Annexes
Annex I – Core business statistics
Priority: Implementing the Basel framework in the EU and enhancing the Single Rulebook (see also 1.1.1.)
KPI
| Indicator | Weight | Short description | Target | Achievement | |
|---|---|---|---|---|---|
| A | Number of technical standards, guidelines, reports delivered (Output) | 80% | Number of technical standards, guidelines and reports, most including analytical impact assessments delivered on time stemming from implementation of the CRD VI / CRR III / BRRD III | 80% | 81% |
| B | Number of technical standards, guidelines, reports delivered – ESG (Output) | 20% | Number of ESG-related technical standards, guidelines and responses to CfA, most including analytical impact assessments stemming from the mandates in the EU regulations and directives and from the Commission’s renewed Sustainable Finance Strategy delivered on time. Source: Annual activity report? | 80% | 100% |
Source of information for KPI A, KPI B: EBA work programme monitoring tool and publications
Regarding KPI A, the EBA delivered 30 technical standards, guidelines and reports compared to 41 indicated as planned in the 2024 WP. Some mandates were postponed, delayed for the reasons – often outside of the EBA’s control – indicated in the output tables for activities 1 to 6 and 11 in Section 1.5. In addition to this, the EBA completed 11 additional deliverables of the above kind, which had not been included in the 2024 WP, thus bringing the achievement rate to 81%.
Regarding KPI B, the EBA completed all four mandates as planned in the 2024 WP. Some mandates were slightly delayed for reasons indicated in the output table for activity 7 in Section 1.4.
Priority: Monitoring financial stability and sustainability in a context of increased interest rates and uncertainty (se also 1.1.2.)
KPIs
| Indicator | Weight | Short description | Target | Achievement | |
|---|---|---|---|---|---|
| A | Achievement of milestones ahead of the upgrade of ST methodology and development of a hybrid model (Output) | 50% | 1. Approval of the revised EU-wide stress test framework by Q1 2024 2. Design of the new ST methodology by end-2024 3. Implementation of the revised EU-wide stress test framework for the 2025 exercise | 70% | 100% |
| B | Development and execution of one-off and regular climate stress test (Output) | 50% | 1. Development of one-off climate stress test and regular climate stress test 2. Implementation of one-off climate stress test 3. Implementation of regular climate stress test | 70% | 100% |
Source of information for KPI A, KPI B: EBA work programme monitoring tool and publications
Regarding KPI A, all the milestones were fully achieved: Approval of the revised EU-wide stress test framework was completed by Q2 and then consulted with the industry; the design of the new ST methodology, and implementation of the revised EU-wide stress test framework for the 2025 exercise, was finalised with the publication of the package in Q4.
For KPI B, all the milestones were equally achieved in full: Development of one-off climate stress test was completed in 2023, while the implementation of the one-off climate stress test was completed in early Q3. The development of the regular climate stress test continues in accordance with the planning and will be followed by its implementation as part of the 2027 EBA stress test.
Priority: Providing a data infrastructure at the service of stakeholders (see also 1.1.3.)
KPIs
| Indicator | Weight | Short description | Target | Achievement | |
|---|---|---|---|---|---|
| A | Timeliness of reporting (ratio %) (Results / Impact) | 25% | From EUCLID: Accepted modules / Expected modules, by remittance date (T)+10 working days (wd) | >95% | 97.15 % |
| B | Completeness of reporting (ratio %) (Results / Impact) | 25% | From EUCLID: Not reported / Expected templates, by remittance date (T)+10 wd | <0.1% | 0.03% |
| C | Accuracy of reporting (ratio %) (Results / Impact) | 25% | From EUCLID: Failed error rules / Total of error rules executed against the received file, by remittance date (T)+15 wd | < 0.1% | 0.02% |
| D | Time to publication of Quarterly Risk Dashboard (nr days) (Results / Impact) | 25% | Working days from final remittance date of supervisory data (based on the EBA’s DC 404) to date of publication on the EBA’s webpage of RDB | < 15 | 19 |
* Target for KPIs have been adjusted from: KPI A >85%, KPI B <1%, KPI C < 0.25%, KPI D < 30.
Source of information for KPI A to D: EUCLID
Regarding the newly introduced KPIs, the following should be noted.
KPI A. The targeted timeliness rate of reporting of > 95% has been exceeded.
KPI B: The targeted completeness rate of reporting of < 0.1% has been met.
KPI C: The targeted accuracy rate of reporting of < 0.1% has been met.
KPI D: The target time for the publication of the Quarterly Risk Dashboard stands at 19 days and is lower than the initially foreseen target of 30 days. However, as this internal target has been lowered as of the Q1 2024 reference date to < 15 days, additional efforts will be made to achieve this going forward.
Priority: Developing an oversight and supervisory capacity for DORA and MiCA (see also 1.1.4.)
KPIs
| Indicator | Weight | Short description | Target | Achievement | |
|---|---|---|---|---|---|
| A | Delivery of policy mandates under DORA/MiCA (Output) | 30% | Delivery of policy mandates and Consultation Papers within the legally imposed timeline | 95% | 100% of DORA and MiCA mandates delivered on time |
| B | Operational readiness to take up new tasks (Output / Result) | 70% | As part of the DORA and MiCA proposals, the EBA should be ready to take up tasks (supervision/oversight and others) | Completion of preparatory work | DORA oversight preparations progressed as planned. MiCA supervision preparations progressed as planned. |
Source of information for KPI A: EBA work programme monitoring tool and publications; KPI C: DORA/MiCA milestones tracker.
Regarding KPI A, the EBA delivered all the technical standards, guidelines mandated under DORA (13 technical standards and guidelines) and MiCA 20 technical standards and guidelines) as planned in the 2024 WP. See also the output tables for activity 8 in Section 1.5.
As concerns KPI B, it is noted that:
- DORA oversight preparations progressed as planned. The ESAs finalised the internal operating model (Joint Oversight Venture) and the oversight governance (Oversight Forum Mandate and Joint Oversight Network Protocol) by the end of 2024. The ESAs also advanced significantly with the preparations for the CTPP designation, the various methodologies and procedures, and the implementation of IT tools in support of the oversight activities.
- MiCA supervision preparations progressed as planned to be able to take supervisory tasks as needed in a timely manner, including supervisory methodologies and tools for risk assessment, cooperation arrangements with CA, on-site/off-site supervisory methodologies, establishment of supervisory colleges and preparation of significance assessment.
Priority: Increasing focus on innovation and consumers (including access to financial services) while preparing for the transition to the new AML/CFT framework (see also 1.1.5.)
KPIs
| Indicator | Weight | Short description | Target | Achievement | |
|---|---|---|---|---|---|
| A | Delivery of mandates conferred in sectoral legislation (Output) | 40% | The EBA will deliver on an estimated 20+ mandates conferred under the Markets in Crypto-Assets Regulation (MiCA), and the Credit Servicers and Credit Purchasers Directive (CSD) and the EBA regulation | 75% | 100% |
| B | Effective retail conduct supervision to enhance protection of consumers (Result / Impact) | 10% | The EBA will take action in response to information provided through retail risk indicators and the EBA’s Consumer Trend Reports 2022/2023 | 1 initiative | 1 initiative |
| C | Policy response and supervisory convergence in financial innovation (Result / Impact) | 10% | The EBA will deploy its mandate in monitoring innovation, contributing to a common approach towards new or innovative financial activities, and in providing advice to the co-legislators, by: i) issuing a number of thematic publications, incl. opinions or report issued to Commission and NCAs; ii) fostering knowledge sharing via various platforms (EBA structures, EFIF, SDFA); iii) reviewing and verifying the training curriculum of the SDFA | Up to 3 initiatives 100% reviewed materials for SDFA | i) and ii) 4 initiatives including workshops iii) Fully achieved |
| D | Supporting the effective implementation of the new legal and institutional AML/CFT framework (Output / Result) | 40% | The EBA will work closely with AMLA to ensure the smooth transition of powers and effective cooperation between prudential and AML/CFT regulators going forward. | 2 reports | Fully achieved: 2 reports |
Source of information for KPI A and KPI B: EBA work programme monitoring tool and publications; KPI C: EBA work programme monitoring tool and report to SDFA; KPI D: EBA work programme monitoring tool and EBA transition workplan.
Regarding the KPIs, the following should be noted:
KPI A: The EBA delivered all mandates planned in the 2024 work programme as set out in the table for activity 9 in Section 1.5. In addition to this, the EBA completed two additional deliverables, which had not been included in the 2024 WP.
KBI B: The EBA took action in response to information provided through retail risk indicators and the EBA’s Consumer Trend Reports 2022/2023 and undertook a fact-finding exercise which led to the publication of a report on the creditworthiness assessment practices of non-bank lenders.
KPI C: The EBA undertook four initiatives in relation to sub-indicators i) and ii), which led to the following output: a factsheet on DeFi in Q2 2024; a special feature on AI/GPAI in the autumn RAR in Q4 2024; the report on tokenised deposits in Q4 2024; and the report (joint EBA-ESMA) on recent developments in crypto-asset markets (DeFi, lending and staking) delivered in Q4 and published in Q1 2025 (which was accompanied by two factsheets). For sub-indicator iii), the target was fully achieved.
KPI D: The EBA prepared several reports in the broader context of the transition work, including in preparation for the response to the call for advice that the European Commission issued in March 2024. Furthermore, two reports prepared by the EBA are linked to the preparation of the transition and support the effective implementation of the new legal and institutional AML/CFT framework: report on the assessment of CAs’ approaches to the AML/CFT supervision of banks; report on AML/CFT colleges.
Annex II – Statistics on financial management
Finance, Procurement, and Accounting Key indicators
Notes:
- Budget execution: euro amount committed as a percentage of the 2024 budget, including amendments, voted on by the Board of Supervisors. Target set by the Commission’s DG BUDG.
- Execution of commitments carried forward: euro amount paid as a percentage of commitments carried forward from 2023. Target set by the Commission’s DG BUDG.
- Late paid invoices: number of invoices paid by the EBA after the payment deadline, as a percentage of all invoices paid in the year to date. With the expected volume of invoices in 2024, 1% represents less than 10 invoices.
- Late interest paid: amount of interest paid by the EBA on invoices paid late. Amounts calculated automatically. The EBA is obliged to pay i) all amounts greater than EUR 200, ii) amounts below EUR 200, if claimed.
- Procurement plan execution: rate of execution of the 2024 plan – see Annex D for the amended SPD 2025 plan with procedures to be started in 2025 and ongoing at the end of 2024 and a description of the calculation basis.
- Payments correctly posted: correct general ledger account is used for approved payment.
- Recovery orders correctly posted: correct general ledger account is used for approving the recovery order.
Revenue
The EBA Founding Regulations stipulate that the Authority’s revenues shall consist, in particular, of:
- obligatory contributions from national public authorities competent for the supervision of financial institutions;
- a subsidy from the European Union;
- any fees paid to the Authority in the cases specified in the relevant instruments of Union law.
Furthermore, Article 20 of the Financial Regulation enables the EBA to collect other external and internal assigned revenue used to finance specific items of expenditure.
Comparison of revenues received in 2024 vs 2023
Expenditure
In 2024, the EBA reached a budget execution rate of 99.6% (or EUR 56 895 504) on all revenue received.
Comparison of total appropriations committed at the end of the year in 2024 vs 2023
Budget execution of 2024 funds by chapter
Budget outturn for 2022–2024
Budget transfers
In 2024, the EBA processed 32 budget transfers, of which nine included transfers between titles. All of the transfers between titles were below the 10% threshold that would have required MB approval.
Budget transfer statistics
A summary per chapters of the budget amendments and transfers made in 2024 is available in the table below.
Budget amendments and transfers per chapter
Chairperson and Executive Director expenses
Mission, representation and other expenses in accordance with Articles 11 to 15 of Annex VII to the Staff Regulations amounted to EUR 7 294 for the Chairperson and EUR 5 782 for the Executive Director.
Transaction processing
The tables below show the volume and value of commitments and payments processed in 2024 compared to 2023, irrespective of the source of funding. This includes any commitments (decommitments) and payments related to budget appropriations carried over from previous year (C5 and C8).
Commitments (including all fund sources, top-ups and decommitments)
Payments (on all fund sources, including carry forward)
The figures above include batch payments (referred to as mass payment load (MPL). The EBA uses MPL for payments to:
- staff: for salaries and allowances, for mission reimbursements, and for contributions, including the home office contribution and public transport contribution;
- SNE and trainees: for monthly allowances and travel allowances.
The table below provides more data on these batch payments. They have contributed to a significant workload increase, as the supporting documentation for each of the individual payments contained within an MPL is subject to ex ante control.
Payments by mass payment load (MPL) excluding staff salaries and SNE/trainee allowances
Recovery orders
Supplier invoices – payment timing
The figure below compares payment timing in 2024 with previous years, by blocks of five days. In 2024, 19% of payment requests were paid within 10 days and 22% of payment requests paid in the period 10-15 days after receipt.
Payment timing statistics 2022-2024
In 2024, the EBA paid seven invoices after the due date, of which six where invoices registered at the end of 2023 and which due to technical reasons were not paid on time. No late payment interest was charged in respect to these invoices.
Invoice processing statistics
When the EBA receives an invoice that is incorrect, not in accordance with the underlying contract, or where clarification is required, the EBA has the option of ‘suspending’ it in the accounting system (ABAC). This pauses the payment time clock, so that the suspended invoice does not go past its due date while the issue is being resolved. Finance keeps a measure of this because such invoices drive an increase in workload for staff, who have to spend time trying to resolve the issue. The increase in 2024 is driven by one supplier in particular, where 25 low value invoices have been suspended.
Legality and regularity indicators (linked to paragraph 2.3.3 of the report)
| Indicators | 2022 | 2023 | 2024 |
|---|---|---|---|
| Procurement |
|
|
|
| Number of planned procedures cancelled | 1 | 1 | 3 |
| Average number of requests for clarification regarding tender specifications, for procedures > EUR 15 000 | 20 | 10 | 11 |
| Number of procedures > EUR 15 000 where one or no offers were received | 2 | 2 | 1 |
| Average number of offers received on open/restricted procedures | 3.0 | 6.1[1] | 3.5 |
| Number of ‘valid’ complaints or of litigation cases filed | Zero | Zero | Zero |
| Financial transactions |
|
|
|
| Number of transactions ‘refused for correction’: |
|
|
|
| Commitments | 12.0% | 14.4% | 12.5% |
| Payments | 7.4% | 15.5 % | 16.6% |
| Recovery orders | 12.3% | 8.8% | 9.6% |
| Transactions correctly posted in general ledger: |
|
|
|
| Payments | 99.7% | 100.0% | 99.8% |
| Recovery orders | 100.0% | 100.0% | 100.0% |
Late in 2024, the EBA began the process of updating its financial system to enable better reporting of reasons for ‘refusal’ of transactions.
Annex III – Organisational chart (31 December 2024)
Annex IV – Establishment plan and additional information on human resources management
Establishment plan 2024
| Function group and grade | 2024 Year N-1 | |||
| Authorised budget | Actually filled as of 31.12.2024 | |||
| Permanent posts | Temporary posts | Permanent posts | Temporary posts | |
| AD16 | 1 | 1 | ||
| AD15 | 1 | 0 | ||
| AD14 | 5 | 3 | ||
| AD13 | 2 | 0 | ||
| AD12 | 8 | 10 | ||
| AD11 | 12 | 7 | ||
| AD10 | 13 | 17 | ||
| AD9 | 25 | 24 | ||
| AD8 | 28 | 27 | ||
| AD7 | 32 | 31 | ||
| AD6 | 21 | 15 | ||
| AD5 | 29 | 16 | ||
| AD TOTAL | - | 177 | - | 151 |
| AST11 | ||||
| AST10 | ||||
| AST9 | ||||
| AST8 | ||||
| AST7 | ||||
| AST6 | 3 | 1 | ||
| AST5 | 4 | 2 | ||
| AST4 | 3 | 3 | ||
| AST3 | 1 | 3 | ||
| AST2 | 1 | 2 | ||
| AST1 | 0 | 0 | ||
| AST TOTAL | - | 12 | - | 11 |
| AST/SC TOTAL | ||||
| TOTAL | - | 189 | - | 162 |
Information on recruitment grade / function group for type of post
| Key functions | Type of contract | Function group, grade of recruitment |
| Chairperson, Management Board | TA2(a) | AD 15 |
| Executive Director | TA2(a) | AD14 |
| Director of Department | TA2(f) | AD12 |
| Head of Unit | TA2(f) | AD 9 |
| Head of Sector | n/a | n/a |
| Senior Officer, Senior Specialist, etc. | TA2(f) | AD 8 |
| Officer, Specialist | TA2(f)/CA | AD 6-7 – CA FG IV |
| Junior Officer | TA2(f) | AD 5 |
| Senior Assistant | TA2(f)/CA | AST4- CA FG III |
| Junior Assistant | n/a | |
| Secretary to Chair, ED, Director | CA | FG IV |
| Secretary | CA | FG III |
| Mail Clerk | n/a | |
| Data Protection Officer | TA | AD 6 |
| Accounting Officer | TA | AD 6 |
| Internal Auditor | n/a | |
Job screening/benchmarking
New Implementing rules in compliance with Article 110 of the Staff Regulations adopted in 2024:
| Transfer of pension rights | Commission Decision C(2024) 1038 |
| Conduct of administrative inquiries and disciplinary proceedings | Commission Decision C(2019) 4 231 |
Schooling
The EBA considers schooling to be an essential part of its staff policy. For this purpose, the ‘European School la Défense’ has been granted accreditation for all levels from ‘Maternelle’ to the European Baccalaureate. A full nursery, primary and secondary education cycle is available for the English section, while, in addition to a full nursery and primary cycle, a secondary cycle is gradually opening for the French section. Hence, the EBA is exceptionally maintaining its education contribution policy for certain staff members under certain conditions (e.g. if the child is in the final two years of the secondary cycle or where the child attends a significant part of their school activities (equal to or more than 70%) in a language other than those offered by the European School in Paris.
The EBA continues to work on direct agreements with schools and nurseries in Paris. On the basis of these agreements, the EBA pays tuition fees up to the threshold directly to the nurseries/schools. Amounts exceeding the threshold will be borne by staff members.
School year 2024–2025
The number of EBA staff members’ children enrolled at the ‘European School la Défense’ for the 2024/2025 year is 6 in nursery, 17 in primary and 10 in secondary.
The EBA has agreements with a further 10 schools (six eligible applications) and 22 nurseries (21 applications) for direct payment of costs.
Women in management and team leader positions from 2019 to 2024
Statutory staff (TAs/CAs) and SNEs: gender and geographical balance
Annex V – Human and financial resources by activity
The table below summarises the resource allocation per activity and details the type of resource: TA, CA or SNE. Management staff and their assistants are distributed over the activities within their respective remits, hence the staffing numbers per activity are not whole numbers. (Minor differences in totals are due to rounding.)
* Activity 8 – Innovation monitoring and knowledge-sharing, MiCA supervision and supervisory convergence, ICT policy and operational resilience. It covers MiCA and DORA preparations (in 2024 and in part 2025 mostly through internal resource redeployments), posts foreseen for the EU Supervisory Digital Finance Academy (including one CA post funded by DG REFORM), as well as 4 EU-funded posts (for MiCA) foreseen in the Union budget.
In relation to the oversight and supervision activities, the following is noted:
- For DORA oversight, the situation is as follows: In 2024, two of the five fee-funded TA posts should be filled, using the bridge funding provided in the EU budget. (A sixth DORA post is funded through the EU budget until end of Q3 2025 and has been filled in 2024.) In 2025, all eight allocated fee-funded TA posts should be filled by year end. The two fee-funded CA posts should be filled in 2026.
- For MiCA supervision, the situation is as follows: The allocated EU-funded posts (2 TA and 2 CA posts) were filled in 2024 and are allocated to activity 8. From 2026, three of the 20 fee-funded TA posts should be filled.
- For validation of certain initial margin models under EMIR, the fee-funded TA and SNE posts should be filled from mid-2026.
- The costs related to oversight and supervisory activities do not include the administrative overheads.
Annex VI – Contribution, grant and service level agreements; Financial Framework Partnership Agreements
In 2022, the EBA signed an SLA with DG REFORM whereby the EBA provides services to the EU Supervisory Digital Finance Academy (https://eusdfa.eui.eu) over a period of four years. Under the terms of this SLA, DG REFORM is funding one TA and one CA for three years, as well as other costs arising from the EBA’s support to the EU SDFA.
Annex VII – Environmental management
In 2024, the EBA maintained its EMAS registration. The 2024 environmental statement (with data from 2023) was positively verified and validated by independent external auditors and is now available on the EBA website: https://www.eba.europa.eu/about-us/sustainable-eba.
Communication, stakeholders’ engagement and promotion of EMAS
The EBA continued to actively promote EMAS, environmental management and sustainability within the EU Agencies Network.
- On 19 January 2024 the EBA and the European Union Drugs Agency organised an information-sharing session about the development of EMAS in-house training. The agencies shared examples of training modules and e-learning courses as well as steps for their practical implementation.
- The EBA was invited by the Community Plant Variety Office (CPVO), a European agency in Angers, France, to deliver a presentation on 29 January 2024 about its EMAS journey as well as greening activities and best practices we put in place in the Agency. Organised in collaboration with the CPVO’s management, staff and the greening network, the event highlighted the benefits of implementing EMAS and was a testament to the significance of collaboration among European Union agencies.
- The EBA co-drafted the ‘EU Agencies Network Charter on the reduction of greenhouse gas emissions and responsible environmental management’ approved by Heads of European Agencies in February 2024.
- Between February and April 2024, the EBA participated in an inter-agency twinning programme on sustainability reporting, a joint initiative of the Performance Development Network and Greening Network of the EU Agencies Network.
- The EBA, together with the ESMA and EIOPA, participated for the second time in Interinstitutional EMAS Days. The ESAs’ presentation ‘Sustainable finance: tools for mitigating climate-related risks’, on 5 November 2024, ranked in the top three most frequented sessions of this annual event for EMAS-registered organisations.
- On 22 November 2024, the EBA shared its best practices with its presentation ‘Beyond the Walls: Designing Our Workplace for a Sustainable Future’.
In addition to the dedicated webpage Sustainable EBA, the EMAS logo is now also visible on the main EBA website. Moreover, the EBA continues to refer to EMAS in all its vacancy notices, procurement procedures and orientation packs welcome back for new joiners (e.g. staff, trainees, interns).
Environmental objectives and targets
| Significant aspects | 2024 objectives | Main actions implemented by the EBA in 2024 to improve its environmental performance and reduce its carbon footprint |
| Travel | The reduced levels of business travel are maintained The reduced number of meetings are maintained EBA visitors and staff are informed about sustainable ways of travel Green transport options for home-office commuting have been increased and promoted | In its Environmental Policy, the EBA committed to minimising its impact on greenhouse gas emissions, with a special focus on travel. In 2024, the EBA maintained its reduced levels of business travel and on-site meetings. The EBA continued to raise awareness about sustainable ways of travel. In particular, the EBA updated its handbook for visitors, where it invites its guests to contribute to a greener EBA. The objective of increasing green transport for staff home-office commuting, initially foreseen only for 2024, was postponed and expanded as a strategic objective for a three-year period of 2025–2027. The EBA continued to actively promote green options for commuting in its discussions with the building and with Paris La Défense authorities. In 2024, the EBA maintained its contribution to public transport for its employees. |
| Energy | Energy consumption in the building is reduced by 5% (baseline 2023) | In its Environmental Policy, the EBA committed to building a strong relationship with its landlord to improve energy consumption performance. The EBA finalised a technical report on energy efficiency, with the aim of identifying further energy saving measures in the functioning of the EBA premises in view of European targets on greenhouse gas reductions. In 2024, the EBA managed to achieve its reduction target on energy consumption. |
| IT | Sustainable policies for the reduction of the environmental impact of IT&C equipment have been implemented (recycling, reusing, multi-purposing) | In its Environmental Policy, the EBA committed to maximising the use of electronic solutions to limit our material impact and to improve energy consumption performance. In 2024, the EBA continued to implement comprehensive policies to optimise the usage of IT&C equipment, focusing on sustainability and efficiency. MS Teams rooms video conferencing devices were reprogrammed to shut down at night and over weekends. Additionally, all group black-and-white printers were removed from the print rooms. Moreover, cost-effective measures for the EBA Azure Virtual Desktop were implemented by forcing the power-off of virtual machines during periods of inactivity and shutting them down during night hours and weekends. By adopting advanced monitoring tools, full visibility into our Azure resource consumption was ensured, allowing ITC to maintain business processes and business continuity. Finally, regular reviews of our dashboards helped us track our progress and continuously improve our environmental footprint. |
| Procurement | Environmental impact is considered for 100% of contracts procured by the EBA Contract managers are trained on green public criteria | In its Environmental Policy, the EBA committed to maximising the use of green public procurement to limit its material impact. This means that the EBA strives to minimise the environmental impacts of its procurement activity and of the services, supplies and works it procures. The EBA assesses whether its purchases have an environmental impact and, if they do, the EBA specifies green procurement criteria in its procurement procedures and chooses sustainable services and supplies. Since 2022, the EBA has been evaluating the environmental impact of 100% of procurement procedures and including green procurement criteria in all the procurement procedures that had an environmental impact. To increase the understanding of sustainable procurement and green criteria among the key EBA staff involved in the procurement and purchasing activity, the EBA invested in the training of its personnel. Since 2020, the EBA’s teams – both procurement officers and contract managers – have been attending dedicated learning and information sessions, provided by EU institutions and external experts. |
| Waste | All furniture and IT equipment is decommissioned in a sustainable manner (donation, disposal) | In its Environmental Policy, the EBA committed to improving its waste production, segregation and recycling, as expected by the EBA’s staff. To contribute to this objective, in 2023, the EBA adopted a circular economy policy, where it commits to: a) minimise purchases of physical items so as to limit our material impact, b) buy to keep, c) maximise the lifecycle of products, d) minimise the generation of waste, e) dispose of items in an environmentally friendly manner and f) introduce and promote environmental best practices. Within the framework of the EBA’s circular economy policy, in 2024, the Authority published its first call for expression of interest for withdrawn IT equipment and completed its first donations of laptops. |
| Core business | At least 80% of the EBA’s ESG-related mandates, including contributions to the Renewed Sustainable Finance Strategy of the European Commission, are delivered on time | In its Environmental Policy, the EBA committed to implementing ESG considerations in policy making, risk assessment and supervisory convergence work in line with the EBA’s tasks, and mandates in the area of sustainable finance. In 2024, 100% of the EBA’s ESG-related mandates were delivered on time. See Annex I for further details. |
| Horizontal | Environmental objectives are established for the management team All staff and in-house consultants completed their EMAS training Sustainability reporting standards are introduced at the EBA | In its Environmental Policy, the EBA committed to developing knowledge, finding technical solutions and adjusting our organisation and behaviours, as well as to setting up key environmental indicators with concrete objectives to demonstrate the efficiency of our environmental management system. In 2024, for the first time, the EBA established environmental objectives for all its managers. Furthermore, EMAS e-learning was developed in-house and launched for all staff at the beginning of 2023. Throughout 2023 and 2024, 280 people completed this obligatory EMAS training: temporary agents, contract agents, seconded national experts, trainees and consultants. They learned a) what EMAS is, how it works, why it was implemented and how it can be beneficial; b) the place of EMAS in a global and European context (UN SDP, Paris Agreement, European Green Deal, EMAS and ISO); c) how EMAS was implemented at the EBA. Additionally, in 2024, the EMAS Green Team and managers followed dedicated training on ‘ISO-logy: continuous improvement in a nutshell’ (Green Team – 4 July, managers – 21 October 2024). The objective of this training was to understand how the ISO/EMAS approach can help in delivering core activities by, among others, applying the Plan-Do-Check-Act approach in daily business, managing stakeholders and understanding how the continuous improvement of environmental performance supports staff in their activities. The objective of introducing sustainability reporting standards, initially foreseen only for 2024, was postponed and expanded as a strategic objective for a three-year period of 2025–2027. |
Annex VIII – Annual Accounts
[1] 23 offers were received for one procedure with two lots.