EUIPO´s Benefits-Impact Framework and Assessment for 2011-2015
During the period 2011-2015, EUIPO’s activity has followed the objectives defined in its first Strategic Plan. The assessment of this plan, based on Deloitte’s Global Impact Model, has made it possible to identify and measure the economic and social benefits perceived by the Office’s stakeholders during the past five years. In short, EUIPO’s contribution to society.
EUIPO's, activity has been guided by the Strategic Goals developed under its first Strategic Plan 2010-2015.The assessment of this plan, based on Deloitte’s Global Impact Model, has made it possible to identify and measure the economic and social benefits obtained by the Office’s stakeholders during the past five years. In short, EUIPO’s contribution to society.
The European Union Intellectual Property Office (EUIPO), formerly known as the Office for Harmonisation in the Internal Market (OHIM) until March 2016, is the European Union Agency responsible for managing two important vehicles for the protection of Intellectual Property Rights: the Community Trade Mark (CTM) and the Registered Community Design (RCD).
In order to support intellectual property (IP) right holders, the Office engages in a wide range of cooperation and convergence activities with other IP offices. Working in close partnership with National and Regional IP Offices, user groups, the European Commission and other international organisations, EUIPO has contributed to building a comprehensive and interoperable European Trade Mark and Design Network (ETMDN).
One of the most relevant programmes developed in close collaboration with the members of the network is the Cooperation Fund. This is a €50 million programme designed to provide a set of common tools to all EU IP offices. Since 2011, this programme has been complemented by the Convergence Programme, a set of projects which are designed to bring about convergence of practice and procedures among IP offices.
The Strategic Plan assessed was built upon two pillars which aimed to achieve organisational excellence and promote international cooperation. These two pillars support three main goals:
1. to build a strong, vibrant and creative organisation;
2. to increase quality and optimise the timeliness of operations; and
3. to promote convergence of practice.
The analysis developed by Deloitte shows that during the period 2011-2015 the Office evolved visibly, taking on new competences beyond its core business and broadening the impact of its activities on its stakeholdersuiui.