When EPO Team Managers (TMs) Are Harassing People Who Strictly Apply the European Patent Convention (EPC) in Patent Examination
This week SUEPO Central (staff union of the EPO) circulates an explanation of how to protest against unlawful policies and a heist by António Campinos et al. Among other things, they will throttle down the granting of European software patents - i.e. patents which are both illegal and undesirable. Here's the message they've sent to staff:
Dear SUEPO members,
Dear Colleagues,At a time of ongoing social unrest and industrial actions to stop the erosion of salaries, pensions and other benefits, management should prioritize maintaining constructive and meaningful dialogue. Instead, some line managers are expecting staff to catch-up ever increasing production targets and to accept a long-term loss of purchasing power.
Should your line managers be inviting you to individual meetings, you can find some recommendations in this guide.
It's dated today.
For greater transparency we are showing today what they're guiding staff to do:
INTERNATIONALE GEWERKSCHAFT IM EUROPÄISCHEN PATENTAMT
STAFF UNION OF THE EUROPEAN PATENT OFFICE
UNION SYNDICALE DE L'OFFICE EUROPEEN DES BREVETS
Zentraler Vorstand
Central Executive Committee
Bureau central03 March 2026
su26003cp 0.2.1Guide to production pressure during industrial actions/h3>
What is happening?
There are reports that certain Team Managers (TMs) are addressing individual staff members considered to “behind in production”.
At a time of ongoing social unrest and industrial actions to stop the erosion of salaries, pensions and other benefits, management should prioritize maintaining constructive and meaningful dialogue. Instead, some TMs are expecting staff to catch-up ever increasing production targets and to accept a long-term loss of purchasing power. Intensifying production pressure at this point in time is not only inappropriate but clearly counterproductive for all: it undermines morale, damages trust, and risks deepening the existing unrest rather than resolving it. Productivity cannot be sustainably maintained where legitimate concerns about remuneration and pensions remain unaddressed.
We understand that:
● There has been no formal communication from senior management announcing additional production measures.
● Only certain TMs may be taking individual initiatives in an effort to demonstrate proactive management. At the present time, such isolated actions risk being counterproductive to the collective interests of staff.
● Individual pressure may unintentionally undermine broader ongoing efforts and create unnecessary tension.
● Some colleagues perceive these approaches as intimidating.
Should your line managers be inviting you to individual meetings, here are some recommendations:
Recommendations for being “behind in production” when confronted in a meeting:
You are entitled to:
● Work at a legally sound and sustainable pace.
● Prioritise quality and legal robustness over purely numerical output.
● Be treated with respect and professionalism.
A discussion about production is not, in itself, a disciplinary matter.
You are entitled to clarity, objectivity, and fairness.
In case your line manager asks “Why are you behind in production?”
1. Clarify the nature of the discussion
“Is this intended as a formal performance procedure or an informal check-in discussion?”2. Beginning of the year
‘‘No sufficient time and amount of data to establish a meaningful extrapolation of the annual performance. See the Holistic dashboard it fluctuates widely from a month to the other.’’3. Request objective benchmarks
“Since it was a top down plan, without involving my personal possibilities, could you please clarify which benchmark is being applied and whether it takes into account my personal situation, the case complexity and additional duties?”4. Sustainable work pace
“I am working at a professional and sustainable pace that maintains the quality standards required under the EPC and supported also by management.”5. Case complexity
“My current workload has a higher proportion of complex files requiring additional legal analysis to ensure robustness and compliance. Some of these cases cannot reasonably be postponed further. The top-down approach and increased target for this year has not taken the complexity of files in consideration.”6. Quality focus
“I am committed to continue delivering legally sound and high-quality work despite the above- mentioned high targets and increase in complexity of files. Increasing speed beyond a certain point risks errors, rework, and long-term inefficiencies.”7. Available tools
“There are no new tools/computer programs which have been implemented in the last year that justify the demand for an increase in production and productivity as expected by the management.”8. Health concerns vs. high production productivity targets
“The high production targets and deadlines force me to work on files even when I feel sick. This can lead to an inefficient output. I feel drained because of the pressure placed on me by the continuous higher demands.”9. Additional Duties
“In addition to core production tasks, I have participated in meetings, training sessions, business trips, and other responsibilities that affect the time available for production.”10. If asked ‘Do you participate in actions called by the union ‘Work-To-Rule and Strikes?’
“I am solidary with my colleagues for the benefit of all staff, including my manager(s). Strike absences are visible to the TMs. The rest of the question has been answered above”.
What you do not need to do
● You do not need to apologise automatically.
● You do not need to accept vague or undefined criticism.
● You do not need to commit to unrealistic increases in output (e.g. catch up until easter).
● You should not feel compelled to work at a pace that risks quality or well-being.
Remember that production is not measured by quantity alone. It also includes:
● Legal certainty
● Quality and clarity of reasoning
● Long-term robustness of decisions
● Short-term increases in output at the expense of quality ultimately harms the Office, its stakeholders, and staff alike.
In case you feel pressured in a discussion which feels uncomfortable or disproportionate:
● Ask for clarification in writing.
● Request objective data and benchmarks.
● Propose a structured planning discussion.
● Document the conversation for your records.
● Inform your Staff Representation if appropriate.
Conclusion
Professionalism means working efficiently, responsibly, and with integrity. You are entitled to fairness, clarity, and respect.
A balanced, responsible approach — grounded in dialogue, realism, rather than individual pressure — serves the long-term interests of the EPO and increases the likelihood of a fair and durable outcome for both staff and management.
Stay calm. Stay factual. Stay professional.
SUEPO Central
There are two strikes planned for this month. █