Director-General

The appointment and the competencies of the Director-General are determined by the articles of association. He has an advisory role in the meetings of the Board of Governors and its Executive Officers.

The Director-General is responsible for:

• the implementation of the decisions of the Board of Governors;
• drawing up the policy of SCK•CEN;
• the day-to-day administration and organisation of SCK•CEN;
• an efficient management of the means supplied to SCK•CEN;
• the scientific programming and activities;
• the valorisation of research results.

He is the employer and therefore:

• legally responsible for the safety;
• chairman of the Employees Council;
• responsible for discipline and order maintenance at the sites.

Competencies of day-to-day administration

When carrying out the articles of association, the Director-General has the authority to carry out the tasks that he is entrusted with.

Day-to-day administration means:

1. After decision/approval by the Board of Governors, the Executive Officers, the Chairman or the Managing Director, yet at the suggestion of the Director-General:

• the realisation of the policy themes and general strategy;
• the execution of the budget and the employment of the means, including the number and level of the recruitments of indefinite duration;
• recruitments and dismissals of university trained staff or staff treated as such;
• make investments within the limits provided in the document "VolmachtenHandtekeningen";
• the social programming and the wage policy;
• define or change the organisation chart;
• carry out the sale of fixed assets, both tangible and financial;
• execute joint ventures, mergers and takeovers.

2. By transfer of competencies, so without prior decision of the Board of Governors, the Executive Officers, the Chairman or the Managing Director:

• carry out recruitments and dismissals of non-university trained staff or staff treated as such up to and including degree 15;
• make investments within the limits provided in the document "VolmachtenHandtekeningen";
• publish offers for services and suggest and negotiate co-operation agreements and contracts, both in the scientific domain and in the domain for knowledge valorisation;
• place orders within the limits provided in the document "VolmachtenHandtekeningen";
• all transactions concerning accounting, up to and including the legal recovery of due payments and the writing off of lost claims;
• define or change the internal procedures and the organisation within the services and research units;
• internal and external communication.

Power of representation

• sign employment contracts, collective labour agreements, letters of dismissal and all staff related documents;
• sign or co-sign offers, contract proposals and contracts, orders, investments, formal notices and terminations;
• receive official and legal documents and registered items;
• sign or co-sign legal acts and follow up legal disputes, both as plaintiff and defendant, as provided in the articles of association;
• internally and externally spread signed notices to the staff, the trade unions and the press.

In case the decision belongs to the Board of Governors or the Executive Officers, the Director-General will be granted a special authority for its realisation.

Special provisions

• The Director-General can grant a special mandate to certain staff members in order to carry out a part of his power of representation. The Board of Governors and/or the Executive Officers are informed on this matter.
• The Director-General can be surrounded by the necessary colleagues, on whom he can rely and whom he can trust. He can freely choose these people, but has to inform the Executive Officers.
• The Director-General has a right of recovery at the recruitment or appointment of his closest colleagues and direct subordinates. This right of recovery implies that he can request the Board of Governors or the Executive Officers to reconsider their decision.
• The competencies delegated by the Board of Governors to the Executive Officers, the Chairman, the Managing Director or ad hoc committees or boards, take nothing away from the competencies and responsibility concerning the day-to-day administration of the Director-General.
• The Director-General plays a decisive role in the determination of the SCK•CEN strategy, for instance by his proposals to the Board of Governors and the Executive Officers.
• Next to the duty of reporting to the Board of Governors, the Director-General will, for all decisions having strategic or important financial interest, consult in advance with the Chairman of the Board of Governors, or in his absence, with one of the Vice-Chairmen and/or the Managing Director.