Manual, pp. 5-6 (EUIPO
website)
Stakeholder Engagement
102-40 List of stakeholder groups EUIPO stakeholders
Collective bargaining
agreements. Determined by
Regulation No 31 (EEC), 11
(EAEC), laying down the Staff
Further specifications
Regulations of all Officials and the
102-41 Staff Regulations in Recital (7) respect
Conditions of Employment of Other
for trade union rights Stakeholder
Servants of the European
Economic Community and the Relationships
European Atomic Energy (Principle)
Community

Identifying & selecting
102-42 EUIPO stakeholders
stakeholders
EUIPO stakeholders Further specifications

Approach to stakeholder
102-43 in Recital (7) social
engagement Human capital dialogue
Material issues
Human capital
102-44 Key topics & concerns raised
Quality — Listening to
users (EUIPO website)
Reporting Practice
Entities included in the
consolidated financial
statements. The EUIPO’s annual
accounts are publicly available & Economic capital
include: (a) financial statements The Office -Accounts
102-45
(balance sheet, economic outturn and finance (EUIPO
account, cash-flow table, statement website)
of changes in capital); and (b)
reports on the EUIPO’s budget
implementation.
Defining report content & topic Material issues
102-46 boundaries
About this Report
Material issues
102-47 List of material topics Performance against
2016 targets
In order to avoid
information overlap since Risks &
they will either be included opportunities
in the Office’s new
Benefits Report or in the
narrative of other reports
BSC KPIs 5.1.2 & 5.3.6
(under Administrative
Restatements of information. Efficiency); 3.3, 4.1.2 &
102-48 Measurement methods adjusted to 4.3.1 (under disclosure
corporate reporting procedures 413-1); and 350 (under
disclosure 405-1) will no
longer be included in the
Corporate Sustainability
Report; data for BSC KPI
1.3.8 was not available in
2016, it will now be
included in the present and
future sustainability reports
No significant changes
102-49 Changes in reporting
reported
Reporting period: 2017 calendar Performance metrics Basis of
102-50
year and goals preparation &
Corporate Sustainability presentation;
102-51 Date of most recent report: 2016 at the EUIPO, 2016 General
(EUIPO website) reporting

102-52 Reporting cycle: Annual guidance
Contact point for questions
The Office welcomes
102-53 regarding the report. CGS-
your feedback
Sustainability@euipo.europa.eu
Claims of reporting in
102-54 accordance with the GRI The EUIPO’s approach
Standards
Performance
102-55 GRI content index GRI content index
metrics and goals
Art. 19a (5) Member
Assurance report States shall ensure that
External assurance.
the statutory
The Office successfully completed Management of auditor or audit firm
the annual audit of all Office Resources and Assurance checks whether the
activities for ISO 9001, ISO 27001 (Appendix 1), Annual non-financial
and OHSAS; validated by the Report of the Office 2017, statement referred to in
Asociación Española de under 2. Management paragraph 1 or the
Normalización y Certificación Assurance; 3. Declaration separate report referred
(AENOR). In the 2017 audit, the of Assurance; 4.1.4 to in paragraph 4 has
external auditors saw positive European Court of been provided; (6):
aspects in the implemented Auditors; 4.1.5 Certified
102-56 Member States may
management systems, highlighting management systems require that the
several strengths. Only 1 non- external audits information in the non-
conformity was raised (concretely
2017 EUIPO Environmental financial statement
with reference to the standard UNE
Environmental Statement, Statement referred to in paragraph
170001-2) and the Office provided
p. 52 validated by 1 or in the separate
an action plan to solve it.
AENOR, valid for report referred to in
AENOR is also the accredited
a period of 1 year paragraph 4 be verified
environmental verifier and its
from the validation by an independent
accreditation number as such is
date (27/05/2017). assurance services
ES-V-0001.
Only available in provider. Also Art.
Spanish 20(b).

3.3.2 GRI Topic-specific standards
EU Directive on non-
Disclosure Page No. / URL / Direct Omissions and/or
Disclosure Title & Comments financial and diversity
Number Answer external assurance
disclosure
GRI 200: Economic 2016
GRI 201: Economic Performance 2016
GRI 103: Management Approach 2016. The EUIPO’s official financial reports include the Budget, the Annual
Accounts, the Report on budgetary and financial management, and the Report from the European Court of
Auditors, as well as documentation related to the work of the Budget Committee of the EUIPO.
Regulation No CB-1-15 of the Budget Committee of the EUIPO lays down the financial provisions applicable
to the Office. Regulation No CB-2-15 of the Budget Committee of 26 November 2015 lays down detailed rules
for the implementation of Regulation No CB-1-15.
Additional information on the EUIPO’s economic performance is now available in the EUIPO’s Transparency
Portal, under Economic.
Economic capital
Management of
Resources and
Assurance (Appendix 1),
Direct economic value generated Office 2017, under 1.1.1
201-1
& distributed The Budget and its
implementation in
general terms
The Office — Accounts
and finance (EUIPO
website)
Staff Regulations of
Officials of the EU, Title
Defined benefit plan obligations
201-3 III. Chapter 4: Section 5:
& other retirement plans
Retirement, Articles 52-
53
All EUIPO operations
are financed through
Financial assistance received Budget of the EUIPO for
trade mark and design
201-4 from government. European Union 2017, p. 7 (EUIPO
related fees without
subsidy = 0,00 (zero) website)
imposing any burden on
the EU or its taxpayers.
GRI 202: Market Presence 2016
GRI 103: Management Approach 2016. In accordance with the Staff Regulations, the Office does not recruit
staff based on nationality, nor does it apply quotas. However, the Treaties seek to establish a certain
geographical balance of its workforce.
An official who is duly
Staff Regulations of appointed will be entitled
Ratios of standard entry level Officials of the EU, Title V. to the remuneration
202-1 wage by gender compared to Chapter 1: Section 1: carried by his or her
local minimum wage Remuneration, grade and step, not by
Articles 62-70 gender, as defined in the
Staff Regulations.
Proportion of senior management
Management of
hired from the local community. The
Resources and
Office is pursuing a certain
202-2 geographical balance of its workforce
through raising awareness & the
recruitment of under-represented
Staff Composition
nationalities
GRI 203: Indirect Economic Impacts 2016
GRI 103: Management Approach 2016. Same approach as in Economic Performance. Additionally, the
Alicante Chamber of Commerce publishes a biennial report (only available in Spanish) on the direct and
indirect impact of the Office in the Valencian Autonomous Community. The most recent report was published
in 2016, although figures correspond to 2015.

disclosure
Economic capital
SP2020, pp. 102-103
Office 2017: Key
Achievements in 2017,
under Line of Action 1 –
Infrastructure investments & build a dynamic and
203-1 knowledgeable
services supported
organisation
Management of
Resources and
Expenditure and
payments
Economic capital
SP2020, pp. 102-103,
Significant indirect economic 135-136
203-2
impacts Informe de impacto de la Figures correspond to
EUIPO en la Comunidad 2015
Valenciana en 2015
(EUIPO website)
GRI 204: Procurement Practices 2016
GRI 103: Management Approach 2016. All procurement procedures are governed by Regulation (EU,
EURATOM) No 966/2012 of the European Parliament and Council, which is applicable to the Union’s general
budget together with its rules of application (Commission Delegated Regulation (EU) No 1268/2012), as
amended.
Management of Resources
and Assurance
Proportion of spending on local
204-1 suppliers. Percentage of amounts
paid to suppliers per country.
payment terms; &
1.1.10 Procurement and
grants
GRI 205: Anti-corruption 2016
GRI 103: Management Approach 2016. Internally, the Enterprise Risk Management (ERM) team is responsible for Article 19a (1)(b) a description
managing the EUIPO’s risk methodology and Corporate Risk Register, and for supporting programmes, projects and of the policy pursued by the
certified management systems risk assessments. In addition, ERM supports the efficiency and effectiveness of the undertaking in relation to those
Office’s internal control systems by assisting in the implementation of risk-based approaches in certain processes of the matters, including due diligence
Office. processes implemented; (c) the
Externally, in order to increase the means for combating fraud, the European Commission (EC) created the European outcome of those policies; (d)
Anti-Fraud Office (OLAF), whose mission is to protect the financial interests of the European Union by investigating the principal risks related to
fraud, corruption and other illegal activities. The EUIPO is in the process of establishing a procedure for those agents those matters linked to the
who, in the course of their duties, become aware of facts that give rise to a suspicion of the existence of possible illegal undertaking’s operations
activity, including fraud. The procedure includes informing both management and staff alike that in the event of suspicion including, where relevant and
of fraud, the Office will refer the file directly to OLAF as a matter of urgency. It aims to foster collaboration with OLAF proportionate, its business
concerning the reporting of suspected fraud cases and indeed provide full cooperation regarding cases under relationships, products or
investigation. services which are likely to
cause adverse impacts in those
areas, and how the undertaking
manages those risks (e) non-
financial KPIs relevant to the
particular business; (7)
instruments in place to fight

disclosure
corruption and bribery
Economic capital
Risks and opportunities
Management of
Resources and
Operations assessed for risks Annual Report of the
205-1
related to corruption Office 2017, under 1.3.2
Office management
systems; and Annexes —
4.1 OPEN audit, control
standards and anti-fraud
strategy
SP2020, p. 109
Economic capital
SP2020, p. 109
Management of
Communication & training about Resources and
205-2 anti-corruption policies & Assurance (Appendix 1),
procedures Annual Report of the
Anti-fraud strategy
EUIPO Anti-Fraud
Strategy
GRI 206: Anti-competitive Behaviour 2016
GRI 103: Management Approach 2016. Regulation (EU) 2015/2424 of the European Parliament and the
Council amending the Community trade mark regulation entered into force on 23 March 2016. The Amending
Regulation brought about changes in three different areas: trade mark fees, technical changes and
institutional changes for the EUIPO. In particular, it seeks to:
 streamline proceedings and increase legal certainty;
 clearly define all the tasks of the Office including the framework for cooperation and convergence of
practices between the Office and the industrial property offices of the Member States;
 revise the fees payable to the Office, including an overall reduction in their amounts, particularly significant
in the case of renewals, and the adoption of a one-class-per-fee system.
Economic capital
Legal actions for anti-competitive
206-1 behaviour, anti-trust & monopoly New European Union
practices trade mark regulation
(EUIPO website)
GRI 300: Environmental 2016
GRI 103: Management Approach 2016. (applicable to all environmental aspects). Since as early as 2008, Article 19a (1)(b) a description
the Office has taken a proactive approach on environmental matters by voluntarily adhering to the EU Eco- of the policy pursued by the
Management and Audit Scheme (EMAS), a management tool to evaluate, report on and improve undertaking in relation to those
environmental performance in organisations. It has achieved EMAS registration and successfully run an matters, including due diligence
Environmental Management System in line with ISO 14001. Every year, the Office publishes an environmental processes implemented; (c) the
statement validated by an accredited verifier, in which the results achieved are set out against the objectives, outcome of those policies; (d)
as well as any future plans to improve the Office’s environmental performance. the principal risks related to
those matters linked to the
undertaking’s operations
including, where relevant and
proportionate, its business
relationships, products or
services which are likely to

disclosure
manages those risks; and (e)
non-financial key performance
indicators relevant to the
particular business
GRI 301: Materials 2016
GRI 103: Management Approach 2016. One of the five targets of the Europe 2020 strategy for sustainable Further specifications in
growth refers to climate change and energy sustainability. It includes quantified objectives from a 1990 Recital (17) use of materials
baseline for the reduction of greenhouse gas emissions, an increase in energy share from renewable sources
and a decrease in energy consumption. In line with that strategy, proportional targets have been set at the
Office for the period 2016-2020. In order to achieve them, three workflows have been launched to extend the
scope of the environmental management system to all buildings and reduce consumption of materials and
resources, including paper and water; to develop energy management according to the latest standards; and
to enhance monitoring of greenhouse gas emission.
Environmental Statement
Materials used by weight or
Environmental capital validated by AENOR, valid
volume. The main materials that the
for a period of 1 year from
301-1 EUIPO consumes in the performance 2017 EUIPO the validation date
of its activities are paper and toner for Environmental Statement (27/05/2017). Only available
printers
in Spanish
GRI 302: Energy 2016
GRI 103: Management Approach 2016. The Office is participating in the European Code of Conduct for Further specifications in
Energy Efficiency in Data Centres, following the European Court of Auditors’ (ECA) recommendation. Recital (7) use of renewable
Continued implementation of the energy action plan resulting from the energy audit conducted in 2016; and/or non-renewable
focusing specifically on the implementation of ISO 50001. energy; greenhouse gas
emissions
validated by AENOR, valid
Energy consumption within the for a period of 1 year from
302-1
organisation. 2017 EUIPO the validation date
Environmental Statement (27/05/2017). Only available
in Spanish
Energy intensity. On-site worker
includes: number of employees
(statutory & non-statutory) seated or
with a fixed workspace + number of
auxiliary personnel from service
providers who do not have a
workspace but have an impact on
Environmental capital validated by AENOR, valid
consumption (maintenance,
for a period of 1 year from
302-3 gardening, cleaning & waste, catering, 2017 EUIPO the validation date
reprography, events & security). Environmental Statement (27/05/2017). Only available
Electricity & gas consumption is
in Spanish
obtained from the invoices issued by
the energy provider. Plus, total MWh
produced — by DWh, photovoltaic
panels, wind turbines & geothermal —
on the EUIPO’s premises/Total energy
consumed (gas + electricity)
GRI 303: Water 2016
GRI 103: Management Approach 2016. The Office undertook the implementation of the water reduction action Further specifications in
plan as a result of the water minimization study conducted in 2016. The project is progressing according to schedule Recital (7) water use
and the following activities have been carried out: drafting of the background study and of the technical execution
project.
Water withdrawal by source. The validated by AENOR, valid
water used on the EUIPO’s premises Environmental capital for a period of 1 year from
303-1 originates entirely from the municipal 2017 EUIPO the validation date
water supply network; the service Environmental Statement (27/05/2017). Only available
provider is Aguas de Alicante. in Spanish

disclosure
GRI 304: Biodiversity 2016
GRI 103: Management Approach 2016. The EUIPO’s operation site is not located in a protected area or an area Further specifications in
of high biodiversity value. Nonetheless, its annual Environmental Statement includes specific data on plant species Recital (17) land use
situated both inside and outside the buildings and the number of specimens.
validated by AENOR,
2017 EUIPO
valid for a period of 1 year
304-3 Habitats protected or restored Environmental
from the validation date
Statement
(27/05/2017). Only
available in Spanish
GRI 305: Emissions 2016
GRI 103: Management Approach 2016. Greenhouse Gas Protocol methodology is applied for calculating the Further specifications in
greenhouse gas emissions, also referred to as the Carbon Footprint or CO2 emissions equivalent. The conversion Recital (7) greenhouse gas
factors used are based on the DEFRA Guidelines (DECC’s GHG Conversion Factors). An external auditor validates emissions; air pollution
the accuracy and quality of the report on an annual basis.
GHG emissions intensity. Total
quantity of GHG emissions
generated by the Office per on-site
worker. Calculation formula:
∑(Value of source* Defra/DECC’s Environmental capital validated by AENOR,
GHG Conversion Factor)/Total
2017 EUIPO valid for a period of 1 year
305-4 number of on-site workers.
Environmental from the validation date
On-site worker includes number of
Statement (27/05/2017). Only
employees seated or with a fixed
workspace + number of auxiliary
personnel from service providers
(catering, security, reprography,
maintenance & cleaning).
GRI 306: Effluents & Waste 2016
GRI 103: Management Approach 2016. The waste water network of the EUIPO’s premises is connected to
the municipal collector. Waste generated by the EUIPO can be divided into two large groups: hazardous and
non-hazardous. The waste generated by the Office, managed by the EUIPO itself through its eco-park are
included in the Environmental Statement.
Water discharge by quality and
validated by AENOR,
destination. The discharge produced 2017 EUIPO
valid for a period of 1 year
306-1 by the EUIPO consists of sanitary Environmental
from the validation date
waste water from the toilets, gym and Statement
(27/05/2017). Only
cafeteria and catering service.
Waste by type & disposal method.
The total quantity of waste generated
2017 EUIPO for a period of 1 year from
306-2 by the EUIPO in 2017 was
Environmental Statement the validation date
171 887 tonnes, 0.1037 t/employee
(27/05/2017). Only
(103.7 kg/employee).
Significant spills. The EUIPO has
absorbent material, in order to act in the
event of an incident or spill that could
306-3 have an impact on discharge. In 2016
there were no water leaks in the
(27/05/2017). Only
network or any evidence of undue
discharge.
GRI 307: Environmental Compliance 2016
GRI 103: Management Approach 2016. All applicable legislation is listed in the EUIPO’s annual Environmental
Statement by relevant aspect: general, water (supply & sanitation), energy efficiency, atmospheric emissions,
waste, noise, health, industrial safety, and others.
Non-compliance with environmental
laws & regulations. During 2017, 2017 EUIPO Environmental Statement
307-1
there were no instances of non- Environmental Statement validated by AENOR, valid
compliance with legal provisions. for a period of 1 year from

disclosure
the validation date
(27/05/2017). Only
GRI 308: Supplier Environmental Assessment 2016
GRI 103: Management Approach 2016. Indirect environmental aspects are identified for each provider
specifically at the time they start their activity at the EUIPO, when they are also informed about the environmental
requirements and policy that must be followed. Subsequently, providers are regularly monitored in order to
ensure that they comply with the established standards. These actions are reinforced by the continued
implementation of green public procurement criteria through the revision of all calls for tenders launched by the
Office in the domain of facilities management and support services, with a proposal for the future extension of the
criteria to all Office activities.
Quality — EUIPO
New suppliers that were screened Management Systems
using environmental criteria. The standards: Environment Environmental Statement
activities for which environmental (EUIPO website) validated by AENOR, valid
impact is assessed also include those for a period of 1 year from
308-1 carried out for the Office under contract. Public Procurement — the validation date
Contractors are requested to comply General Terms and (27/05/2017). Only
with the EUIPO’s environmental policy, conditions of EUIPO available in Spanish
which is annexed to all relevant tender (EUIPO website)
documentation. 2017 EUIPO
Negative environmental impacts in
the supply chain & actions taken.
Each service provider performs a series
of activities associated with their own
environmental aspects: waste
generation, noise emission, waste
308-2 water discharge, emission of gases into
the atmosphere & consumption of
(27/05/2017). Only
natural resources associated with their
activities. In 2017, the only indirect
environmental aspect that was
assessed as significant is linked to
mobility-related GHG emissions
GRI 400: Social 2016
GRI 103: Management Approach 2016. The Office has obligations and commitments stemming from several Article 19a (1)(b) a description
sources, including EU regulations and applicable laws, international agreements, commitments to of the policy pursued by the
stakeholders and management policies and guidelines. Under the SP2020’s Line of Action 2, Increase undertaking in relation to those
transparency and accountability, the Office has defined a specific objective (2.2) to ensure swift alignment with matters, including due diligence
all applicable regulations and implementing rules. processes implemented; (c) the
outcome of those policies; (d)
the principal risks related to
those matters linked to the
undertaking’s operations
including, where relevant and
proportionate, its business
relationships, products or
services which are likely to
manages those risks; and (e)
non-financial key performance
indicators relevant to the
particular business.
GRI 401: Employment 2016
GRI 103: Management Approach 2016. The Staff Regulations cover the relationship under which work is Further specifications in
performed for the EUIPO. It includes policies & practices with respect to general provisions, rights & Recital (7) working
obligations, career, working conditions & emoluments & social security benefits of Officials, plus disciplinary conditions; implementation
measures, appeals & special or exceptional provisions. Additional information on human resources and the of fundamental conventions
annual staff policy plan is now available in the EUIPO’s Transparency Portal, under Staffing. of the International Labour

disclosure
Organisation
Article 20 (1)(g): a description of
No data available by age the diversity policy applied in
group for new hires. relation to the undertaking’s
No data available by age administrative, management
group, gender & and supervisory bodies with
Management of nationality for turnover. regard to aspects such as, for
Resources and Subject to Regulation instance, age, gender, and
New employee hires & employee
Assurance (Appendix 1), (EC) No°45/2001 of the educational and professional
turnover. Data presented by
401-1 Annual Report of the European Parliament & backgrounds, the objectives of
employment contract and function that diversity policy, how it has
Office 2017, under 1.2.3 of the Council of 18
groups been implemented and the
Recruitment and December 2000 on the
departures over the year protection of individuals results of its implementation in
with regard to the the reporting period. If no such
processing of personal policy is applied, the statement
data by the Community shall contain an explanation as
to why this is the case.
institutions & bodies.
Benefits provided to full-time Staff Regulations —
employees that are not provided Conditions of
401-2
to temporary or part-time employment of other
employees. servants of the EU
Parental leave. The number of staff Officials of the EU, Title
that took parental leave in 2017 is III. Chapter 2: Section 6:
129; 95 women and 34 men, with a Parental or family leave, For additional data on
return rate of 100 %. Articles 42a-42b parental leave by
In accordance with the Staff department or service,
401-3 Management of
Regulations, any parental leave please refer to the
ends after a total accumulated Resources and Human Resources
period of 6 months for each child Assurance (Appendix 1), Annual Report
(being doubled for single parents). Annual Report of the
Working conditions
Staff engagement (not covered by the topic-specific standard)
Milestones remain
1.1 Staff highly engaged. The reported unchanged until new data is
data is the result of the last available EUIPO stakeholders available as a result of the
Staff Satisfaction Survey performed in Human capital next staff satisfaction survey
February 2016. that will be carried out in
2018.
GRI 402: Labour/Management Relations 2016
GRI 103: Management Approach 2016. The Staff Regulations cover the relationship under which work is Further specifications in
performed for the EUIPO. It includes policies & practices with respect to general provisions, rights & obligations, Recital (7) working
career, working conditions & emoluments & social security benefits of Officials, plus disciplinary measures, appeals conditions; respect for the
& special or exceptional provisions. right of workers to be
informed and consulted;
implementation of
fundamental conventions of
the International Labour
Organisation
Minimum notice periods regarding
operational changes. The notice Staff Regulations of
period and provisions may be the Officials of the EU, Title I.
402-1
subject of consultations by General provisions,
representative trade unions and staff Article 9
associations.
GRI 403: Occupational Health & Safety 2016
GRI 103: Management Approach 2016. The Staff Regulations stipulate that Officials in active employment are Further specifications in
accorded working conditions complying with appropriate health & safety standards at least equivalent to the minimum Recital (7) working
requirements applicable under measures adopted in these areas pursuant to the Treaties. conditions; health and safety

disclosure
Furthermore, the Office achieved certification to OHSAS 18001:2007, a recognised standard for occupational health and at work; implementation of
safety management. It helps organisations gain better control over occupational health and safety risks, while improving their fundamental conventions of
overall performance. the International Labour
Since 2014, the EUIPO has had an Occupational Risks Prevention Service (Servicio de Prevención Propio), which takes Organisation
over the specialities of safety, ergonomics and applied psychology. Spanish Law 31/95 de Prevención de Riesgos Laborales
provides that prevention services can be outsourced to other professionals or entities, when necessary, to carry out activities
that require special skills or highly complex facilities.
Workers representation in formal

joint management-worker health &
safety committees. The Health, Safety
& Environmental Committee (HSEC) is a Integrated Management OSHAS 18001
403-1 joint body that aims to regularly review System Roles Description, certification validated by
the performance of the EUIPO in terms p. 6 (EUIPO website) AENOR
of risk prevention. It is made up of a
chairperson, 4 representatives of the
administration & 4 representatives of the
Staff Committee
Types of injury and rates of injury,
occupational diseases, lost days &
absenteeism, number of work- Data only available by days
related fatalities. Calculation formulas: of absenteeism (long &
(Σ sick days in the period — long-term short term)
sick leaves)/(Active statutory staff in the Human capital National law follows the ILO
403-2 period * Working percentage during the Staff Regulations of Code of Practice on
period * Number of working days in the Officials of the EU, Title Recording and Notification
period) IV. Chapter 2: Leave, of Occupational Accidents
(Σ long-term sick leaves)/(Active Articles 57-60 and Diseases (Code of
statutory staff in the period * working Practice)
percentage during the period * Number
of working days in the period)
Health and safety topics covered in Staff Regulations of Officials
403-4 formal agreements with trade of the EU, Title I. General
unions provisions, Article 1
GRI 404: Training & Education 2016
GRI 103: Management Approach 2016. As part of its talent management strategy, the Office aims to recognise Further specifications in
and optimise its use of staff talent in order to increase efficiency and performance, and further support career and Recital (7) working
professional development. To facilitate implementation, the Office’s talent management tool was launched (on conditions; implementation of
25/01/2016) to record, identify and manage the EUIPO staff’s talents; including education, professional experience, fundamental conventions of
languages, training, skills and expertise, personal and professional interests. The objective is twofold: to enable the the International Labour
Office to look for talent internally to meet current and future needs, as well as to promote talent and career Organisation
development of staff.
Average hours of training per year
per employee. Calculation formula:
Human capital No data available by
Monthly cumulative FTE training days
404-1 gender or employee
taken by the EUIPO staff/Number of
category
EUIPO staff (the ratio is calculated for
the EUIPO statutory staff).
Programmes for upgrading
employee skills & transition-
assistance programmes. As part of
the annual revision of the job mapping,
404-2 Human capital
HRD integrates feedback received
and updates job profiles accordingly to
align job mapping with the Office’s
needs and the legal framework
The job holders who
Staff Regulations of must be appraised are
Percentage of employees receiving Officials of the EU, Title III. officials, temporary
404-3 regular performance & career Chapter 3: Reports, agents, contract agents
development reviews Advancement to a Higher and seconded national
Step and Promotion, and international

disclosure
Articles 43-46 experts. Members and
chairpersons of the
Human capital Boards of Appeal, the
Transparency Portal Executive Director and
Staffing — HR Annual the Deputy Executive
Report — Appraisals Director of the Office are
(EUIPO website) not appraised under this
procedure, or external
staff (agency staff,
consultants, trainees,
special advisers, etc.)
based on the Regulation
establishing the Office
and its amendments
GRI 405: Diversity & Equal Opportunity 2016
GRI 103: Management Approach 2016. Staff Regulations Title I. General provisions — Article 1c (p. 8) Further specifications in Recital
states that, ‘Any reference in these Staff Regulations to a person of the male sex shall be deemed also to (7) working conditions; actions
constitute a reference to a person of the female sex, and vice-versa, unless the context clearly indicates taken to ensure gender
otherwise.’ equality; and implementation of
fundamental conventions of the
International Labour
Organisation; (18) Diversity of
competences & views of the
members of administrative,
management & supervisory
bodies; (19) for instance age,
gender & educational and
professional backgrounds
Article 20 (1)(g): a description

The EUIPO at a glance of the diversity policy applied
For the sake of in relation to the
— Infographic transparency, KPI 350 undertaking’s administrative,
Management of on Diversity has been management and supervisory
Resources and substituted by more bodies with regard to aspects
Assurance (Appendix 1), detailed information that such as, for instance, age,
Annual Report of the has been and will be gender, and educational and
Diversity of governance bodies &
405-1 Office 2017, under 1.2.2 included either in professional backgrounds,
employees the objectives of that diversity
Staff Composition infographics or the
narrative under Human policy, how it has been
Transparency Portal capital in this report and implemented and the results
Staffing — HR Annual other corporate level of its implementation in the
Report — Gender, reports (e.g. the Annual reporting period. If no such
Nationality & Age Report). policy is applied, the
(EUIPO website) statement shall contain an
explanation as to why this is
the case.
Officials of the EU, Title V. An Official who is duly
Chapter 1: Section 1: appointed is entitled to
Remuneration, the remuneration carried
Ratio of basic salary and Articles 62-70
405-2 by his or her grade and
remuneration of women to men
Regulation No 2016/C step, not by gender, as
466/07 — an overview of defined in the Staff
the basic salary and Regulations.
allowances
GRI 406: Non-discrimination 2016
GRI 103: Management Approach 2016. Staff Regulations Article 1d states that, ‘any discrimination based on Further specifications in
any ground such as sex, race, colour, ethnic or social origin, genetic features, language, religion or belief, Recital (7) actions taken to
political or any other opinion, membership of a national minority, property, birth, disability, age, or sexual ensure gender equality;
orientation shall be prohibited.’ implementation of

disclosure
Furthermore, the EUIPO promotes universal access as a means to achieving equal opportunities in the fundamental conventions of
workplace. The Office holds the AENOR universal accessibility (UNE 170001) standard certification for the International Labour
persons with special needs. It guarantees that all architectonic measures have been taken so that anyone, no Organisation; working
matter what their age or disability, can access any part of the premises and their surroundings. conditions; prevention of
human rights abuses;
Incidents of discrimination &

corrective actions taken
Any disagreement on compliance
with the Staff Regulations or internal
Officials of the EU, Title
406-1 rules may lead to the lodging of
VI. Disciplinary
appeals against the Office.
measures, Article 86
During 2017, there were no
incidents of discrimination nor were
corrective actions taken.
GRI 410: Security Practices 2016
GRI 103: Management Approach 2016. The mission of the EUIPO Security Services is to provide a safe and Further specifications in
secure working environment within the EUIPO. The members of the EUIPO Security Services and the external Recital (7) prevention of
Security Contractor are committed to provide the highest quality of security services (aligned with SP2020 human rights abuses;
terms on security threats) with an emphasis on enhancing the well-being and satisfaction of the EUIPO staff
members, visitors and others on the EUIPO’s premises.
The current security service

provider has its own values
and ethics code, and offers
wide training curricula and
has its own training centres.
Security personnel trained in The guards are evaluated
410-1 human rights policies or through competency
procedures analysis, based on which a
detailed and well-prepared
learning curriculum will be
developed for the entire
period of 2016-2020,
according to the needs
identified
GRI 413: Local Communities 2016
GRI 103: Management Approach 2016. The EUIPO was created as a decentralised agency of the European Further specifications in
Union to offer IP rights protection to businesses and innovators across the European Union (EU). Since its foundation Recital (7) dialogue with local
in 1994, the Office has been based in Alicante, Spain, managing registration of European Union trade marks and communities; actions taken to
registered Community designs. Hence, the geographical definition of ‘local’ community impacted by the EUIPO’s ensure the protection & the
operations comprises all 28 countries of the EU. development of those
communities
In order to avoid information

overlap, the following KPIs
EUIPO stakeholders will no longer be included in
Social & Relational capital the EUIPO’s Corporate
Sustainability Report: 3.2
Environmental capital Usage of TMview,
Economic capital DesignView & TMclass,
Operations with local community 3.3 e-filings in the network
413-1 engagement, impact assessments Integrated Management done using European
& development programmes System Roles Description Cooperation Project tools,
(EUIPO website) 4.1.2 Execution rate of
European Cooperation
Informe de impacto de la agreements, and 4.3.1 User
EUIPO en la Comunidad satisfaction with TMview,
Valenciana en 2015 DesignView and TMclass.
(EUIPO website) Interested parties can
follow-up on their progress

disclosure
in the Office’s Mid-term
SP2020 Benefits Report.
Figures correspond to the
most recent report issued in
2015. The impact study is
only available in Spanish
GRI 414: Supplier Social Assessment 2016
GRI 103: Management Approach 2016. All procurement procedures are governed by Regulation (EU, Euratom) Further specifications in
No 966/2012 of the European Parliament and of the Council, which is applicable to the Union’s general budget together with Recital (7) prevention of
its Rules of Application (Commission Delegated Regulation (EU) No 1268/2012), as amended. human rights abuses;
New suppliers that were screened
using social criteria
The EUIPO’s screening process for
tenderers includes the following
documentation:
 Guidebook for economic operators
 General Terms and conditions of Public Procurement
414-1
the EUIPO (EUIPO website)
 Integrated Management Systems
Policy
 Financial identification form
 Declaration on honour on exclusion
and selection criteria
GRI 417. Marketing and Labelling 2016

GRI 103: Management Approach 2016. The European Observatory on Infringements of Intellectual Property Rights
develops tools and promotes best practice to enhance protection of IP rights for companies and individuals. The Observatory
works as a think tank that gathers, monitors and reports crucial information to assist policymakers and authorities engaged in
protecting and enforcing IP rights. It is the gateway to several databases related to the enforcement of IP rights, such as the
Enforcement Database, which includes information on goods protected by IP rights and helps enforcement authorities to
recognise counterfeit goods.
IP rights (not covered by the topic specific standard)
Core activities:
 raising public awareness;
 delivering specialised enforcement
training;
Social & Relational capital
 developing systems to gather,
analyse, report and exchange key Annual Report of the Office
information on the scope of and 2017: Line of Action 4 —
trends in counterfeiting and piracy Intensify Network
in the EU; Engagement
 providing evidence-based data to
enable EU policymakers to shape European Observatory
(EUIPO website)
effective IP enforcement policies
and to support innovation and
creativity.
GRI 418: Customer Privacy 2016

GRI 103: Management Approach 2016. The EUIPO’s information security policy, certified since 2004, is based
on ISO 27001, a world-class management standard that provides a methodology for managing information security
in all sorts of organisations. The Office was among the first organisations worldwide to achieve certification and the
first in Spain, where the Office is based.
Substantiated complaints
concerning breaches of customer
Organisational capital
privacy & losses of customer data.
The indicator measures a total number Annual Report of the
ISO 27001 certification
418-1 of weighted serious IT Security Office 2017: Line of Action validated by AENOR
Incidents and preventive security 2 — Increase
measures in the Office’s systems. It is Transparency and
composed of the number of closed Accountability
and pending serious IT incidents

disclosure
(affecting security of an IT service
and/or data) during the month minus
the total number of preventive security
measures (PRF Security implemented
and Security tests) applied to Office
systems during the same month.
GRI 419: Socioeconomic Compliance 2016
GRI 103: Management Approach 2016. The Office has obligations and commitments stemming from several
sources, including EU regulations and applicable laws, international agreements, commitments to stakeholders and
management policies and guidelines. Under the SP2020’s Line of Action 2, Increase transparency and
accountability, the Office has defined a specific objective (2.2) to ensure swift alignment with all applicable regulations
and implementing rules.
Furthermore, the Seat Agreement, signed by the Office and the Kingdom of Spain in 2011, establishes the provisions
applicable to relations between the Office and Spain, especially regarding privileges & immunities, exemptions &
financial facilities granted to the Office & its statutory staff & other measures to be taken by Spanish authorities in
order to facilitate effective cooperation & support, which are essential for the satisfactory functioning of the Office.
Strategic Plan 2020,
pp. 108-109
Non-compliance with laws &
regulations in the social & Management of
economic area Resources and
419-1 Assurance (Appendix 1),
The EUIPO has not identified any
non-compliance with laws and/or Annual Report of the
regulations. Office 2017, under 4.1.2
Compliance and
effectiveness of internal
control standards
GRI Sector Supplement for Public Agencies 2005
GRI 103: Management Approach 2016. Since 2009, the EUIPO’s Quality Management System has been
ISO 9001 standard certified for all design-related activities. In 2012, the scope of certification was extended to
cover all trade mark activities, legal affairs and the Boards of Appeal. In October 2013, the Office achieved
certification for all its activities, namely:
 the processing and management of the European Union trade mark and registered Community design
registration systems;
 appeal procedures;
 international cooperation;
 knowledge sharing on enforcement of Intellectual Property Rights;
 support and management activities.
At the end of 2017, the EUIPO launched its transparency portal. The public now has access in a user-friendly
manner to its most relevant documents and information sources, including organisational and legal
information, reports, statistics, and the statutory register of documents organised into five categories:
organisational, staffing (human), social and relational, environmental, and economic.
EUIPO Service Charter In order to avoid
(EUIPO website) information overlap, the
EUIPO stakeholders following KPIs will no
longer be included in the
Performance against EUIPO’s Corporate
The results of assessments of
2016 targets Sustainability Report:
the efficiency and effectiveness
5.1.2 User awareness of
Administrative of services provided by the Organisational capital Office Guidelines, and
Efficiency public agency, including the
Social & Relational 5.3.6 General Court
actions taken to achieve
capital confirmation rate.
improvements in service delivery.
Interested parties can
Annual Report of the follow-up on their
Office 2017: Line of progress in the Office’s
Action 5 — Enhance Mid-term SP2020
customer-driven quality Benefits Report.
services

Appendix 1. Copies of the Office’s management systems certificates


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APPENDIX 6 — Corporate Sustainability Report

2017 Corporate Sustainability

1. THE EUIPO AT A GLANCE ......................................................................................................... 5

WHERE YOU CAN FIND MORE INFORMATION

APPENDIX VI. 2017 Corporate Sustainability Report 2|Page

APPENDIX VI. 2017 Corporate Sustainability Report 4|Page

A User-Driven European Intellectual

APPENDIX VI. 2017 Corporate Sustainability Report 5|Page

1.2 Ensuring the Office’s sustainability for the future

APPENDIX VI. 2017 Corporate Sustainability Report 6|Page

APPENDIX VI. 2017 Corporate Sustainability Report 7|Page

APPENDIX VI. 2017 Corporate Sustainability Report 8|Page

As a means to increase stakeholder dialogue and uphold its commitment to transparency

An all-inclusive user-driven approach based on real-time, direct and transparent interaction

APPENDIX VI. 2017 Corporate Sustainability Report 9|Page

Adding value through IP for the EU

APPENDIX VI. 2017 Corporate Sustainability Report 10 | P a g e

2.2 Risks and opportunities

One of the main objectives of the Office ERM —

2.3 Material issues

APPENDIX VI. 2017 Corporate Sustainability Report 11 | P a g e

APPENDIX VI. 2017 Corporate Sustainability Report 12 | P a g e

Excellence, the objective that the Office strives for

Compliance, considered acceptable

APPENDIX VI. 2017 Corporate Sustainability Report 13 | P a g e

These enhanced customer-driven quality services were further reinforced by a series of

GRI disclosure EUIPO Key Performance Indicators 2016 2017 Progress

1.7 Incoming & outgoing electronic

APPENDIX VI. 2017 Corporate Sustainability Report 14 | P a g e

APPENDIX VI. 2017 Corporate Sustainability Report 15 | P a g e

APPENDIX VI. 2017 Corporate Sustainability Report 16 | P a g e

GRI disclosure EUIPO Key Performance Indicators 2016 2017 Progress

Staff engagement (not 1.1 Staff highly engaged* 76 % 76 %

403-2 Types of injury and

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APPENDIX VI. 2017 Corporate Sustainability Report 18 | P a g e

The Pan-European Seal (PES) Professional Traineeship Programme (Pan-European Seal) is a

GRI disclosure EUIPO Key Performance Indicators 2016 2017 Progress

6.4.2 SME’s knowledge of the term

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APPENDIX VI. 2017 Corporate Sustainability Report 20 | P a g e

APPENDIX VI. 2017 Corporate Sustainability Report 21 | P a g e

GRI disclosure EUIPO Key Performance Indicators 2016 2017 Progress

1.3.8 Quantity of renewable energy Under

303-1 Water withdrawal by 1.3.6 Water consumption per on-site

305-4 GHG emissions 1.8 Greenhouse gas emissions per on-

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APPENDIX VI. 2017 Corporate Sustainability Report 23 | P a g e

2.1.2 Budget forecast accuracy

2.1.4 Product manpower unit cost € 677 € 661

1.3.2 Infrastructure cost per on-site

203-2 Significant indirect 4.2.5 Non-EU offices implementing

6.4.1 SME’s use of Intellectual

205-1 Operations assessed 2.3.2 Risk level of fraud-related risks

APPENDIX VI. 2017 Corporate Sustainability Report 24 | P a g e

 New IT tools and additional initiatives to improve quality and

 Further focus on talent acquisition, development and retention

 Continued development of the EUIPO’s campus

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APPENDIX VI. 2017 Corporate Sustainability Report 26 | P a g e

3.2.1 Performance metrics and goals

APPENDIX VI. 2017 Corporate Sustainability Report 27 | P a g e

3.2.3 Assurance report