Office for Harmonization in the Internal Market
(Trade Marks and Designs)
Update on the implementation of
the Strategic Plan
15th
Nellie Simon
November 2011
WWW.OAMI.EUROPA.EU
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan into objectives
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
2
Introduction
Strategy Planning Cycle
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
OHIM will implement its strategy by defining a Strategy Planning Cycle to ensure the vision for 2015 is accomplished
ANNUAL WORK
PROGRAMME
• Link to the Strategy Plan
• Long term budget planning
ANNUAL ACTIVITY
REPORT
• Rescheduling
• Action Plans
EXECUTION
STRATEGY
PLANNING
CYCLE
• Budget Adjustment
MEASURING
• Balanced Scorecard
• Benefits realisation
(programmes)
• Budget control
3
• Programmes, projects
• Day-to-day activities
• Budget execution
Introduction
Strategic Plan 2011-2015
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Three goals are defined in the Strategic Plan:
OHIM’s STRATEGIC PLAN for the 2011-2015
period presents AMBITIOUS GOALS …
• Goal 1: Build a Strong, Vibrant and Creative Organisation
• Goal 2: Increase Quality and Optimise Timeliness of Operations
• Goal 3: Promote Convergence of Practices
Two strategic pillars are described in the Strategic Plan:
… with the idea of becoming an EXCELLENT
ORGANISATION that promotes
INTERNATIONAL COOPERATION
• Pillar 1 Organisational Excellence: Develop OHIM’s organisational
excellence, building on the successes of the last 15 years
• Pillar 2 International Cooperation: Foster international cooperation to
develop a comprehensive European network
In order to accomplish the vision for 2015, OHIM has developed a Strategy Implementation Framework articulated
around three components, that will ensure the appropriate linkage between the strategy and the operations
1
Translation of the Strategic Plan into a Strategy Map
2
Implementation of the Strategic Plan through the definition of a Programme Management Model
3
Monitoring of the results trough a Balanced Scorecard
4
Introduction
Strategy Implementation Framework
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
These 3 components have several objectives in order to ensure the excellent execution of the Strategic Plan
1
Description
Translation of the
Strategic Plan
Translate the Strategic Plan into a
Strategy Map composed of 20
objectives, which lead to the
accomplishment of the three goals of the
Strategy Plan
• Highlight strategic areas to focus on
Advantages
• Communicate effectively strategic goals
and objectives both internally and
externally
2
Implementation of the
Strategic Plan
Define a Programme Management
Model to ensure the implementation of
the Six Lines of Action defined in the
Strategic Plan
3
Monitoring the results
through a Balanced Scorecard
Design a Balanced Scorecard by
defining indicators and milestones for all
the objectives of the Plan
• Provide clear governance and
stakeholder structure
• Provide a standardised way to track the
strategy implementation
• Manage cross functional, OHIM-wide
initiatives
• Set the Office’s level of performance per
year
• Focus on strategic goals & initiatives
encouraging internal cooperation
• Enable integrated reporting and facilitate
decision making process at a Strategic
level
Office for Harmonization in the Internal M arket (OHIM )
BALANCED SCORECARD
Pillar
Perspective
Strategy M ap Objectives
Indicators*
Indicator components
M ilestones
2012
2013
2014
2015
STAFF
360 evaluation
Organisational
Excellence
1. Build a strong, vibrant
and creative organisation
1.1. Engagement index
Staff opinion survey
Innovation measures
CTM registration timeliness (excluding deficiencies, Oppositions
and Appeals)
99% within 24 weeks
99% within 23 weeks
99% within 22 weeks
99% within 22 weeks
IR TM registration timeliness (excluding deficiencies, Oppositions
and Appeals)
99% within 46 weeks
99% within 44 weeks
99% within 42 weeks
99% within 40 weeks
IA treatment timeliness
99% within 55 days
99% within 52 days
99% within 50 days
99% within 9 working
days
99% within 9 working
days
99% within 8 working
days
99% within 8 working
days
Ex-parte Appeal decision timeliness
99% within 6 months
90% within 5,5 months
90% within 5 months
99% within 5 months
OPPO decision timeliness (excluding Appeals)
99% within 10 weeks
99% within 9 weeks
99% within 8 weeks
99% within 8 weeks
Cancellation decision timeliness (excluding Appeals)
99% within 10 weeks
99% within 9 weeks
99% within 8 weeks
99% within 8 weeks
99% within 9 weeks
99% within 9 weeks
99% within 8 weeks
99% within 8 weeks
99% within 6 months
90% within 5,5 months
90% within 5 months
99% within 5 months
99% within 14 days
99% within 11 days
99% within 9 days
99% within 7 days
RCD registration timeliness (excluding deficiencies and Appeals)
2.1. T imeliness index
Invalidity decision timeliness (excluding Appeals)
Inter-partes Appeal decision timeliness
Recordals timeliness
AG objection rate
Illustrative
Classification deficiency rate
99% within 57 days
3,8%
3,5%
3,3%
3,0%
14,0%
12,7%
11,4%
10,0%
Formalities deficiency rate
Opposition proceedings deficiency rate (admissibility deficiency &
non substantiated OPPO)
Level of predictability perceived by users
USERS
STAKEHOLDERS
2.2. Predictability index
Organisational
Excellence
2. Improve timeliness,
predictability, consistency
and additional dimensions of
quality as perceived by
users
Appeals rate
2.3. Consistency index
Appeals full/partial confirmation rate
European Courts confirmation rate
80,0%
85,0%
90,0%
95,0%
77,8%
78,5%
79,2%
80,0%
CLASS decisions
97,0%
98,0%
99,0%
99,0%
AG decisions
99,0%
99,0%
99,0%
99,0%
96,0%
97,0%
98,0%
99,0%
99,0%
99,0%
99,0%
99,0%
Number of new owners
45.000
50.000
55.000
60.000
Level of satisfaction as measured by USS
50,0%
CTM/IR EXA proceedings
OPPO proceedings
OPPO decisions
Cancellation proceedings
2.4. Global quality dimensions index Cancellation decisions
RCD publication
RCD invalidity proceedings
Invalidity decision
Process for Recordals
Front Office Interaction with users
Number of cases revoked or corrected
2.5. Number of new owners
Organisational
Excellence
2.6. Users satisfaction index
Level of satisfaction as measured by "real-time" questionnaires
5
KI
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan into objectives
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
6
Translation of the Strategic Plan
Strategy Map
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
A Strategy Map has been built to translate OHIM’s Strategy, taking as a starting point the vision and the three strategic goals
Vision 2015: “Be a true organisation of excellence and build together with the national offices and BOIP an integrated
European Trade Mark and Design Network to cover the needs of users”
ORGANISATIONAL EXCELLENCE
INTERNAL
PROCESSES
STAKEHOLDERS
STAFF
USERS
EU & EXTERNAL PARTNERS
3
2
1
INTERNATIONAL COOPERATION
Improve timeliness, predictability,
consistency and additional dimensions of
quality as perceived by users
Build a strong, vibrant
and creative
organisation
4
7
5
Foster a performanceoriented organisation
6
Empower users by
making OHIM’s decisionmaking processes
transparent
Optimise
process
efficiency
8
9
Take a wider role in
combating counterfeiting
and piracy
Bring about cultural renewal based on interdepartmental collaboration and communication,
learning and a balanced workforce
15
Harmonize
policies,
proceedings and
tools
Build an organisation based on
knowledge and research
TECHNOLOGY
16
Build a robust and secure
infrastructure to ensure
business continuity
17
18
Increase IT flexibility and
agility towards business
change
FINANCIAL
RESOURCES &
KNOWLEDGE
Enhance information and
knowledge exchange
between OHIM and
external partners
PEOPLE
14
Optimise the
workplace and the
environment
11
Broaden external
communication to achieve
closer contact with
stakeholders
12
WORK ENVIRONMENT
13
10
Integrate users
into OHIM practice
Align first instance
practice with Boards of
Appeal and European
Courts practices
Increase convergence of
practices
20
7
Optimise operational
IT cost
Maintain financial
autonomy
19
Provide a set of common IT
tools
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
8
Programme Management Model (1/6)
HR Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
The second component consists of the definition of the Programme Management Model in order to execute the Strategic
Plan’s 6 lines of action
Line of Action
Programme
LA1 HR Reform and cultural
renewal
HR Reform
Programme
LA2 Simplification and
Modernisation of Information
Systems
OHIM 3.0
Programme
LA3 Expansion and Optimisation
of the Working Environment
Work
environment
Programme
LA4 Establishment of the IP
Academy and Knowledge
Repository
IP Academy
Programme
LA5 Improvement and Broadening
of Quality
Programme
Quality
LA6 Development of the European
Network
Development
of European
Network
Projects
Achievements
Functional
Competency Profiles
and Development
Framework
• Definition of job families for 80%
of total workforce
Human Resource
Information System
• Gender equality
People, Policies &
Processes
9
• Definition of competency
framework
•
Achieved 31.6% of
women in management
•
Gender Policy document
is drafted.
Programme Management Model (2/6)
OHIM 3.0 Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action
Programme
Projects
LA1 HR Reform and cultural
renewal
HR Reform
Programme
LA2 Simplification and
Modernisation of Information
Systems
P1: Simplification
and modernisation of
IT Systems
OHIM 3.0
Programme
P2: Definition
of Architecture
LA3 Expansion and Optimisation
of the Working Environment
LA4 Establishment of the IP
Academy and Knowledge
Repository
Work
environment
Programme
IP Academy
Programme
LA5 Improvement and Broadening
of Quality
Programme
Quality
LA6 Development of the European
Network
Development
of European
Network
P3: Development &
Monitoring Network
Infrastructure
P4: IT Security
Infrastructure
P5: IT Sourcing
strategy
P6: IT Vendor
Management
Framework
10
Achievements
• Roadmap drafted for IT
Architecture simplification initiative
• Upgrade of IT network
• Addition of IT Security
Architecture components
Programme Management Model (3/6)
Work Environment Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action
Programme
LA1 HR Reform and cultural
renewal
HR Reform
Programme
LA2 Simplification and
Modernisation of Information
Systems
OHIM 3.0
Programme
LA3 Expansion and Optimisation
of the Working Environment
Work
environment
Programme
LA4 Establishment of the IP
Academy and Knowledge
Repository
IP Academy
Programme
LA5 Improvement and Broadening
of Quality
Programme
Quality
LA6 Development of the European
Network
Development
of European
Network
Projects
P1: Complete the
refurbishment
project
P2: Extend the main
building capacity
with the construction
of a new wing
11
Achievements
• Completion of OHIM’s main
building 5th floor renovation
• Start of the refurbishment for the
OHIM’s main building 4th floor
Programme Management Model (4/6)
IP Academy Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action
LA1 HR Reform and cultural
renewal
Programme
Projects
HR Reform
Programme
Knowledge
Management Area
LA2 Simplification and
Modernisation of Information
Systems
OHIM 3.0
Programme
LA3 Expansion and Optimisation
of the Working Environment
Work
environment
Programme
LA4 Establishment of the IP
Academy and Knowledge
Repository
IP Academy
Programme
LA5 Improvement and Broadening
of Quality
Programme
Quality
LA6 Development of the European
Network
Development
of European
Network
Achievements
Knowledge
Dissemination Area
Gathering the
relevant output of
knowledge circles
Rationalisation of
unofficial databases
Establish (a) rules
for maintenance of
KR content and (b)
a system for
checking that the
rules are complied
with
12
• Organisation of the OHIM IP
Seminar for examiners
• Organisation of the European
Trademark and Designs Judges
Symposium in OHIM
Programme Management Model (5/6)
Programme Quality
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action
Programme
LA1 HR Reform and cultural
renewal
HR Reform
Programme
LA2 Simplification and
Modernisation of Information
Systems
OHIM 3.0
Programme
LA3 Expansion and Optimisation
of the Working Environment
Work
environment
Programme
LA4 Establishment of the IP
Academy and Knowledge
Repository
Projects
P1: QSE
(Quality Extension)
P2: Consistency &
Alignment
P3: Predictability
IP Academy
Programme
LA5 Improvement and
Broadening of Quality
Programme
Quality
LA6 Development of the European
Network
Development
of European
Network
Achievements
• Definition of the process to update
the manual including practices of
Boards of Appeal
• Definition of “10 Principles on the ex
post quality control process” that
will enable OHIM to develop new user
focused quality metrics
• Elimination of:
P4: Integrate User
feedback
• all historical backlogs in Recordals
• all backlogs in OPPO Decisions
• all double entries in Recordals
P5: ISO
13
Programme Management Model (6/6)
Development of European Network
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action
LA1 HR Reform and cultural
renewal
Programme
HR Reform
Programme
LA2 Simplification and
Modernisation of Information
Systems
OHIM 3.0
Programme
LA3 Expansion and Optimisation
of the Working Environment
Work
environment
Programme
LA4 Establishment of the IP
Academy and Knowledge
Repository
IP Academy
Programme
LA5 Improvement and Broadening
of Quality
Programme
Quality
LA6 Development of the
European Network
Development
of European
Network
Projects
P1.Cooperation Fund
Achievements
• Implementation of the Seniority
Databases project (Czech Republic
and Portugal)
P2. Convergence
• Harmonised G&S classification
database with UK, SE, IE, MT (EN),
ES, GR
P3. Observatory
• “Observatory Programme” defined
and planned
P4. International
Cooperation
• Several agreements to strengthen
international cooperation signed or
being negotiated with different
stakeholders (EPO/ WIPO, candidate
countries, IP5 and BRIC)
P5. Relations with
Stakeholders
14
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan into objectives
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
15
Component 3. Monitoring the
results of the Strategic Plan
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
The Balanced Scorecard sets indicators and milestones for each objective of the Strategy Map:
Press here to see the
complete BSC
BSC
Indicator
Measures that
show the key
aspect that lead to
the
accomplishment of
the strategic
objectives
Indicator components
Detailed measures
with which the
indicator is
calculated
Milestones
(2012-2015)
Targets that will
facilitate the
achievements of the
strategic objectives
by setting the level of
performance
expected
The 43 strategic indicators contained in the BSC will provide an accurate picture of the level of accomplishment of the
Strategic Plan
16
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan into objectives
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
17
Office for Harmonization
in the Internal Market
Next steps
(Trade Marks and Designs)
The next steps for the implementation of the strategy are:
Cascade the OHIM Corporate BSC
Objectives
Define the Strategy Planning Cycle
• Translate the contribution of the 5 departments and
horizontal services to the Corporate Strategy Map
• Closed-loop management system links strategic
planning with operational execution
• Deploy the corporate scorecard down to the OHIM 5
departments and horizontal services
• Integrate OHIM BSC, project execution and quality
management for resource and budget planning for
strategy feedback
• Identify indicators for each department/service related
exclusively to them
Illustrative
18
Office for Harmonization
in the Internal Market
Content
(Trade Marks and Designs)
1. Introduction
2. Component 1: Translation of the Strategic Plan into objectives
3. Component 2: Implementation of the Strategic Plan
4. Component 3: Monitoring the results of the Strategic Plan
5. Next steps
6. Annexes
19
Office for Harmonization
in the Internal Market
Annexes
(Trade Marks and Designs)
• Programme Pack
20
Office for Harmonization
in the Internal Market
HR Reform Programme
(Trade Marks and Designs)
Line of Action 1: HR Reform and Cultural Renewal (Excellence through People)
HR Reform Programme
Functional Competency Profiles and
Development Framework
Human Resource
Information System
People, Policies &
Processes
PM: Cayetana BORREGO
PM: Miguel ORTEGA
PM: Ignacio DE MEDRANO
P1:
Development
of Job
Profiles by
Job Family
P2:
Development
of
Competence
Framework
P3:
Development
of
Performance
Management
System
P4:
Development
of tool to
support new
& existing
processes
P5:
Development
of new
recruitment
platform
21
P6:
Simplification
of Staffing
and
Entitlement
P7:
Development
of
Administration of
Justice
P8:
Launch
OHIM
competition
HR Reform Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
HR Reform
Programme
P1: Development of Job Profiles
P2: Development of Competence
Framework
P3: Development of Performance
Management System
P4: Development of tool to support
new & existing processes
P5: Development of new
recruitment platform
P6: Simplification of Staffing and
Entitlement
P7: Development of
Administration of Justice
P8: Launch OHIM competition
15/11/11: First draft Project Brief (stars) or deliverables like Proof of Concept (P8)or High Level Requirements (P5)
Milestone
Deliverable
22
22
OHIM 3.0 Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line Of Action 2: Simplification & Modernisation of Information Systems (OHIM 3.0)
OHIM 3.0 Programme
P1: Simplification and
modernisation of IT
Systems
PM: Rainer TRETTER
P2: Definition
of Architecture
PM: Rainer TRETTER
P3: Development &
Monitoring Network
Infrastructure
PM: Eamonn KELLY
P4: IT Security
Infrastructure
PM: Eamonn KELLY
23
P5: IT Sourcing
strategy
PM: Timea HOLIK
P6: IT Vendor
Management
Framework
PM: Timea HOLIK
OHIM 3.0 Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
OHIM 3.0
Programme
P1 Simplification
P2 Architecture
P3 Network Infrastructure
P4 IT Security
Infrastructure
P5 IT Sourcing
P6 IT Vendor
Management
Milestone
24
24
Working Environment Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action 3: Expansion & Optimisation of the Working Environment (Building the future).
Working Environment Programme
P2: Extend the main building
capacity with the construction
of a new wing
P1: Complete the
refurbishment project
PM: Christophe PEETERS
PM: Vincent POLOME
25
Working Environment Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Building
Programme
E
E
E
E
P1: Complete the refrubishment
Negotiation & agreement
Floor 5
Floor 4
Floor 3
Floor 2
Floor 1
P2: Extend the main building
capacity with the construction
of a new wing
Specification
Contracts
Technical project
Builiding permit
First stone
E
Construction
E
Opening ceremony
Commissioning
Certification
Occupation
Milestone
Deliverable
E
Event
26
IP Academy Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action 4: Establishment of the IP Academy and Knowledge Repository (Thought Leadership)
A - Knowledge Management Area
PM: Diana CARRASCO
PM: Roberto CANDELA
PM: Javier EGUIDAZU
PM: Zoltan KISS
A1: Academy
branding &
Gateway
A2: Existing
OHIM Library
Improvements
(PR0390)
B - Knowledge Dissemination Area
IP Academy Programme
A3: Electronic
OHIM Library
Creation
A4: Provision of Knowledge Repository (11 projects)
A4.0
A4.1
A4.2
A4.3
A4.4
A4.5
A4.6
A4.7
A4.8
A4.9
A4.10
A5: Gathering the relevant
output of knowledge circles
A6: Rationalisation of
unofficial databases
A7: Establish (a) rules for
maintenance of KR content and
(b) a system for checking that
the rules are complied with.
27
PM: Jorge SANCHEZ
PM: Roberto CANDELA
B1: Provision of a catalogue of training products
B2: Provision of a content dissemination platform
B3: Provision of an event & participation management
system
B4: Tutorials
(newcomers, T4T, etc.)
B5: Provision of an Intranet
platform for internal
dissemination [new insite]
IP Academy Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
IP Academy
Programme
A1: Academy Branding & Gateway (in New
OWS)
A3: Electronic OHIM Library Creation
A4.0: AdminDocs: platform upgrade
A4.3: AdminDocs: phase out of X drive
A4.6: Digitalisation of Content
B1: Provision of a catalogue of training
products
B2: Provision of content dissemination
platform
B3: Provision of an event & participation mgmt
system
A2: Existing OHIM Library Improvements
(PR0390)
A4.1: Phase Out of P8 & content migration
(PR0555)
A4.2: Phase out Knowledge Base & content
migration
A4.4: Minisites Harmonisation
A4.5: Develop Online DB of National Court
judgements
A4.7: Foster of staff excellence, Ohimpedia on
IP
A4.8: Judges Forum
A4.9: Purchasing documentation migration to
KR
A4.10: Make internal databases available
externally
A5: Gathering the relevant output of
knowledge circles
A6: Rationalisation of unofficial databases
A7: Establish (a) rules for maintenance of KR
B4: Tutorials
B5: Provision of an Intranet platform
28
Quality Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action 5: Improvement & Broadening of Quality (Holistic Quality)
Quality Programme
P1: QSE
(Quality Extension)
P2: Consistency &
Alignment
P3: Predictability
P4: Integrate User
feedback
P5: ISO
PM: Michael Dickas
PM: Julio Laporta
PM: TBD
PM: Martina Schneider
PM: Claire Duranton
29
Quality Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
Quality
Programme
P1 Quality Check
Extension
P2 Consistency &
Alignment
CTM / IR EXA Proceedings
Cancellation Proceedings / Decisions
RCD Publication, Invalidity
proceedings, and Decisions
Process for Recordals / Front Office
Interaction with Users
Closing Phase. The foreseen deliverables are already available
P3 Predictability
P4 Integrate User
Feedback
P5 ISO 9001
Design Integrated Feedback System
Transit
CTM preparation and Certification
Support A Preparation and Certification
Milestone
Deliverable
30
30
Support B Preparation and Certification
Whole Office Certification
Development of European Network Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
Line of Action 6: Development of the European Network (Enabling International Cooperation)
Development of the European Network
PR1
Cooperation
Fund
PM: Simon
WHITE
PR2
Convergence
PM: Dennis
SCHEIRS
Class Heading
Harmonization
of G&S
18 projects
Scope of
protection
B/W marks
AG for
figurative
marks
PR3
Observatory
PM: Jose
IZQUIERDO
Create an IP
enforcement data
repository
Develop
competencies
related to IP
enforcement
PR4
International
Cooperation
PM:
Christophe
GIMENEZ
Raise awareness
on IP value
Identification of IP
enforcement best
practices and
convergence
Relative Grounds
likelihood of
confusion
31
Integration of
BRIC / Africa
into common
tools + Future
projects
Integration of
Candidate
Countries into
tools &
practices +
Future
projects
PR5
Relations with
stakeholders
PM: Sharon
BLACKBURN
Stakeholder
relations
management
system
Set up of
common IP
info
instruments
EPO
Integration of
IP5 into tools
& practices +
Future
projects
Set up &
integration
(common
tools &
practices)
WIPO
Development of European Network Programme
Office for Harmonization
in the Internal Market
(Trade Marks and Designs)
2011
2013
2012
2014
2015
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
European Network
Programme
CP1: Harmonisation of
classification of G&S
CP2: Class Headings
CP3: Absolute Grounds
figurative marks
CP4: Scope of protection for
B/W marks
CP5: Relative Grounds
likelihood of confusion
OB1: Raise awareness on
IP value
OB2: Creation of IP
enforcement data repository
OB3: Creation of
competencies related to IP
enforcement
OB4: Identification of IP
enforcement best practices
and convergence
RS1: Stakeholder relations
management system
Deliverable
RS2: Integration of IP5 into
common tools & practices
RS3: Set up of common IP
info instruments EPO
RS4: Set up & integration
(common tools & practices)
WIPO
IC1: Integration of Candidate
Countries into tools &
practices
IC2: Integration of
BRIC/Africa into common
tools
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