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Retsudvalget 2018-19 (2. samling)
REU Alm.del Bilag 35
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The Hague,

EDOC#

31 January 2019

1023013v1

Draft

Europol Programming Document

2020

–

2022

SECTION II

–

Multi-annual programming 2020

–

2022

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List of Acronyms

ADEP

ARO

BPL

CBRN

CEPOL

COSI

Automation of Data Exchange

Processes

Analysis Project

Asset Recovery Office

HVT

IAC

IAS

ICT

IDMC

IRU

ISF

J-CAT

JHA

JIT

JOT

JRC

LEA

MENA

MTIC

OAP

OCG

Human Resource

High Value Targets

Internal Audit Capability

Internal Audit Service

Basic Protection Level

Chemical, Biological, Radiological

and Nuclear

European Union Agency for Law

Enforcement Training

Standing Committee on Operational

Cooperation on Internal Security

Information and

Communications Technology

Integrated Data Management

Concept

Internet Referral Unit

Internal Security Fund

Joint Cybercrime Action Taskforce

Justice and Home Affairs

Joint Investigation Team

Joint Operation Team

CSDP

DPF

EC3

ECA

ECTC

EEAS

EES

EIS

EMAS

Common Security and Defence

Policy

Counter-Terrorism

Data Protection Function

Europol Cybercrime Centre

European Court of Auditors

European Counter Terrorism Centre

European External Action Service

Joint Research Centre

Law Enforcement Authorities

Management Board

Middle East and North Africa

region

Member State

Excise and Missing Trader Intra

Community

Operational Action Plan (under

EMPACT)

Entry-Exit System

Europol Information System

Europol Malware Analysis

Solution

Drugs and Drug Addiction

EMCDDA

European Monitoring Centre for

EMPACT

EMSC

EPE

ESOCC

ETIAS

ETS

EUIPO

Eurojust

EU RTF

Eu-Lisa

European Multidisciplinary Platform

against Criminal Threats

European Migrant Smuggling Centre

Europol Platform for Experts

European Serious and Organised

Crime Centre

EU Travel Information and

Authorisation System

European Tracking Solution

European Union Intellectual

Property Office

The European Union's Judicial

Cooperation Unit

EU Regional Task Force

European Agency for the

Operational Management of large-

scale IT Systems in the Area of

Freedom, Security and Justice

Financial Intelligence Unit

European Border and Coast Guard

Agency

Organised Crime Group

European Anti-Fraud Office

Open Source Intelligence

Online Service Providers

Passenger Information Unit

Passenger Name Record

Querying Europol’s systems

Secure Information Exchange

Network Application

Schengen Information System

OLAF

OSINT

OSP

PIU

PNR

QUEST

SIENA

SIS

SOC

SOCTA

TFTP

THB

UMF

VIS

Serious and Organized Crime

Threat Assessment

Terrorist Finance Tracking

Programme

Trafficking in human beings

Third Parties

Universal Message Format

Visa Information System

FIU

Frontex

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SECTION II - Multi-annual programming 2020

–

2022

Multi-annual programme

The mid-term review of the Europol Strategy 2016-2020 that took place in 2018

confirmed that the current activities of the organisation remain important and should

continue being developed. In addition, special focus will be placed on five main strategic

priorities which have been identified as part of the Europol Strategy 2020+. These

priorities will guide the work of the Agency in the years 2020-2022 to:



be the EU criminal information hub making full use of data from an extensive network

of partners;

deliver agile operational support;

be a platform for European policing solutions;

be at the forefront of innovation and research for law enforcement;

be the model EU law enforcement organisation with robust performance, good

governance and accountability, promoting diversity and staff engagement.

The

annual work programme captures and details the full spectrum of the agency’s

activities. Consideration was given to the annual objectives and actions to ensure that

these are guided by and contribute to implementing the strategic priorities identified for

2020+ (see table on p.6).

In 2019 and in light of the strategic priorities for 2020+, Europol will also perform a full

review of its multi-annual objectives for the years 2020-2022, with a view to updating

this section before final approval of the programming document by the MB (November

2019).

The areas of specific focus for the years 2020-2022 are presented below:

Strategic Priority 1: Be the EU criminal information hub

Europol has established itself as the EU criminal information hub and will continue to

enhance the value of its network by providing Member States with access to a growing

number of partners and sources of information. Europol will further evolve from collecting

to connecting information; in the coming years, the focus will be on reinforcing this

position by advancing Europol’s information management architecture and rapidly

embracing new methods and technologies as they become available. Europol will also

work with the relevant EU agencies, the European Commission and the Member States to

implement its roadmaps related to travel intelligence and to EU systems interoperability.

Highlights:



A prominent information position through an improved information management

architecture with fully integrated data management and advanced capabilities.

Efficient intake of information, freeing up resources for analysis and operational

support.

Exploit the opportunities made available by the interoperability of EU systems

such as increased use of biometrics.

Implementation of

Europol’s External Strategy.

Strategic priority 2: Deliver agile operational support

To increase operational impact by dismantling terrorist networks and increasingly poly-

criminal organised crime groups, Europol will develop an agile operational support model,

building on its existing experience of the Joint Cybercrime Action Taskforce (J-CAT), Joint

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Operational Team (JOT) Mare, Counter Terrorism Joint Liaison Team (CT-JLT), High-

Value Targets (HVTs), Operational Taskforces (OTFs) and guest officer deployments.

Enhanced analytical capabilities will be at the core of Europol’s operational support. In

addition, Europol will develop a complete operational support model to identify, organise,

coordinate and deploy multi-disciplinary teams to work with Member States and support

priority investigations against high-value targets. Europol will also further enhance its

rapid response to terrorist attacks and other major crime incidents.

The most dangerous organised crime groups corrupt and infiltrate the public sector and

carry out complex money laundering schemes to conceal their illegal profits. To tackle

these top criminals successfully, Europol will put more focus on investigating high-value

targets, financial investigations and asset recovery.

Highlights:



Identification and increased support to priority investigations.

Development of standard operating procedures for rapid response and operational

deployments.

Expanding the EU law enforcement toolbox especially in niche technical and

forensic capabilities.

Creation and support of an environment for multi-disciplinary teams and

transnational investigations.

Strategic Priority 3: Be a platform for European policing solutions

Europol will act as the broker of law enforcement knowledge, providing a hub through

which Member States can connect and benefit from each other’s and Europol’s expertise

and training capabilities.

Europol’s evolution

from a systems-based organisation to a

specialised law enforcement service provider by progressively advancing from processing

to producing knowledge will be pursued.

Europol will bring together Member States to drive the development of EU analysis

standards and strengthen analysis for law enforcement in the EU. The aim will be to

deliver, in close cooperation with Member States, analytical products and services with

actionable intelligence, which are recognised and can be used by Member States’

jurisdictions.

Highlights:



A dynamic knowledge platform, able to exploit the information Europol holds and

that which it can access.

Development of a common methodology and standards of analysis.

A central inventory of skills available across Member States’ law

enforcement

agencies in view of connecting expertise, promoting best practices and delivering

joint training activities.

A platform for

cryptocurrency.

complex

policing

solutions

such

decryption

and



Strategic Priority 4: Be at the forefront of law enforcement innovation and

research

The advent of new technologies and the increasing sophistication of crime, the

exponential growth of data types and volume are major challenges for today’s law

enforcement community. Making incremental changes to existing solutions is not

enough; to remain relevant and effective, it is necessary to invest in and actively pursue

new solutions. Europol will become a central contact point for law enforcement

innovation, bringing together the most suitable partners to build a network of innovation,

tailored to the needs of Member States’ law enforcement agencies. New methods to

leverage the full value of available data and the application of innovative business models

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in law enforcement will be co-developed, tested and hosted by Europol for the benefit of

the Member States.

Highlights:



Common understanding of innovation and research needs of Member States

Identification of best innovation partners.

Development of an innovation strategy defining the priority fields for investment.

A culture of innovation including an innovation lab.

Strategic Priority 5: Be the model EU Law Enforcement organisation

Europol will work closely with all its partners to develop synergies ensuring the most

efficient and effective use of its resources. The agency will maintain the highest

governance standards while remaining accountable to its EU law enforcement partners

and EU institutional stakeholders, ensuring that our work is visible to EU citizens at large.

Europol will create the conditions for a culture of innovation by nurturing an environment

of transparency, communication, creativity and diversity, where staff engagement,

motivation and well-being are key.

Highlights:



Further strengthening a workforce with the skills to drive the organisation

forward.

Managing resources in a transparent, trusted and compliant way.

Develop new communication strategies.

A diversity and inclusion strategy.

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Europol External Strategy 2017-2020

In order to strengthen Europol’s contribution to

consolidating the Security Union, in

particular the fight against serious and organised crime and terrorism, Europol’s activities

in the external domain will focus on the following objectives:



Optimising Europol’s

partnerships,

operational and strategic;

Strengthening

Europol’s role as the

preferred platform

for international law-

enforcement cooperation against threats related to EU security;

Reinforcing Europol’s position within the

EU security architecture;

Promoting Europol’s

successful cooperation model.

1. Rationale

Article 12 of the Regulation (EU) 2016/794 of the European Parliament and of the Council

of 11 May 2016 on the European Union Agency for Law Enforcement Cooperation

(Europol Regulation) explicitly stipulates the establishment of a strategy for relations with

third countries

and

international organisations,

which is also an element of the

multiannual overall strategic programming.

Europol’s External Strategy, reflecting the Europol Regulation, does not cover cooperation

with EU agencies and other partners, such as the private sector.

The Global Strategy for the European Union’s Foreign and Security Policy

(EU Global

Strategy), the European Agenda on Security, followed by the Communication from the

Commission delivering on the European Agenda on Security to fight against terrorism

and paving the way towards an effective and genuine Security Union and the European

Agenda on Migration, represent the basis of Europol’s External Strategy for the years

2017 to 2020.

2. Goals

The goal of the

External Strategy is to guide Europol’s cooperation with third countries

and thereby fulfilling the agency’s objectives set

by the Europol Regulation, which is to

support the competent authorities of the Member States and their mutual cooperation in

preventing and combating serious crime affecting two or more Member States, terrorism

and forms of crime which affect a common interest covered by a Union policy.

2.1. Contributing to the implementation of the EU strategic framework

As stated in the EU Global Strategy, the internal and external security is ever more

interlinked. The European Union is expected to play a major role in providing a global

security. Europol is firmly embedded in this framework.

Europol’s external cooperation with core partners from the third countries, like-minded

countries and regional groups will be based on operational requirements and the

recognised need for effective law enforcement cooperation based on the above

mentioned strategic EU documents.

In accordance with the priorities set by the EU’s strategic documents in the area of

internal security, such as terrorism, hybrid threats, cyber and energy security, organised

crime and external border management,

Europol’s recognised operational priorities

in the context of this strategy will be mainly in the area of serious organised

crime, cybercrime and terrorism.

Hybrid threats are a new phenomenon which has to

be further analysed in order to define Europol’s role and the possible support it could

provide in response to this global threat.

2.2. Implementation of the Europol External Strategy

Europol’s external relations should primarily focus on

strengthening Europol’s

contribution

to the fight against the three areas of crime identified in the European

Agenda on Security:

Serious and Organised Crime, Cybercrime and Terrorism.

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Among serious and organised crime challenges,

migrant smuggling

is of particular

importance.

Europol’s external activities are and will continue to be driven by

operational needs.

They should in particular serve the proper implementation of actions planned under the

Policy Cycle

and foster involvement and active participation of partners

–

third countries

and organisations - in

EMPACT

activities.

Member States remain the leading participants of EMPACT and the mechanism itself

primarily serves the internal security of the EU. However, its full and successful

implementation, in particular at the operational level, is not possible without close

partnership with third states and organisations. Europol will prioritise cooperation with

partners that contribute to the implementation of the Policy Cycle.

At the same time, Europol will react flexibly to new or emerging security threats.

3. Objectives

Europol’s objectives in the external relations

domain are as follows:

3.1. Optimising the

network of partnerships,

operational and strategic

Europol’s primary objective is to ensure proper exchange of information and

strengthening its role as the

EU criminal information hub.

This can be achieved

through strategic and operational partnerships with external partners in accordance with

the Art 23 and Art 25 of the Europol Regulation.

3.2.

Strengthening Europol’s role as the

preferred platform

for international law-

enforcement cooperation against threats related to EU security

Europol should continue to offer its partners an

cooperation,

both bilateral and multilateral.

attractive

environment

for

The community of

liaison officers

attached to Europol plays a crucial role in facilitating

proactive and coordinated activities against the serious crime. It will remain

one of

Europol’s unique features.

Europol’s

partners that contribute to its activities, in

particular to its operational tasks, should have the opportunity to benefit from this unique

feature and second their officers to Europol. Partners already having their officers

seconded should be encouraged to develop their liaison bureaus further, involving

various services that might benefit from and contribute to Europol’s work. Secondment of

counter-terrorism and cybercrime liaison officers should be particularly encouraged.

The development of the liaison

officers’ network should lead to better and more

coordinated international police cooperation, bringing various states and regions closer

together; the role of Europol in facilitating trans-Atlantic cooperation should be seen as

an example in this regard.

Promoting

SIENA

and the

universal message format

will further contribute to secure

and swift information exchange which, if necessary, might be combined with Europol’s

analytical capabilities.

Europol’s Platform for Experts

(EPE) should be promoted further in this context, as it

offers a secure cooperation environment bringing together security experts. EPE should

remain open to those partners with which Europol does not cooperate otherwise.

3.3.

Reinforcing

Europol’s position within the EU security architecture

, in

order to address external threats to the security of the EU

Europol is one of the key actors of the EU internal security architecture and an important

part of a coherent European response to external security challenges like terrorism or

migrant smuggling. Europol will strive to further develop its contribution to EU security,

especially in the field of external relations.

Europol will further

strengthen cooperation with the European Commission and

the European External Action Service

in order to ensure the proper exchange of

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strategic information, to provide joint analysis of threats that have both an internal and

external dimension and to facilitate contacts with third countries with which Europol

doesn’t cooperate yet.

Europol will further develop its cooperation with

EU CSDP operations and missions,

particular those having executive functions and those operating in areas relevant for the

internal security of the EU.

Europol will assess the potential of temporarily

deploying its staff outside of the EU,

including to EU delegations, CSDP missions and operations,

which could contribute

to gathering intelligence related to serious threats, such as migrant smuggling or

terrorism.

Europol’s role in

capacity building

in third countries will remain limited, focused on

areas in which Europol has specific expertise and which are relevant for Europol’s core

business. Any capacity building activities should be carefully assessed and planned, with

due consideration to available resources.

3.4. Promoting Europol’s

successful cooperation model

Regional entities that facilitate international police cooperation might benefit from

Europol’s successful cooperation model. Subject to available resources, Europol will

promote and explain its functioning, its successful cooperation mechanisms and the

lessons learned. The objective is to facilitate future cooperation between those regional

entities and Europol.

4. Partners

The Europol Regulation gives Europol possibilities for effective and mutually beneficial

cooperation with third countries and organisations. It gives Europol a global reach to

serve the European law enforcement community.

When choosing cooperation partners, geographical criteria need to be combined with

others, as for certain types of crime the geographical proximity of a cooperation partner

is not the only criterion.

4.1. Third countries

As foreseen in the Regulation, agreements concluded before 1 May 2017 will remain the

basis for future cooperation. Europol will strive to maintain and further develop the

already existing relationships

with all partners that are parties to agreements already

are in force.

The Europol Strategy states that Europol will aim to further strengthen its partnership

with third states. The United States, Mediterranean countries and the Western Balkans

are explicitly mentioned.

The United States of America

will remain Europol’s key partner. Mutual support and

operational cooperation should be further reinforced, in particular through the increased

exchange of information and active involvement in operational activities. Terrorism and

cybercrime will remain main areas of common interest, notwithstanding continued

cooperation in other fields, such as organised crime and migrant smuggling.

The migratory crisis and present terrorist threat call for closer cooperation between

Europol and

Middle East and North African

countries. Each country of the region has

its own specificities and a unique position in the security environment. In developing

Europol’s cooperation in this region, close cooperation

with the European Union External

Action Service is of particular importance.

The

Western Balkans

will remain a region of particular relevance for Europol. Europol

has been prioritising cooperation with the region for many years, which led to the

conclusion of numerous operational agreements and successful strategic and operational

cooperation. Further implementation of the agreements and full use of the already

available mechanisms remain crucial. Migrant smuggling, organised crime and terrorism

will remain key areas of common interest.

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Europol will continue supporting

regional initiatives in the Western Balkans,

as long

as their activities supplement and enhance Europol’s operational cooperation with the

region.

The above mentioned areas will also require close cooperation with

Turkey,

the

development of which depends on the general relations between the EU and Turkey.

Europol recognises the importance of cooperating with

Asian countries,

such as

India

and

Pakistan,

and will strive to strengthen cooperation with them.

Given the impact of Chinese organised crime on the EU and the high international profile

of Chinese criminal groups, building cooperative relations with

China

will be of particular

importance.

South- and Central American states

will be important partners, in particular as

regards drug-related crime. Furthermore, options available for cooperation under the

Europol Regulation will be explored for the bilateral relations with

Israel

and

the

Russian Federation.

4.2. International organisations

Interpol

will remain Europol’s key partner. Respective capabilities and tools are

complimentary and Europol remains

focused on supporting EU Members States

and

ensuring

EU-wide

law enforcement cooperation. In view of the global challenges the EU

is facing, cooperation with Interpol will remain particularly relevant and will be enhanced

through closer alignment, increasing joint participation in operational activities and

setting of common strategic activities.

Europol will make efforts to enhance its cooperation with

other international

organisations

that play a role in the field of security, such as United Nations/ United

Nations Office on Drugs and Crime (UN/UNODC), Organisation for Security and Co-

operation in Europe (OSCE), World Customs Organisation (WCO) or North Atlantic Treaty

Organization (NATO). Europol will strive to strengthen its cooperation in particular with

the latter; counterterrorism and tackling migrant smuggling are detected to be the fields

of common interest.

Europol is open for cooperation with

regional police cooperation organisations

such

as Ameripol, Aseanapol and Afripol. Cooperation mechanisms should reflect operational

needs as well as geographical and thematic priorities of Europol. Europol will strive to

promote its successful cooperation model to foster regional cooperation.

5. Oversight mechanism

–

the role of the Management Board

The Management Board adopted guidelines on the implementation of the External

Strategy in its meeting of 1 May 2017.

Information on the implementation of the External Strategy will be presented to the

Management Board every six months. Moreover, Strategic Reviews concerning particular

partners or regions will be submitted to the Management Board on a regular basis in

order to present the on-going cooperation and seek guidance on further actions.

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Human and financial resource outlook for the years 2020-2022

The Multi-annual Financial Framework (MFF) 2014-2020 of the EU had prescribed in 2013

a net reduction of Europol’s resources for the years 2014-2020.

In 2016, however, the

political priorities of the EU made a necessary shift towards the establishment of a

Security Union in order to address a number of pressing issues, particularly the increased

migratory flows, the elevated terrorist threat, cybercrime or internet-facilitated crime and

the fragmented EU information landscape.

In the context of the Security Union, Europol’s role in the security landscape of the EU

was discussed with increasing intensity and as a result, Europol was entrusted with a

number of entirely new functions such as the European Cybercrime Centre, the European

Migrant Smuggling Centre, the European Internet Referral Unit, the European Counter-

Terrorism Centre and the FIU.net. Though some resources were provided to perform

these new tasks, Europol has depended heavily on internal re-allocation of operational

staff and on the shifting of posts from support functions to the Operations Directorate.

The discussion of Europol’s role in the Security Union

continues as relevant as ever with

renewed focus placed on financial investigations and asset recovery, innovation,

interoperability

, decryption, travel intelligence and countering terrorist content online. In

order to be able to perform the tasks assigned to it, Europol needs to be reinforced with

an appropriate level of human and financial resources.

Europol sees the necessity for further growth and development over the coming years

(2020+) in order to deliver on its priorities as set out in the Europol Strategy 2020+.

In its previous Programming Document Europol had requested a

–modest

compared to

the tasks lying ahead- increase of 43 TA posts for 2019; only 15 were granted.

In the current Programming Document 2020-2022 Europol has based its planning on the

same modest approach taken in the programming document 2019-2021. The shortfall of

the 2019 request has been added to the original figures as Europol stresses that

reinforcement is needed to provide full operational impact in all areas of its mandate. The

requested new posts would allow for an increase in activities to enable continuation of

Member States’ support at an acceptable level, would boost to a certain extent the area

of innovation and operational ICT and would also allow the agency to keep up with

increasing operational demand from Member States.

Notwithstanding the upcoming discussions on the MFF 2021-2027, from a high level

perspective, for the next three years, Europol foresees the following Temporary Agent

staff increases:

Area of the business

Operations Directorate

ICT Department

Governance and Administration

Total

2020

+37

+25

2021

+16

+12

2022

+16

+12

It is important to stress once more the focus placed on increasing ICT resources.

Information management capabilities

are at the core of Europol’s mandate and mission.

Beyond the increased information exchange and number of users, technological solutions

are continuously being developed and their services used to support the Member States.

Europol is committed to upgrading its information management and systems architecture

and to introducing up-to-date, innovative capabilities to Member States. This requires

appropriate investments.

COM(2017) 794 final

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The 2019 budget was a step in the direction of making the structural correction needed

to the distribution of additional resources to the agency (i.e. a balanced allocation

between law enforcement skills and ICT skills) and a similar approach would be needed in

2020.

Staff increases, together with the necessary investments in operational and ICT

initiatives, including interoperability and the EU referral platform, ATLAS, the

continuation of deployments at hotspots, and related investments in infrastructures and

Headquarters, require a budget of

€

174.8M in 2020,

which is an increase of €

36.5M

(26.4%) compared to 2019.

Future needs of € 192.1M for 2021 and €200.3M for 2022 are included in the

Programming Document as merely indicative and, for a significant part, related to new

estimates for the Visa Information System (€ 7M for both years) and the

EU referral

platform (€ 8M in 2021 and € 9.7M in 2022), which are subject to further review.

HUMAN RESOURCES

Temporary agents

Starting from the 2018 establishment plan of 576 posts the net number of posts

increased by 15 and comes to 591 for 2019. For 2020, 2021 and 2022 further increases

are envisaged of 66, 31 and 31 additional Temporary Agent posts, respectively.

Contract Agents

In response to business needs, the number of contract agents increased in 2018 to 212

full time equivalent (FTE) posts (201 heads at the end of 2018) which was possible as a

consequence of budget availability. For 2020 the FTEs are envisaged to further increase

to 235 also taking into consideration the impact of the move of part of the organisation

to a satellite building to overcome the office space constrains and the support to Atlas.

From 2021 onwards the number of contract agents is expected to stabilise at 235.

Seconded National Experts

The number of Seconded National Experts (SNEs) is foreseen to remain stable at 72

(including 1 SNE for Atlas). Considering the challenges that Member States have to make

SNEs available and also taking into account the strong support by Member States for

Guest Officer SNEs for deployments at hotspots, it is considered that going beyond the

current levels is not feasible.

For detailed data and numbers per staff category, see Annex III.

Staff cuts / redeployments

The staff cuts for both the initial 5% and for the additional 5% for the re-deployment

pool have been implemented as planned. A total of 45 posts had been cut at the

beginning of 2019.

An important factor that was not taken into account in the requirement of staff cuts was

that Europol, unlike most other EU Institutions and Agencies, was already working on a

40hr week schedule, therefore not being able to recuperate some of the cuts by the

increase in working time introduced in 2014 with the new Staff Regulation.

Efficiency gains

Europol continues to strive towards being a more operational agency. In 2018, the

results of the job screening exercise showed an increase in the percentage of operational

jobs and decreases in the percentage for administrative/coordination jobs.

The job screening exercise was done for the fifth time in 2018, according to the

guidelines defined by the EU Agencies Network and based on all people working at

Europol’s premises on

15 December 2018. This not only includes Temporary Agents,

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Contract Agents and SNEs but also Europol Liaison Officers, trainees and external service

providers based at Europol’s premises.

Job Type category

Administrative support and

Coordination

Administrative support

Coordination

Operational

General Operational

Programme Management

Top level Operational Coordination

Neutral

Finance

2017

Jobs

230

166

891

668

200

1172

2017

(%)

20%

14%

76%

57%

17%

2018

Jobs

223

169

977

741

211

1256

2018

(%)

18%

13%

78%

59%

17%

∆

2018

-2.25%

-0.54%

-0.70%

1.79%

2.00%

-0.20%

-0.01%

0.46%

Staff financed with ad hoc grants

For the year 2019 and 2020 Europol will also have a number of Contract Agents and

SNEs which are directly funded via ad hoc grants.

Grant from EUIPO: 6 SNEs and 2 Contract Agents (current grant until 31/12/2019)

Grant from DG FPI: 7 Contract Agents

Grant from DG Near for deployment of Liaison Officers in the Western Balkans: 4

Contract Agents

FINANCIAL RESOURCES

Revenue:

The

proposed revenue for 2020 is €

174.8M, including the subsidy for the European

School in The Hague (ESH), which is integrated in Item 9000 since ESH now provides all

schooling levels and the funding mechanism with the Commission is fully established.

Item

9000

9001

9010

9101

9200

Heading

Regular subsidy from the Community

Subsidy from Community for Type II School

Other subsidies and grants

Denmark contribution

Other revenue

TITLE 1

—

TOTAL

Revenue 2018

128,448,520

1,797,000

130,245,520

Revenue 2019

136,032,458

2,273,000

P.M.

138,305,458

Draft Estimate

2020

174,821,000

P.M.

174,821,000

Expenditure:

Item

Staff

Other Administrative

Expenditure

Heading

Draft Budget

outturn 2018

80,953,876

10,819,001

Budget 2019

84,205,258

14,095,700

Draft estimate

2020

98,035,000

11,669,000

2020/

2019

116%

83%

% of

the

budget

56.1%

6.7%

Since the school is fully established the subsidy will no longer be separately reflected in the budget

It is envisaged that the budget will be amended later in the year with an additional contribution from Denmark

via a separate procedure. Those funds will be handled as external assigned revenue (fund source R0).

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Europol Unclassified

–

Basic Protection Level

Item

Heading

Operational Activities

Total expenditure

Draft Budget

outturn 2018

38,394,156

130,167,032

Budget 2019

40,004,500

138,305,458

Draft estimate

2020

65,117,000

174,821,000

2020/

2019

163%

126%

% of

the

budget

37.2%

100.0%

Title 1

–

Staff expenditure:

The estimated expenditure under Title 1 amounts to €

98.0M and represents 56.1% of

the total budget, which is a 16% growth compared to 2019 resulting from the proposed

growth of Temporary Agents (+66) and the full year effect of the new 2019 posts (+15).

Updates for staff remuneration (3.1% per 1/7/2019 and 2.5% per 1/7/2020) are

integrated in the figures following relevant communication from the Commission.

The direct salary and allowances related budget (including recruitment expenditure and

relocation allowances) for TAs and CAs (Chapter 11

–

Staff in active employment) comes

to € 90.6M, which is an increase of €

12.8M (16.4%) compared to 2018, including

funding for 1 TA and 3 CAs to support cooperation with ATLAS.

An increase of the budget (€

1.1M compared to 2018) is estimated for other staff-related

expenditure such as medical and PMO services, external services (outsourced activities

for removal and hospitality services, additional security officers and Audio-Visual (AV)

support), interim services, training and the costs for the European school.

Title 2

–

Other Administrative Expenditure:

The estimated expenditure under Title 2 amounts to €11.7M and represents 6.7% of the

total budget, which is a 17% decrease compared to the budget 2019 (14.1M). This

decrease is largely a consequence of “one-off” activities in 2019 related to the strategic

housing roadmap that are not included to the same extent in 2020.

Small increases are included for running costs related to staff growth and the taking into

use of a satellite building (planned for Q4 2019).

Title 3

–

Operational activities:

The estimated operational expenditure adds up to €

65.1M and represents 37.2% of the

total budget. This is a 63% increase compared to 2019 (€ 40.0M).

A budget of € 20.4M for

Chapter 30

– Operations, emphasises Europol’s continued focus

on operational results and increasing support to Member States. This Chapter increases

by € 5.5M (37.1%) compared to 2019 with the largest part related to cooperation with

the ATLAS Network (€ 3.5M). Significant increases (€ 2.0M) are included for other

activities in support of Member States (operational and strategic meetings, missions and

operational training, technical solutions, etc.). In addition, budget is provided for the

support of Member

States’ activities under the EU Policy Cycle by awarding grants (€

4M)

and for the continuation of security checks at hotspots (€

3M).

The budget for operational ICT services and programmes under Title 3 (Chapters 31 and

32 together) comes to €

39.3M, which

is an increase of €

18.5M (89.3%) compared to

2019. This title includes the New Environment for Operations programme, which drives

Europol’s evolution from collecting to connecting operational information, integrating

innovative technologies like machine learning and artificial intelligence, and for advancing

Europol’s information management architecture in line with the integrated data

management concept. An increase of € 5M is necessary to

meet expectations and handle

the increasing demand in this crucial

area, while € 6.4M will fund

interoperability

activities;

€

6M will be need for the Internet referral platform (Project Perci) and

€

1M to

provide ICT support to the Strategic Housing Roadmap.

Part of the operational expenditure is intended to cover the allowances for the Seconded

National Experts, amounting to € 4.1M for 72 SNEs (1 SNE supporting ATLAS activities).

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Europol Unclassified

–

Basic Protection Level

The budget for high-level external stakeholder meetings (HENU and Europol Police Chiefs

Convention) amounts to € 395K.

In 2018 Europol received

an amending budget of € 5M to create a decryption platform,

work will continue in 2019 to create the platform in close cooperation with the Joint

Research Centre (DG JRC). For 2020 a provisional amount of € 1M is included to cover

running costs for the platform including maintenance and energy costs.

Key Performance Indicators (multi-annual)

In the course of 2019 Europol will be further developing its multi-annual objectives based

on the new Europol Strategy 2020+. The KPIs will also be reviewed accordingly.

Indicators

Operational Stability - Uptime of Core Systems

Core business project and workpackages delivery

(% of milestones achieved )

Number of SIENA messages exchanged

Number of SIENA cases initiated

% of all SIENA messages received by Europol

containing structured data

Number of objects in the EIS (MS+Europol)

Number of EIS searches

Speed of first-line response to MS requests

(days)

Accepted contributions to be processed

Operational Information Backlog (number of

operational contributions pending processing)

SIENA messages exchanged by third parties

(TP)

Operations supported by Europol involving

cooperation partners

Operations supported related to SOC

Operational reports delivered related to SOC

Satisfaction with operational support and analysis

in the area of SOC

On-the-spot support deployed related to EMSC

(days)

Latest result

Target 2020

≥

98%

≥

75%

> 2019

≥ 2019

> 2019

≤ 2019

> 2019

≤ 2019

> 2019

≥ 2019

≥ 8.5

≤ 2019

Indicators, latest results and targets for 2020 will be reviewed before the final adoption of the Programming

document.

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Europol Unclassified

–

Basic Protection Level

Operations supported related to cybercrime

Operational reports produced related to cybercrime

Satisfaction with operational support and analysis

in the area of cybercrime

Operations supported related to CT

Operational reports produced related to CT

Satisfaction with operational support and analysis

in the area of CT

SIENA messages exchanged by CT units

Number of accepted contributions related to CT

Number of EIS objects related to CT

% of successful referrals by the EU IRU of

suspicious internet content related to terrorism and

violent extremism

Operations supported with Financial Intelligence

products/services

Satisfaction with operational support and analysis

in the area of Financial Intelligence

Commitment Rate Europol Budget

Payment Rate Europol Budget

Budget Outturn rate

Vacancy rate

Sickness rate

Turnover rate

% of pending critical/very important audit

recommendations implemented within the agreed

deadline with the auditing body

% Satisfaction with Europol’s image (via User

Survey)

≥ 2019

≥

8.5

≥

2019

≥

2019

≥

8.5

> 2019

= 2019

≥ 2019

≥ 8.5

≥ 95%

≥ 90%

≤ 2%

≤ 3.5%

≤

10%

≥

85%

≥

80%

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Europol Unclassified

–

Basic Protection Level

Annex I: Resource allocation per Activity 2020-2022

Draft Budget 2020

Number of

staff

(TA,CA,SNE)

A.1. Development of

operational systems

A.2. Information Hub

A.3. Combating Serious

Organised Crime

A.4. Combating Cyber Crime

A.5. Counter Terrorism

A.6. Provision of cross-cutting

operational capabilities

A.7. Governance, support and

administration

Independent functions:

Data Protection Function

Internal Audit Capability

Management Board

Accountancy Unit

TOTAL

171

146

125

% of

total

staff

18%

15%

10%

13%

Budget

allocation

€

60,702,000

11,153,000

26,308,000

13,844,000

17,680,000

% of total

budget

35%

15%

10%

Forecast 2021

Number of

staff

174

151

103

130

Budget

allocation

€

72,135,000

11,850,000

27,535,000

14,697,000

19,092,000

Forecast 2022

Number of

staff

177

156

108

135

Budget

allocation

€

75,025,000

12,694,000

28,535,000

15,569,000

20,008,000

10,232,000

11,244,000

12,081,000

244

25%

31,750,000

18%

247

32,393,000

250

33,207,000

3,152,000

3,184,000

3,216,000

964

100%

174,821,000

100%

995

192,130,000

1026

200,335,000

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Europol Unclassified

–

Basic Protection Level

Annex II:

A. Human and Financial Resources 2020

–

2022

Table 1: Expenditure

Expenditure

(Only C1 fund source)

Title 1 Staff Expenditure

Title 2 Other Administrative Expenditure

Title 3 Operational Activities

Total expenditure

Commitment / Payment appropriations

2019

2020

2021

2022

84,205,258

98,035,000

105,405,000

110,789,000

14,095,700

11,669,000

11,785,000

11,903,000

40,004,500

65,117,000

74,940,000

77,643,000

138,305,458

174,821,000

192,130,000

200,335,000

Table 2

–

Revenue

REVENUES (only IC1)

1 REVENUE FROM FEES AND CHARGES

2. EU CONTRIBUTION

Of which assigned revenues deriving from

previous years' surpluses

3 THIRD COUNTRIES CONTRIBUTION

(incl. EFTA and candidate countries)

4 OTHER CONTRIBUTIONS

5 ADMINISTRATIVE OPERATIONS

Of which interest generated by funds paid

by the Commission by way of the EU

contribution(FFR Art. 58)

6 REVENUES FROM SERVICES

RENDERED AGAINST PAYMENT

7 CORRECTION OF BUDGETARY

IMBALANCES

TOTAL REVENUES

130,245,520

1,868,249

130,245,520

Executed

Budget 2018

Budget 2019

P.M.

138,305,458

1,158,893

P.M.

138,305,458

DB 2020

Agency

request

P.M.

174,821,000

1,106,807

P.M.

174,821,000

1.26

DB 2020

Budget

forecast

VAR

2020/

2019

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Europol Unclassified

–

Basic Protection Level

Table 3

–

Budget Outturn Cancellation of appropriations

Calculation Budget Outturn

BUDGET OUTTURN

Revenue actually received (+)

Payments made (-)

Carry-over of appropriations (-)

Cancellation of appropriations carried over (+)

Adjustment for carry-over of assigned revenue appropriations

from previous year (+)

Exchange rate differences (+/-)

2016

2017

2018

117,390,869

(102,836,986)

(18,977,641)

1,612,811

4,677,757

1,439

1,868,249

119,696,212

(110,402,761)

(18,756,290)

834,972

9,783,165

3,595

1,158,893

136,992,275

(117,290,890)

(26,103,122)

1,029,950

6,480,224

(1,631)

1,106,807

Budget Outturn

The overall draft budgetary outturn for the financial year 2018 comes to € 1.1M. This

includes the following:



An amount of € 78K of the 2018 budget

was not committed and lapsed;

An amount of € 1.03M of

appropriations carried forward from 2017 to 2018 was not

used;

The exchange rate difference was -€

1.6K (lost).

The Budget Outturn for 2018 is presented assuming that the request for carry-over of

uncommitted appropriations for the Decryption Platform (EDOC#10022397v7, amounting

€ 5M), will be approved by the Management Board.

Cancelation of payment appropriations carried forward

The carry forward to 2018 came to a total of € 12.3M to cover existing commitments. The

final implementation rate of the carry forward was 91.6% at the end of the year, which is

almost

1% higher than in 2017. A total of € 1.03M was not used and is thus incorporated

in the final budget outturn.



€

205K relates to Title 1, which is 26.8% of the carried forward under Title 1

(€

763K);

€

110K relates to Title 2, which is 4.1% of the carried forward under Title 2

(€

2.7M);

€ 715K relates to Title 3, which is 8.1% of the carried forward under Title 3

(€

8.8M).

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Europol Unclassified

–

Basic Protection Level

Annex II:

B. Draft Estimate of Revenue and Expenditure 2020

Draft Estimate of Revenue and Expenditure 2020

Budget

Outturn

2018

80,953,876

75,210,554

64,196,005

11,014,549

1,027,258

353,149

4,286,547

76,368

10,819,001

7,045,367

1,503,241

792,953

209,835

703,256

564,349

38,394,156

12,779,084

15,485,783

918,693

3,855,000

265,596

90,000

5,000,000

130,167,032

Draft

Estimate

2020

98,035,000

90,582,000

77,475,000

13,107,000

1,412,000

187,000

5,758,000

96,000

11,669,000

6,384,000

1,934,000

1,197,000

483,000

946,000

725,000

65,117,000

20,402,000

37,660,000

1,600,000

4,060,000

300,000

95,000

1,000,000

174,821,000

VAR

2020/

2019

1.16

1.18

1.10

1.14

1.25

1.17

1.00

0.83

0.71

1.08

0.85

1.13

1.14

1.21

1.63

1.37

1.94

1.19

1.02

1.00

1.06

1.26

Draft Expenditure and revenue 2019

Title 1 Staff Expenditure

11 Salaries & allowances

- of which establishment plan posts

- of which external personnel

13 Sociomedical infrastructure

14 Training

15 Other staff-related expenditure

16 Entertainment and representation expenses

Title 2 Other administrative expenditure

20 Rental of buildings and associated costs

21 Information and communication technology

22 Movable property and associated costs

23 Current administrative expenditure

24 Postal charges and telecommunications

25 Statutory expenditure

Title 3 Operational activities

30 Operations

31 Operational information technology

32 Telecommunication costs for operational activities

33 Seconded National Experts (Operational)

34 EPCC

35 Heads of Europol National Units

38 Decryption Platform

TOTAL EXPENDITURE

Budget 2019

84,205,258

77,816,418

65,876,418

11,940,000

1,239,000

150,000

4,903,840

96,000

14,095,700

9,039,000

1,784,000

1,414,000

428,700

830,000

600,000

40,004,500

14,878,500

19,386,000

1,350,000

4,000,000

300,000

90,000

138,305,458

Quarterly estimate of cash payments and receipts:

Chapter

RECEIPTS

Regular subsidy from the

Community

Total Receipts

Quarter

43,705,250

Quarter

43,705,250

Quarter

43,705,250

Quarter

43,705,250

Total 2020

174,821,000

Title

PAYMENTS

Staff in active employment

Other administrative expenditure

Operational activities

Total Payments

Quarter

24,263,663

2,042,075

13,023,400

39,329,138

Quarter

24,263,663

2,042,075

13,023,400

39,329,138

Quarter

24,263,663

2,042,075

13,023,400

39,329,138

Quarter

24,263,663

2,042,075

13,023,400

39,329,138

Total 2020

97,054,650

8,168,300

52,093,600

157,316,550

Quarter

Receipts - Payments

Cumulative

4,376,113

Quarter

4,376,113

8,752,225

Quarter

4,376,113

13,128,338

Quarter

4,376,113

17,504,450

Draft Establishment Plan 2020 - The relevant information is to be found below in Annex III.

Figures are rounded so the sum of the individual amounts may differ from the totals.

The amount reflected under the outturn 2018 column is based on the assumption that the Management Board

will approve the carry-over of the uncommitted funds.

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Europol Unclassified

–

Basic Protection Level

Annex III:

Table 1

–

Staff population and its evolution; Overview of all categories of staff

Staff

population [1]

Actually

filled as of

31.12.2017

[2]

Authorised

under EU

Budget

2018 [3]

Actually

filled as of

31.12.2018

[4]

Authorised

under EU

budget for

year 2019

[5]

Draft

Budget

2020

Envisaged

in 2021

[6]

Envisaged

in 2022

[7]

AST

521

550

34.66

86.06

32.50

544

576

113

549

573

36.00

99.22

41.22

559

591

118

625

657

121

235

1014

656

688

121

235

1045

687

719

121

235

1076

AST

/SC

TOTAL TA [8]

CA GF IV

CA GF III

CA GF II

CA GF I

TOTAL CA [9]

SNE [10]

Structural

service

providers [11]

TOTAL

External

staff[12] for

occasional

replacement[13]

153.22

65.45

809.67

212

909

176.43

77.42

31.8

859

232

944

[1]This table provides all staff categories at Europol except trainees and Europol Liaison Officers. At the end of

2018 there were 28 trainees and around 240 Europol Liaison Officers

[2] The figures below include 15 TA posts (all in AD function group) that were not filled on 31.12.2017 but for

which recruitment procedures were finalised and offer letters sent to selected candidates

[3] As authorised for officials and temporary agents (TA) and as estimated for contract agents (CA) and

seconded national experts (SNE)

[4] The figures below include 18 TA posts (all in AD function group) that were not filled on 31.12.2018 but for

which recruitment procedures were finalised and offer letters were sent to selected candidates

[5] As authorised for officials and temporary agents (TA) and as estimated for contract agents (CA) and

seconded national experts (SNE)

[6] Tabular explanation of the effects on staff population is provided on the page below

[7] Ibid

[8] Headcounts

[9] FTE (annual averages)

[10] FTE (annual averages). The figure reported as of 31.12.2018 excludes FTE for SNE Guest Officers

[11] FTE (annual averages)

[12] FTE (annual averages)

[13] Annual average FTE of CA's covering TA's on maternity leave, long-term sick leave and TA's working part-

time. As these staff concern CAs the figure is from 2017 onwards fully integrated in the line for TOTAL CA.

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Europol Unclassified

–

Basic Protection Level

Annex III: Table 2 - Multi-annual staff policy plan 2020-2022

Category and

grade

Establishment

plan in EU

Budget 2018

Filled as of

31/12/2018

Modifications in

year 2018 in

application of

flexibility rule

[1]

TA only

132

177

544

576

Establishment

plan in voted

EU Budget

2019

TA only

132

171

559

591

Modifications in

year 2019 in

application of

flexibility rule

[2] [3]

TA only

132

192

559

591

Establishment

plan in Draft

EU Budget

2020

TA only

146

230

625

657

Establishment

plan 2021

Establishment

plan 2022

AD 16

AD 15

AD 14

AD 13

AD 12

AD 11

AD 10

AD 9

AD 8

AD 7

AD 6

AD 5

Total AD

AST 11

AST 10

AST 9

AST 8

AST 7

AST 6

AST 5

AST 4

AST 3

AST 2

AST 1

Total AST

AST/SC6

AST/SC5

AST/SC4

AST/SC3

AST/SC2

AST/SC1

Total AST/SC

TOTAL

TA only

100

128

158

546

576

TA only

135

262

549

573

TA only

158

235

656

688

TA only

105

170

238

687

719

[1] In line with Article 38(1) of the framework Financial Regulation, the management board may modify, under certain conditions, the establishment plan by in principle up to 10% TA only of posts

authorised, unless the financial rules of the body concerned allows for a different % rate.

[2] Ibid

[3] Net modification and explanations for the modifications are provided on the page below

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Europol Unclassified

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Basic Protection Level

Explanations on the modifications and changes in relation to the establishment

plans from 2020 to 2022

Modification to 2019 establishment plan using the flexibility contained with Article 38(1) of

framework Financial Regulation.

The modifications envisaged to the establishment plan 2019 can be summarised as

follows:

Modification

1 AD11 downgraded to AD6

5 AD10 downgraded to AD6

5 AD8 downgraded to AD6

10 AD5 converted to AD6

1 AST8 downgraded to AST4

2 AST8 downgraded to AST3

Budgetary effect

Savings

Increase

Savings

In total the modifications involve 24 post movements which constitute around 4% of the

total number of 591 established posts within the allowable 10% contained within Article 38

and expenditure impact of the total changes results in budget savings.

The staff turnover was 7.65% at the end of 2018, in line with last year.

Replacement of staff occurs in many instances at entry level thus reducing the grade of

many posts of long-serving staff. The modified establishment plan 2019 provides a more

accurate reflection of the organisation in terms of actual grades allocated to staff and

current and upcoming vacancies, taking into account the following factors:



42 staff members left Europol during 2018 with most of them being replaced or due to

be replaced in lower grades;

Similar profiles are replaced in entry grades, i.e. in most cases lower than those of

leaving staff;

In many cases when post profiles are reviewed and updated they are converted into

lower level posts (e.g. Senior Specialist/Senior Analyst into Specialist/Analyst).

Reclassification adjustments in the Establishment plans for 2020, 2021 and 2022

Europol implements reclassification on an annual basis. The establishment plans for 2020

to 2022 not only reflect the changes required in relation to new staff allocations but also

changes to facilitate the reclassification process and potential changes to staff grades. At

the end of the reclassification 2018 6% of staff (temporary agents) was reclassified. For

future years depending on the grades the establishment plan foresees approximately 10%

reclassification.