Strategic Plan 2011-2015
'EUIPO's Strategic Plan is the Office's roadmap for development. It sets out both what we want to do and what resources we need to achieve it.'
Strategic plan 2011-2015
The Strategic Plan 2011-2015 was based upon two pillars: within the EUIPO, our aim was to achieve organisational excellence; externally, our aim was to develop international cooperation, providing comprehensive, fit-for-purpose services. These two pillars supported three goals, namely to build a strong, vibrant and creative organisation; to increase quality and optimise timeliness of operations and to promote convergence of practices.
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Structure of the Strategic Plan
The Strategic Plan 2011-2015 had six Lines of Action, which were brought to life through seven programmes, each of which incorporated a number of Key Initiatives.
Progress was checked regularly and measured internally against delivery, using the ‘Balanced Scorecard' methodology. With more than 100 indicators, this performance management system mixes financial measures such as IT cost efficiency with non-financial ones, such as user satisfaction.
The Strategic Plan also set out the EUIPO's overarching vision from 2011 to 2015; to build a comprehensive and interoperable European Trade Mark and Design Network (ETMDN) together with the EU's national intellectual property offices and the Benelux Office for Intellectual Property (BOIP).
Report on the Benefits of EUIPO’s First Strategic Plan
Published by Deloitte and entitled OHIM’s Benefits-Impact Framework and Assessment, the report covers the period before the Office became the European Union Intellectual Property Office (EUIPO). It is based on the firm’s Global Impact Model, a methodology used to assess the contribution of organisations to society and to the communities in which they operate.
The report has been conducted by Deloitte and evaluates the Office’s achievements as a result of the Strategic Plan 2011-2015.
In the assessment overview, the document classifies the eight main assets of the EUIPO as:
- organisational capital
- technological capital
- knowledge capital
- relational capital
- economic capital
- social capital
- environmental capital
- reputational capital.
The report shows that the Office made a clear contribution to all the assets considered under this framework.
