BE Manpower Plan 8 th September 2009

1. BE Manpower Plan8th September 2009 • A&T Strategy to establish the MPP • BE Manpower • Posts • LD2IC • Conclusions ED, September 2009

2. Strategy/Guidelines to Establish the Manpower plan. The staff needs for the three A&T Departments have been established as follows: • Based on the “Common Activities plan” for the A&T sector • Complete analysis of manpower needs by activity including fellows, students and contract staff. • Groups, where relevant, examined alternative means of staffing activities. • The emphasis for new LD posts as well as LD2IC conversions was on maintenance of core expertise and succession planning. • Activities performed today with industrial support were analyzed and several cases where internalization would be of benefit (either for the quality of the service or cost) were identified • This was put on hold until a more general strategy can be defined • Standard retirement assumed except whereinformation is available from the groups • Recruitment to replace retirementsis not automatic and has been justified on an individual basis to maintain/strengthen core expertise. • All Limited Duration (LD) contracts are either converted into Indefinite Contracts (IC) or replaced by other LD (provided they correspond to a long-term activity). Specific rotation policy was defined where deemed fit (to be agreed as integral part of the MPP). • On average, no gap assumed between rotating LD’s • Strategy for LD to IC conversion for 2010-2011 has been defined for each group. Often too earlyto give any prediction for 2012-2013, staff having been recruited since less than two years. Following this analysis there was top down leveling during a “Departmental Retreat” where the requests of the groups were critically assessed and priorities defined.

3. MTP activities : 2010 -2014 The A&T MPPs were established based on the following schedule for accelerators, facilities and projects

4. Strategy/Guidelines to Establish the Manpower plan. The staff needs for the three A&T Departments have been established as follows: • Based on the “Common Activities plan” for the A&T sector • Complete analysis of manpower needs by activity including fellows, students and contract staff. • Groups, where relevant, examined alternative means of staffing activities. • The emphasis for new LD posts as well as LD2IC conversions was on maintenance of core expertise and succession planning. • Activities performed today with industrial support were analyzed and several cases where internalization would be of benefit (either for the quality of the service or cost) were identified • This was put on hold until a more general strategy can be defined • Standard retirement assumed except whereinformation is available from the groups • Recruitment to replace retirementsis not automatic and has been justified on an individual basis to maintain/strengthen core expertise. • All Limited Duration (LD) contracts are either converted into Indefinite Contracts (IC) or replaced by other LD (provided they correspond to a long-term activity). Specific rotation policy was defined where deemed fit (to be agreed as integral part of the MPP). • On average, no gap assumed between rotating LD’s • Strategy for LD to IC conversion for 2010-2011 has been defined for each group. Often too earlyto give any prediction for 2012-2013, staff having been recruited since less than two years. Following this analysis there was top down leveling during a “Departmental Retreat” where the requests of the groups were critically assessed and priorities defined.

5. BE : Present Situation by group * Takes the last LD-IC Exercise into account + Not a head count • In addition there are a number of open posts • Reduction in staff in the past has led to the increasing use of temporary staff • For studies (Fellows & Students in ABP,UPAS in RF), • or to replace missing staff (PJAS & UPAS to develop software in CO) • or collaborations (UPAS in BI, RF) • The high number of PJAS in OP is due to MedAustron • Increasingly, we are being asked to provide experienced staff to help with external projects

6. BE MPP Personnel & Costs Based on a 75% Average LD to IC Success rate NB 2009 does not take the spring IC exercise into account

7. BE MPP Staff Operation and Projects • BE has already moved into an ‘operational’ phase for the LHC • The level of manpower for LHC is determined by our best guess of what is needed • The overall number of staff for Operations is almost constant over the MPP period • However, there is a shift from LHC back to the injectors • A significant amount of manpower is needed for continued consolidation of the injector complex and to catch up with activities delayed by the final construction phase of the LHC. • There is a moderate increase in staff working on Projects • The main emphasis is on maintaining the core expertise in the groups.

8. BE MPP Fellows Operation and Projects • To get the work done needed for the major projects BE will have to use an increasing number of fellows. • The activities will be tailored to the use of fellows • CTF3/CLIC is by far the most important planned user of fellows (up to 22) • The number of fellows used in operations PPA’s will decrease … • The increase of fellows is particularly high in ABP (accelerator studies) and RF. • The proposed increase is probably close to the maximum that we can successfully supervise with the experienced staff we have

9. Personnel Budget

10. Personnel Budget

11. 2010 Post Requests 16.9FTE in 2010, would reduce to 12.9 if some posts are delayed. Detailed descriptions and justifications have been written

12. 2010 Post Requests • Many of the posts requested were already discussed during the AB retreat last year in preparation for the AB MPP. • These cover “white paper” contributions to the major projects. • In several cases these under-resourced activities are becoming critical to meeting the project deadlines (CDR’s) – even with the new delay built in. • A few of the posts cover critical replacements for staff who are (or have) retired • One post is actually an LD rotation – with a long gap (in ABP-1) • Finally, one or two cases cover activities that have evolved significantly and require additional resources. • One post is a candidate for internal mobility (CO-1) • The groups have identified a few posts where a delay in the recruitment would not impact seriously on the activity. This would allow the FTE commitment in 2010 to be reduced from 17 to 13. • In addition, even if we could open some posts tomorrow they would not be in place for 1st January 2010! It generally takes >6 months to fill a post. (another 8x0.25 FTE off)

13. 2011-2014 Post Requests Principally driven by succession planning an retention of core expertise.

14. LD-IC Planning • The Department has made a careful planning for the next 4 exercises. This planning will be revised and extended before each exercise • The planning is based on the assumption that 4-year LD’s can be extended by 1 year. 10 slots are needed in the autumn exercise. Reducing this will just pile up more for the following exercises

15. LD-IC Planning

17. Conclusions • BE has established its MPP 2010-2014 based on a bottom-up approach in the groups and a top-down leveling at the departmental level: • The manpower plan covers the agreed activities and timelines as far as they can be known today • All types of manpower available to the department have been analyzed. Increased use of Fellows and Students to cover the departmental activities is required. • The requests for additional LD posts have been planned to ensure maintenance of core expertise and justified in terms of succession planning (replacement of retirees) • The differences between this plan and the present BE personnel budget have been analyzed • The post requests for 2010 (25) amounts to 16.9 FTE, compared to 15FTE presently Paid but not available. • The request for 2010 could be reduced to 12.9FTE by delaying the recruitment in some cases. • The LD-IC Conversion process is a critical part of the departmental succession planning • A careful planning has been made covering the next 4 exercises. • This is based on the extension of all 4-year LD contracts to a 5th year. • Overall, an average success rate of around 71% for LD-IC conversion is required • This would still leave the LD/IC ratio for the department in the region of 30% in 2014 • This planning will be reviewed before each exercise. • The department requests 10 slots in the Autumn 2009 exercise and 15 slots for the next 2. Not granting some of these slots will create a log-jam during later exercises. • In-sourcing possibilities have been assessed – but put on hold pending a more global policy

18. The end

19. Fellows : By activity and total Budget Includes all funding types: CERN, EU & M-P

21. Total Manpower by Activity, Split by Operations & Projects