After two previous Strategic Plans, the EUIPO now turns to the next phase in its evolution.
New thinking and new ways of delivering added value for businesses, institutions and society are now required, taking into account the future needs of all stakeholders.
“The EUIPO must develop into an IP excellence hub providing high quality public services that will assist European businesses to become more competitive in an ever more global and digital environment.
The goal is clear: Europe must offer the best possible IP environment for users.”
Christian Archambeau,
Executive Director, EUIPO
A vision geared on action
An interconnected, efficient and reliable IP system for the Internal Market of the European Union.
Advanced customer-centric services.
Dynamic organisational skill sets and an innovative workplace of choice.
Our Strategic Plan is based on these three strong drivers, which power our work and our activity over the next five years.
The drivers guide our efforts as we work towards our vision- to deliver IP value for business and citizens in Europe.
The Strategic Plan 2025 is our roadmap, our guide and our destination.
The strategic drivers
Our cooperation goals: our networks; our international activities; our work with enforcement authorities and other partners; and our global reach.
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Advanced customer-centric services for all our users, especially SMEs. Effective and simplified working practices. Increasing added value to businesses.
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Continuous learning and sustainable staff engagement. Evolving with the digital era. Moving towards the future sustainable workplace
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Read the EUIPO Strategic Plan 2025
SP 2025 Consultation
The Office adopted a transparent and inclusive approach for developing SP2025, starting with a staff and stakeholders consultation that ran from December 2018 until the end of February 2019 and continuing with a second public consultation that ran from June 2019 until mid-September 2019. Globally, more than 3800 proposals were received through the more than 90 contributions that were submitted in conjunction with a number of brainstorming workshops. Ideas received were proportionally split among the three strategic drivers, as well as some regarding the vision and mission of the Office presented in the Draft. The external dimension of the EUIPO (SD1 and SD2) constituted the focal point for the majority of the external stakeholders, while the staff made major contributions to SD3. Overall, it can be concluded that the EUIPO SP2025 consultation exercise met its objective of gathering wide feedback on the Office’s strategic path