Retsudvalget 2019-20
REU Alm.del Bilag 563
Offentligt
2244397_0001.png
Europol Unclassified
–
Basic Protection Level
The Hague,
EDOC#
30 June 2020
1099847v3
Draft
Europol Programming Document
2021
–
2023
SECTION II
–
Multi-annual programming 2021
–
2023
Version 2 adopted by the MB on 25 March 2020 (updating the draft version dated 31
January 2020).
Version 3 updated with the Europol External Strategy 2021-2024 adopted by the MB on 10
June 2020
1
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0002.png
Europol Unclassified
–
Basic Protection Level
List of Acronyms
ADEP
AP
ARO
BPL
CBRN
CEPOL
COSI
CSDP
CT
DPF
EC3
ECA
ECTC
EEAS
EES
EIS
EMAS
EMCDDA
EMPACT
EMSC
EPE
ERPOC
ESOCC
ETIAS
ETS
EUIPO
Eurojust
EU RTF
Eu-Lisa
Automation of Data Exchange Processes
Analysis Project
Asset Recovery Office
Basic Protection Level
Chemical, Biological, Radiological and
Nuclear
European Union Agency for Law
Enforcement Training
Standing Committee on Operational
Cooperation on Internal Security
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
Entry-Exit System
Europol Information System
Europol Malware Analysis Solution
European Monitoring Centre for Drugs
and Drug Addiction
European Multidisciplinary Platform
against Criminal Threats
European Migrant Smuggling Centre
Europol Platform for Experts
EU Response Protocol to Online Crisis
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
Human Resource
High Value Targets
Internal Audit Capability
SIS
SOC
SOCTA
TFTP
THB
TP
UMF
VIS
PIU
PNR
QUEST
SIENA
Passenger Name Record
Querying Europol’s systems
Secure Information Exchange Network
Application
Schengen Information System
Serious and Organized Crime
Serious and Organized Crime Threat
Assessment
Terrorist Finance Tracking Programme
Trafficking in human beings
Third Parties
Universal Message Format
Visa Information System
IDMC
IRU
ISF
J-CAT
JHA
JIT
JOT
JRC
LEA
MB
MENA
MS
MTIC
OAP
OCG
OLAF
OSINT
OSP
OTF
PERCI
IAS
ICT
Internal Audit Service
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
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)
Organised Crime Group
European Anti-Fraud Office
Open Source Intelligence
Online Service Providers
Operational Task Force
Plateforme Européenne de Retraits de
Contenus illicites sur Internet (European
platform for takedown of illicit content online)
Passenger Information Unit
FIU
Frontex
HR
HVT
IAC
2
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0003.png
Europol Unclassified
–
Basic Protection Level
SECTION II - Multi-annual programming 2021
–
2023
Multi-annual programme
The priorities of the
Europol Strategy 2020+
will guide the work of the Agency in the
years 2021-2023 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 areas of specific focus for the years 2021-2023 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
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.
3
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0004.png
Europol Unclassified
–
Basic Protection Level
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
transnational investigations.
environment
for multi-disciplinary teams and
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 complex EU policing solutions such as decryption and cryptocurrency.
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 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
4
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0005.png
Europol Unclassified
–
Basic Protection Level
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.
5
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0006.png
Europol Unclassified
–
Basic Protection Level
Europol External Strategy 2021-2024
1.
Framework of the Europol External Strategy 2021-2024
The External Strategy is part of
Europol’s
multiannual programming, in accordance with
Article 12 of the Europol Regulation (hereafter “Regulation”). The provisions for Europol’s
relations with partners are laid down in Chapter V of the Regulation.
The political framework of the Europol External Strategy 2021-2024 includes the European
Council’s Strategic Agenda 2019-2024,
the EU Global Strategy, the Political Guidelines of
the current Commission and the steps leading to the European Security Union, to which
Europol will continue to contribute.
The key analytical reports on crime in the EU,
including Europol’s assessments,
provide the
operational framework for Europol’s external
relations and an indication of the operational
needs of the MS.
The Strategy
2020+ represents the internal framework within which Europol’s external
relations are set; its strategic priorities represent the basis for defining the objectives for
the External Strategy.
The objectives of the External Strategy 2021-2024 and the prioritised external partners
reflect the findings of the report on the implementation of the External Strategy 2017-2020,
in particular the chapter on Partners of this Strategy. Based on the experience gained during
the implementation of the Europol External Strategy 2017-2020 and taking into account the
guidance from
the Management Board, Europol’s leading goals when approaching external
partners will be to maximize the exchange of information between Law Enforcement
Agencies and Europol and to foster international operational cooperation. As a general
principle, Europol‘s engagement in the projects
with external partners will not adversely
influence the analytical and operational support provided to the Member States.
Europol will address the Member
States’ interests and
their need for support by making a
clear prioritisation of its external relations.
The implementation of this External Strategy will strongly rely upon the availability of
necessary resources. Furthermore, possible mid-to long-term implications of COVID-19,
which appeared while this strategy was being drafted, may affect its implementation in ways
that cannot be predicted at the moment.
2.
Goals
The External Strategy will guide Europol’s cooperation with external partners and fulfil the
Agency’s objectives set by its Regulation, namely to support the competent authorities of
the Member States and their mutual cooperation in preventing and combating serious crime,
terrorism and other forms of crime affecting a common interest covered by a Union policy.
Europol performing as an integral part of the EU security architecture
The protection of citizens and freedoms is one of the priorities of the Strategic Agenda 2019-
2024
1
. Europol has well-established tools in the area of EU internal security, which address
existing and emerging threats to the EU posed by an ever-changing security landscape.
1
The main priorities of the European Council in the area of protecting citizens and freedoms
include amongst others, the effective control of external borders; fighting illegal immigration
and human trafficking through better cooperation with countries of origin and transit;
improving cooperation and information-sharing to fight terrorism and cross-border crime
and protecting our societies from malicious cyber activities, hybrid threats and
disinformation
6
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0007.png
Europol Unclassified
–
Basic Protection Level
Europol will further develop its relations with third countries, international organisations,
regional groups and other external partners. The Agency will maintain existing and establish
new strategic and operational cooperation with external partners, to enable the Member
States’ competent authorities to further strengthen the prevention and combatting of all
forms of serious crime. Europol will actively respond to current and emerging EU security
challenges, thereby contributing to the European Security Union and the priorities stemming
from the EU strategic framework. Europol will further strengthen its cooperation with the
Commission and the European External Action Service (EEAS) in order to support the
development of external relations in the area of security, in line with the operational needs
of the Member States. In addition to existing priorities, the focus will be on developing
further capabilities in the fight against cybercrime, financial and economic crime and
environmental crime to support the implementation of the Commission’s Political Guidelines
for 2019-2024. As part of this endeavour, Europol will continue building effective
partnerships with EU agencies, operations and missions and other bodies in line with
European law enforcement’s operational needs.
Europol’s external relations flexibly responding
to the Member States operational needs
The goal of Europol’s external relations is to enhance operational cooperation with external
partners, mainly through the exchange of data.
Europol’s activities in the area of external relations will be
driven by the operational needs
of Member States, as identified by key analytical reports on crime in the EU. While
contributing to and ensuring the proper implementation of the priorities set by the Policy
Cycle for organised and serious international crime, Europol will pay particular attention to
including third countries and other external partners in EMPACT activities, where relevant,
and to the support of High Value Targets related investigations.
Europol’s partnerships with external partners will continue
to provide a secure and adaptive
environment for flexible and timely support of the Member States’ investigations,
according
to the Europol legal basis.
In order to reach these goals, Europol will pursue several objectives: the Agency will further
enhance partnerships with external parties at both strategic and operational levels, with a
view to opening new channels for data exchange and increase the data flow through existing
ones. It will further develop its cooperation tools in the external relations domain to provide
agile operational support to Member States law enforcement authorities and will promote
EU policing solutions, innovation and research in its external relations.
3.
Objectives
Europol’s
goals in the area of external relations can be reached through objectives set by
this External Strategy. These objectives strongly correlate with the strategic priorities set
by the Europol Strategy 2020+:
1.
2.
3.
4.
Be the EU criminal information hub
Deliver agile operational support
Be the platform for European policing solutions
Be at the forefront of innovation and research for law enforcement
Bearing in mind the strategic priorities, Europol’s objectives in the external relations will be:
Enhancing the partnerships with external parties at both strategic and operational
levels
This overarching objective is the major driver for the further development of effective
partnerships with external partners. Europol will also support the Commission in the
negotiations of new agreements allowing personal data exchange, which have achieved
limited results during the first years of implementation of the Regulation.
7
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0008.png
Europol Unclassified
–
Basic Protection Level
The list of priority partners with which Europol may conclude working arrangements adopted
by the Management Board, and the criteria for setting the priorities regarding the conclusion
of Working Arrangements
2
, discussed by the Corporate Matters Working Group in 2019,
guide the implementation of the External Strategy.
Europol will use the tools provided by the European Union to enhance external partnerships
such as Union-funded projects, EU operations and missions when relevant.
Using an extended network of partners to develop further the EU criminal
information hub
Europol’s external relations will focus on the further development of
its role as the EU
criminal information hub, in order to contribute to the preventive measures and to support
the delivery of operational results to fulfil the priorities set by the EU strategic orientation.
Europol will also contribute, within its legal mandate, to other Union endeavours, such as
achieving a more effective control of its external borders, ensuring the proper functioning
of Schengen and providing improved crisis management mechanisms. In addition, Europol
will continue exploring its possible role in countering hybrid threats and in the European
Union crisis management scheme.
Special attention will be paid to the further development of cooperation with private parties,
non-governmental actors and international organisations that could contribute to the work
of Europol, according to its legal basis.
Further developing Europol’s cooperation tools to provide agile operational
support
Europol attracts external partners due to its unique and well-functioning environment for
cooperation. Europol will continue to cultivate this environment, which represents a potential
for further growth of new interested external partners.
The current security threats and ever-changing criminal environment require a complex
multidisciplinary approach of law enforcement. This is reflected in the community of liaison
officers hosted by Europol, which consists of police forces, customs representatives,
members of the intelligence services and other law enforcement authorities. Europol will
further invest to expand this multidisciplinary environment.
While Europol will continue to develop the community of liaison officers in order to ensure
an effective connection with Member States and third parties, the future deployment of
Europol liaison officers will take place as agreed by the Management Board.
Europol will further expand SIENA with all its functionalities and other platforms, such as
the Europol Platform of Experts, in order to ensure the desired flow of operational
information. Europol will develop its external relations with a focus on interoperability and
interconnection of information (in line with and exploiting the ongoing implementation of
the interoperability of EU information systems) to address EU security threats in all their
complexity.
Interconnection and synergies will be of the utmost importance in the external relations of
the Agency. Europol will explore possibilities to cooperate with EU bodies such as agencies,
CSDP missions and operations: the ultimate goal of this cooperation will be to secure the
operational data needed to support the law enforcement authorities of Member States.
However, any form of cooperation with civilian CSDP mission must be assessed case-by-
case, taking
into account the Europol’s operational needs,
its alignment with the legal basis
and the availability of resources.
2
EDOC#1040799
8
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0009.png
Europol Unclassified
–
Basic Protection Level
Promoting EU policing solutions, innovation and research
Europol has completed the phase of promoting its business model to potential external
partners: the business model has helped establish solid external cooperation relations in
almost all the continents. The continued threats call for new law enforcement approaches,
in particular in the areas of counterterrorism, illegal migration, drug trafficking, trafficking
in human beings, cybercrime as well as emerging threats from environmental crime. Due to
a strong external element, tackling such criminality requires new forms and levels of
external cooperation. Consequently, Europol has stepped up its efforts towards some
external partners, for example via Union-funded projects.
Europol will continue to promote the model of the European Union law enforcement work
with the goal to establish well-functioning external partnerships according to the operational
needs. For example, the Innovation Lab will coordinate innovation and research activities
for the benefit of the EU Member States’ law enforcement agencies and other EU agencies
and bodies. The Innovation Lab will focus on developing its external outreach with the
established operational partners of Europol. Close cooperation with the Interpol Global
Centre for Innovation (IGCI) is being established to monitor emerging technologies relevant
to law enforcement work. In this context, cooperation with private parties will be further
explored, keeping in mind current limitations
in Europol’s mandate.
In promoting EU policing solutions, Europol will focus on serving as a knowledge platform
also for external partners, on promoting EU criminal analysis standards, on mediating and
interconnecting expertise between the Member States, Europol and external partners.
4.
Partners
Europol will continue to set priorities for engaging with external partners. The criteria for
setting
Europol’s
priorities regarding the conclusion of Working Arrangements, discussed by
the Corporate Matters Working Group in 2019, will be applied to identify new external
partners.
Europol will continue serving as a platform for EU Member States’ competent authorities to
interact with their counterparts from the partner countries in a coordinated way. Concerning
the general focus of Europol’s external relations
led by the priority topics of organised crime,
counterterrorism and cybercrime, the following areas will be further developed: cooperation
on financial investigations, namely through the newly created European Financial and
Economic Crime Centre, Europol’s
travel intelligence function,
innovation and forensics.
Third countries and regions
Europol has established cooperation with a number of external partners. The Agency will
maintain the relations stemming from the existing agreements and working arrangements.
The Europol Strategy 2020+ states that Europol is the EU criminal information hub and it
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.
From the geographical point of view, the
EU neighbourhood
has particular importance for
Europol’s external cooperation.
One of the main goals of Europol’s external relations will be
to establish an excellent
operational partnership with the
United Kingdom
following its exit from the European
Union. Cooperation with the United Kingdom is essential for all the crime areas falling under
Europol’s mandate.
9
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0010.png
Europol Unclassified
–
Basic Protection Level
Maintaining excellent relations with the
Schengen Associated Countries
3
is also
important. Furthermore, Europol will continue filling the gaps in cooperation with other
European countries such as
Andorra
and
San Marino.
While cooperation takes place on a daily basis at both strategic and operational levels, the
Western Balkan region
remains a top priority for Europol in view of persisting security
threats such as organised crime, terrorism and migrant smuggling. The Agency has well-
established operational cooperation with all the partners in the region except Kosovo
4
.
Europol hosts a community of liaison officers from the region and it is currently conducting
a pilot project through the deployment of its own liaison officers to three Western Balkan
countries. The added value of this initiative will be assessed in order to allow the
Management Board to decide upon the possible continuation.
Europol’s
effort will be the further enhancement of operational cooperation with the Western
Balkans, including involvement in EMPACT. The exchange of crime information and
intelligence at regional level should be improved in order to enhance the intelligence picture,
also in the context of the EU accession process of the Western Balkans. Western Balkan
partners will be encouraged to share proactively crime information. Europol will support
building up analytical capacities in the region in line with its recognised standards and best
practices, and it will continue supporting Western Balkan regional initiatives when relevant
to operational cooperation.
Europol will also continue to engage with
Middle East and North African countries.
Persisting migration pressure accompanied by security threats require well-established
cooperation within the region. In order to approach the partners, Europol will seek support
of the Commission, the European External Action Service and EU agencies active in the
region. Europol will focus on building mutual trust with the law enforcement agencies in the
region that should pave the way to the future exchange of information, also by promoting
EU policing solutions. Further support to develop Regional Threat Assessment will be
provided through the Union-funded project. Particular attention should also be paid to
cooperation with
Turkey
since the finalisation of the draft operational agreement between
the EU and Turkey on the exchange of personal data between Europol and Turkish law
enforcement authorities would allow for a more structured cooperation.
The current level of security threats will keep the focus on the
Eastern Partnership
countries.
5
Similar to the Western Balkan and MENA regions, Europol will assist in the
establishment of regional network of analysts and through the participation in EMPACT
activities. Strengthening cooperation with
Ukraine
in the fight against financial and
economic crime will be pursued in view of the establishment of the EFECC, while fight against
cybercrime is another area of common interest. Active information sharing with the
countries that have established cooperation with Europol and promoting Europol’s model of
cooperation to potential partners will also be in the focus.
Maintaining and further developing cooperation with
the United States, Canada and
Australia
will remain another top priority. Europol will also strive to develop excellent
cooperation with
New Zealand.
Crime areas such as serious organised crime, terrorism
and cybercrime will be in focus.
In the process of maintaining relations with the
Russian Federation,
Europol will continue
to follow the general approach adopted by its stakeholders, in line with the valid restrictive
measures.
Asia
The need for additional cooperation might arise after the Covid-19 crisis in relation to Asian
countries. In particular, Europol recognises the importance of further engagement with
China,
within the framework of the strategic cooperation agreement, which should go hand
3
4
Iceland, Liechtenstein, Norway, Switzerland,
This designation is without prejudice to positions on status, and is in line with UNSCR
1244/99 and the ICJ Opinion on the Kosovo declaration of independence.
5
Armenia, Azerbaijan, Belarus, Georgia, Moldova, Ukraine.
10
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0011.png
Europol Unclassified
–
Basic Protection Level
in hand with growing Chinese investments and expanding relations with some Member
States.
The intended deployment of a new Europol Liaison Officer to the IGCI in Singapore, with
additional responsibilities covering the whole Asian region, will further enhance possibilities
for cooperation. Countering cybercrime, child sexual exploitation and cooperation on
innovation will be high on the agenda for future cooperation in the region.
Latin America
Growing demand for drugs, enhanced drug trafficking routes into the EU and the euro
counterfeiting justify the need for enhanced cooperation with
Latin American countries.
Europol will focus on further cooperation as well as new partnerships with the
Andean
community.
International organisations
Interpol
remains Europol’s key partner due to its global outreach, complimentary tools and
developed strategic dialogue between the respective management, as both organisations
support law enforcement cooperation. Cooperation with Interpol will continue and further
develop in line with the Regulation and the planned EU-Interpol cooperation agreement.
Regional police organisations such as the
Police Community of the Americas
(AMERIPOL), Association of Southeast Asian Nations National Police
(ASEANAPOL)
and
African Union Mechanism for Police Cooperation (AFRIPOL)
and
other viable African regional and pan-African partners will also remain partners for further
engagement.
Europol will continue its efforts to enhance cooperation with other international
organisations such as the
North Atlantic Treaty Organisation (NATO), World Customs
Organisation (WCO), UN entities (UNODC, UNCTED, UNOCT, III-M and UNITAD)
and the
Organisation for Security and Cooperation in Europe (OSCE)
with a focus on
counter terrorism and hybrid threats.
As the external dimension of the fight against economic and financial crimes becomes
increasingly
prominent, Europol’s cooperation with international
organisations and
networks, such as the Financial Action Task Force and the Egmont Group, will be a key
component of the European Financial and Economic Crime Centre.
5.
Oversight mechanism
–
the role of the Management Board
The Management Board will receive regularly strategic reviews of cooperation with particular
partners or regions in order to provide guidance for further actions. Information on the
implementation of the External Strategy will be presented every six months.
The list of priority partners with which Europol may conclude working arrangements based
on
goals and objectives
as outlined in this external strategy will be annually reviewed and
submitted to the Management Board.
The Management Board will regularly discuss the developments and achievements obtained
through Europol’s external relations to the benefit of the operational interests of the Member
States in order to review the goals and objectives set out in this External Strategy.
11
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0012.png
Europol Unclassified
–
Basic Protection Level
Human and financial resource outlook for the years 2021-2023
Europol’s role in the security landscape of the EU
has been recognised over the last few
years 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 most recently, the
Innovation Lab. Although some resources were provided to perform these new tasks,
Europol has depended heavily on the internal re-allocation of operational staff and on the
shifting of posts from support functions to the Operations Directorate.
2021 marks the first year of the new multi-annual financial framework of the EU (2021-
2027) and Europol’s
role in the Security Union remains important with renewed focus placed
on financial investigations and asset recovery, innovation, interoperability
6
, 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.
In the current Programming Document (2021-2023), Europol has therefore taken the Final
Budget 2020 as the baseline for its programming. In the absence of a multi-annual financial
framework 2021-2027 and given the increasing workload, complexity and tasks Europol
puts forward a request for adequate resources to deliver on its multi-annual strategy. In
particular, the requested new posts would allow for an increase in activities to enable the
continuation of Member States’ support at an acceptable level, would boost operational ICT
and would allow the Agency to keep up with increasing operational demand from Member
States. Additionally, the requested new posts reflect the needs for the establishment of
EFECC, the Analysis Unit, support to High Value Targets investigations through Operational
Task Forces, reinforcing a future Information Management Function and making progress in
the area of Travel Intelligence.
In light of the ongoing negotiations in relation to the Multi-annual Financial Framework (MFF)
2021-2027, only the estimates for 2021 are presented in this document.
Area of the business
Operations
ICT and Information Management
Governance and Administration
Total
2021
47
11
5
63
TBD
7
TBD
8
2022
2023
It is important to stress once more the focus placed on investing continuously in the
development of ICT capabilities. 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 constantly 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.
A budget of
€
184.9M for 2021 is included in the Programming Document; a significant part
of the increases is related to the Legislative Financial Statements for the Interoperability
regulations, and the Visa Information System and the estimated costs of developing and
operating an EU referral platform.
COM(2017) 794 final
The human and financial resources outlook for 2022 and 2023 is subject to the MFF 2021-2027 negotiations
and the update of the Europol Regulation
8
Ibid
7
6
12
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0013.png
Europol Unclassified
–
Basic Protection Level
HUMAN RESOURCES (for detailed figures, see Annex III)
Temporary agents
Starting from the 2019 establishment plan of 591 posts, the net number of posts increased
by 24, thus amounting to 615 posts for 2020. For 2021, an increase of 63 Temporary Agent
posts is envisaged.
Contract Agents
Despite the expected effect on all areas of the Agency, the level of CAs in 2021 could be
reduced to 195, subject to the European Commission including an adequate number of TAs
(+63) in its proposal for the Europol Budget 2021; otherwise, Europol shall retain a
maximum level of CAs for 2021, as decided by the Management Board and taking into
consideration the increased need of human resources to support the implementation of the
Europol Strategy 2020+ priorities and change initiatives (i.e. Innovation Lab, EFECC,
Analysis, High Value Targets, Information Management, Travel Intelligence).
Seconded National Experts
The number of Seconded National Experts (SNEs) is foreseen to increase with 22 new SNEs
in 2021, thus amounting to 93, mainly justified to support change initiatives such as EFECC,
Forensic Support and HVT.
For detailed data and numbers per staff category, see Annex III.
Efficiency gains
Europol continues to strive towards being a more operational Agency. In 2019, the results
of the job screening exercise showed a slight increase in the percentage of operational jobs
and a decrease in the percentage of administrative/coordination jobs.
The job screening exercise followed the guidelines defined by the EU Agencies Network and
based on all personnel
working at Europol’s premises on
15 December 2019. This does not
only include Temporary Agents, 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
2018
Jobs
223
169
54
977
741
211
25
56
56
1256
2018
(%)
18%
13%
4%
78%
59%
17%
2%
4%
4%
2019
Jobs
222
168
54
1004
756
217
31
50
50
1276
2019
(%)
17%
13%
4%
79%
59%
17%
2%
4%
4%
∆
2019
-0.36%
-0.29%
-0.07%
0.90%
0.25%
0.21%
0.44%
-0.54%
-0.54%
Staff financed with ad hoc grants / SLAs
For the year 2021, Europol will also have a number of Contract Agents and SNEs directly
funded via ad hoc grants or SLAs:
Grant from EUIPO: still to be confirmed
Grant from DG FPI: 5 Contract Agents
13
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0014.png
Europol Unclassified
–
Basic Protection Level
Grant from DG Near for deployment of Liaison Officers in the Western Balkans: 4
Contract Agents. The current grant runs until March 2021, with a possible further 9-
month extension with the current funds, until end 2021 (pending developments under
discussion).
Europol is in close cooperation with DG Near and Cepol working on further agreements
for activities concerning three different regions (Eastern Partnership countries, the
Western Balkans and MENA). Updates of the PD will be made at the moment that further
grant agreements, contribution agreements or SLAs are concluded following the
procedures in place.
FINANCIAL RESOURCES (for detailed figures, see Annex II)
Revenue:
The proposed revenue for 2021 is €
184.9M, including the subsidy for the European School
in The Hague (ESH).
Item
9000
9001
9010
9101
9200
Heading
Regular subsidy from the Community
Subsidy from Community for Type II School
9
Other subsidies and grants
Denmark contribution
Other revenue
TITLE 1
—
TOTAL
10
Revenue 2019
Revenue 2020
Final Draft
Estimate 2021
184,934,000
-
P.M.
P.M.
P.M.
184,934,000
136,032,458
2,273,000
-
-
-
138,305,458
154,071,567
-
P.M.
P.M.
P.M.
154,071,567
Expenditure:
Item
Heading
Draft Outturn
2019
Budget 2020
Final Draft
estimate 2021
2021/
2020
110%
140%
134%
120%
% of
the
budget
54%
8%
38%
100%
1
2
3
Staff
Other Administrative
Expenditure
Operational Activities
Total expenditure
82,060,734
12,440,115
42,996,151
137,497,000
91,159,567
10,887,500
52,024,500
154,071,567
99,880,000
15,206,500
69,847,500
184,934,000
Title 1
–
Staff expenditure:
Staff expenditure amounts to €
99.9M and represents 54% of the total budget. It reflects a
10% increase compared to 2020 which is mainly due to the additional staff and the salary
and weighting increases.
10
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. The 2019 budget was
amended by € 2.7M. Those
funds are handled as external
assigned revenue (fund source R0).
14
9
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0015.png
Europol Unclassified
–
Basic Protection Level
The staff and salary budget foresees the expenditure for overall numbers of 678 TAs and
195 CAs. For new staff the costs are calculated for part of the year only to take into account
the time it takes to complete recruitment.
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
€
91.8M,
an increase of €
7.6M compared to the year 2020.
The budget for Socio-medical infrastructure (Chapter 13) and Training (Chapter 14) remains
in line with the budget 2020 (amounting to € 1.2M),
while the budget for other staff related
expenditure (Chapter 15) is envisaged to increase by 20%. The increase of € 1.1M compared
to 2020 is foreseen to cover higher costs for external security officers, as a consequence of
the taking into use of the secondary Temporary Satellite Building, consultancy services
related to the mid and long term housing measures as part of the Strategic Housing
Roadmap and additional fees for the European School due to higher numbers of enrolled
pupils.
Title 2
–
Other Administrative Expenditure:
The budget for administrative activities comes to €
15.2M and represents 8% of the total
Europol final draft estimate. The increase for administrative expenditure compared to 2020
amounts to €
4.3M.
An
increase of almost €
3.3M or 50% for Rental of buildings and associated costs (Chapter
20), compared to the Budget 2020, is due to the project related to the establishment of a
second Temporary Satellite Building and the investments related to it. In addition, higher
building-related running costs for the implementation of the service level agreement with
the Host State (contractual maintenance to retain the current service environment and
business continuity of the headquarters and involved infrastructure).
The budget for administrative ICT (Chapter 21) amounts to € 2.2M and represents an
increase of 41% compared to 2020. The budget is envisaged to cover activities related to
ngAGE (next generation Administrative and Governance Environments), which includes
continuation of support tools and systems, such as IRIS (Intranet), FMIS (Facilities
Management System), ABAC (the Commission’s financial system), e-Procurement
and
Sysper II (the Commission’s HR System). In addition, this Chapter covers outsourced
helpdesk services.
An amount of € 2.5M is foreseen for the continuation of other governance, administrative
and telecommunication expenditure (Chapter 22
– 24). This represents € 367K
more than
in 2020, which is a result of higher cost for investments in the vehicle fleet and
administrative telecommunication costs. These Chapters include open source and database
subscriptions, legal expenses, administrative expertise, uniforms, furniture, car fleet, office
supplies, postal and courier services, telecommunications, etc.
For the budget for activities of the Management Board and its Working Groups under Chapter
25 there is an increase (+3%) which follows from the planning of four MB meetings for two
full days and an increase in costs for the external MB meeting.
15
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0016.png
Europol Unclassified
–
Basic Protection Level
Title 3
–
Operational activities:
The budget for Operational activities adds up to €
69.8M and represents nearly 38% of the
total budget. The increase for operational activities compared to 2020 amounts to €
17.8M.
A main increase is foreseen for Chapter 30
–
Operations. An increase of more than
€
11M
is foreseen to further enhance the support to MS investigations. This additional budget will
enable Europol to further develop MS support in areas highlighted in the Europol Strategy
2020+. Europol’s existing capabilities will be strengthened in areas such as Operational task
Force/ HVT investigation support, forensics support, Economic and Financial crime
investigation support. The additional budget also aims at covering new tasks e.g. ATLAS. In
addition, a budget of € 4M is provided for the continuation of security checks at hotspots. A
significant part of the budget will be used to support Member States in organising
operational and strategic meetings, missions, trainings for third parties and funding of
operational task forces in line with the current level of support.
The budget for operational ICT services and programmes under Title 3 (Chapters 31 and 32
together) comes to €
34.7M,
which is an increase of €
5.5M compared to 2020. This budget
will be used for the implementation of the ICT workplan, in particular for the new
Environment for Operations, interoperability, the new forensic environment (FITE), for a
new EU platform for referrals and removal orders and the biometrics capabilities related to
the Visa Information System.
Part of the operational expenditure is intended to cover the allowances for 93 Seconded
National Experts under Chapter 33, amounting to € 5M.
The budget under Chapter 34 and 35 for high level external stakeholder meetings (HENU
and Europol Police Chiefs Convention) amounts to € 420K.
With an amending budget of € 5M in 2018 Europol and the Commission’s Joint Research
Centre initiated a project to build a Decryption Platform. The platform is envisaged to be
taken into use in 2020 and an amount of €
1M is envisaged in the 2021 budget, under
Chapter 38 - Decryption platform, to cover for the operational running costs including
electricity and further investments.
16
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0017.png
Europol Unclassified
–
Basic Protection Level
Performance Indicators
Indicators
% of active users on the EPE
Operational Stability - Uptime of Core Systems
Number of Cross Border Crime Checks in the EIS related to persons
(MS)
Number of objects (all types) in the EIS (MS+Europol)
Number of searches through EIS and QUEST (MS+Europol)
Number of SIENA cases initiated by MS, TP and Europol
Number of SIENA messages exchanged by MS, TP and Europol (incl.
PCCC)
Accepted contributions to be processed
SIENA messages exchanged by third parties (TP)
Speed of first-line response to MS requests (days)
Number of cases where High Value Targets are identified
Number of operational task forces established
Operational reports delivered related to SOC
Operations supported related to SOC
Satisfaction with operational support and analysis in the area of SOC
Decryption platform successes
Number of forensic jobs performed by EC3
Operational reports produced related to cybercrime
Operations supported related to cybercrime
Satisfaction with operational support and analysis in the area of
cybercrime
Target 2021
11,12
11
A number of indicators throughout the Work Programme also depend on MS demand for Europol’s products
and services.
12
Indicators and targets for 2021 will be reviewed before the final adoption of the Programming document
.
17
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0018.png
Europol Unclassified
–
Basic Protection Level
Indicators
% of persons checked for secondary security checks in hotspots
Operational reports produced related to CT
Operations supported related to CT
Satisfaction with operational support and analysis in the area of CT
Volume of content assessed by IRU related to terrorism and violent
extremism
Operational reports related to Financial and Economic Crime
Operations supported with Financial and Economic Crime
products/services
Satisfaction with operational support and analysis in the area of
Financial and Economic Crime
Number of Europol requests for PNR data (Art. 10 PNR Directive)
Number of new JITs signed
Number of strategic analysis reports
Satisfaction with key strategic analysis reports
% Late Payments
% of female staff
% of pending critical/very important audit recommendations
implemented within the timeline committed to by Europol
% Staff Engagement (via Staff Survey)
Budget Outturn rate
Commitment Rate Europol Budget
Payment Rate Europol Budget
Sickness rate
Total number of news articles mentioning Europol (high-impact web-
based media)
Turnover rate
Vacancy rate
Target 2021
18
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0019.png
Europol Unclassified
–
Basic Protection Level
Annex I: Resource allocation per Activity 2021-2023
Provisional Draft Estimate 2021
ID
A.1
A.2
A.3
A.4
A.5
A.6
A.7
Activity
Development of operational ICT capabilities
Information Exchange and Cooperation
Combating Serious and Organised Crime
Combating Cyber Crime
Counter-Terrorism
Combating Financial and Economic Crime
Provision of cross-cutting operational capabilities
Operational activities
A.8
MBF
Governance, support and administration
Management Board Functions
Horizontal administrative activities
Total
Number of
staff
(TA,CA,SNE)
167
79
130
106
109
66
55
712
253
17
270
982
% of total
staff
17%
8%
13%
11%
11%
7%
6%
73%
26%
2%
27%
100%
Budget
allocation (Euro)
56,835,000
12,657,000
27,322,000
16,450,000
18,127,000
11,540,000
6,970,000
149,901,000
31,901,000
3,132,000
35,033,000
184,934,000
% of total
budget
31%
7%
15%
9%
10%
6%
4%
81%
17%
2%
19%
100%
Forecast 2022
Number of
staff
(TA,CA,SNE)
Budget allocation
(Euro)
Forecast 2023
Number of staff
(TA,CA,SNE)
Budget
allocation (Euro)
TBD
13
TBD
14
13
14
The human and financial resources outlook for 2022 and 2023 is subject to the MFF 2021-2027 negotiations and the update of the Europol Regulation
Ibid
19
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0020.png
Europol Unclassified
–
Basic Protection Level
Annex II:
A. Human and Financial Resources 2021
–
2023
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
2020
2021
2022
2023
99,880,000
91,159,567
10,887,500
15,206,500
TBD
15
TBD
16
52,024,500
69,847,500
154,071,567
184,934,000
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
Executed
Budget 2019
Budget 2020
DB 2021
Agency
request
184,934,000
2,363,548
P.M.
P.M.
P.M.
P.M.
P.M.
P.M.
184,934,000
-
-
-
-
-
-
1.20
DB 2021
Budget
forecast
VAR
2021/
2020
1.20
138,305,458
1,158,893
-
-
-
-
-
-
138,305,458
154,071,567
1,106,807
P.M.
P.M.
P.M.
P.M.
P.M.
P.M.
154,071,567
15
The human and financial resources outlook for 2022 and 2023 is subject to the MFF 2021-2027 negotiations and the update of
the Europol Regulation
16
Ibid
20
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0021.png
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 (+/-)
2017
119,696,212
(110,402,761)
(18,756,290)
834,972
9,783,165
3,595
1,158,893
2018
136,992,275
(117,290,890)
(26,103,122)
1,029,950
6,480,224
-1,631
1,106,807
2019
143,094,062
(128,591,904)
(22,802,657)
1,557,227
9,108,957
-2136.79
2,363,548
Budget Outturn
The overall draft budgetary outturn for the financial year 2019 comes to € 2.4M.
This
includes the following:
An amount of € 808K of the 2019 budget was not committed and lapsed;
An amount of € 1.56M
of appropriations carried forward from 2018 to 2019 was not
used;
The exchange rate difference was -€
2.1K (loss).
Cancelation of payment appropriations carried forward
The carry forward to 2018 came to a total of € 17M to cover existing commitments
including
€ 5M of non automatic carry over for
the Decryption platform. The final implementation rate
of the carry forward was 90.8% at the end of the year, which is 0.8% lower than in 2018.
A total of € 1.56M
was not used and is thus incorporated in the final budget outturn.
€
117K relates to Title 1, which is 14.5% of the carried
forward under Title 1 (€
807K);
€ 231K relates to Title 2, which is 7.7% of the carried forward under Title 2 (€
3.0M);
€ 1.2K relates to Title 3, which is 9.2% of the carried forward under Title 3 (€
13.2M).
21
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0022.png
Europol Unclassified
–
Basic Protection Level
Annex II:
B. Final draft Estimate of Revenue and Expenditure 2021
17
Final draft Estimate of Revenue and Expenditure 2021
Draft Budget
Outturn
2019
82,060,734
76,635,530
64,035,980
12,599,550
1,022,569
135,000
4,174,885
92,749
12,440,115
8,057,847
1,610,299
1,156,936
301,130
726,963
586,941
42,996,151
14,837,852
22,633,869
936,390
4,109,141
267,964
90,000
120,934
137,497,000
Final Draft
Estimate
2021
99,880,000
91,767,000
79,837,000
11,930,000
998,000
230,000
6,779,000
106,000
15,206,500
9,800,000
2,219,000
999,500
469,000
1,042,000
677,000
69,847,500
28,740,500
33,546,000
1,141,000
5,000,000
300,000
120,000
1,000,000
184,934,000
VAR
2021/
2020
1.10
1.09
1.13
0.86
0.92
1.53
1.20
1.00
1.40
1.50
1.41
1.12
1.25
1.18
1.03
1.34
1.63
1.19
1.09
1.22
1.00
1.00
1.43
1.20
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 2020
91,159,567
84,170,567
70,341,567
13,829,000
1,084,000
150,000
5,649,000
106,000
10,887,500
6,517,500
1,570,000
889,000
374,000
881,000
656,000
52,024,500
17,613,500
28,141,000
1,050,000
4,100,000
300,000
120,000
700,000
154,071,567
Quarterly estimate of cash payments and receipts:
Chapter
90
RECEIPTS
Regular subsidy from the
Community
Total Receipts
1
st
Quarter
46,233,500
46,233,500
2
nd
Quarter
46,233,500
46,233,500
3
rd
Quarter
46,233,500
46,233,500
4
th
Quarter
46,233,500
46,233,500
Total 2021
184,934,000
184,934,000
Title
1
2
3
PAYMENTS
Staff in active employment
Other administrative expenditure
Operational activities
Total Payments
1
st
Quarter
24,720,300
2,661,138
14,842,594
42,224,031
2
nd
Quarter
24,720,300
2,661,138
14,842,594
42,224,031
3
rd
Quarter
24,720,300
2,661,138
14,842,594
42,224,031
4
th
Quarter
24,720,300
2,661,138
14,842,594
42,224,031
Total 2021
98,881,200
10,644,550
59,370,375
168,896,125
1
st
Quarter
Receipts - Payments
Cumulative
4,009,469
4,009,469
2
nd
Quarter
4,009,469
8,018,938
3
rd
Quarter
4,009,469
12,028,406
4
th
Quarter
4,009,469
16,037,875
Draft Establishment Plan 2021 - The relevant information is to be found below in Annex III.
17
Figures are rounded so the sum of the individual amounts may differ from the totals.
22
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0023.png
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
31.12.201
8 [2]
Authorised
under EU
Budget
2019 [3]
Actually
filled as of
31.12.201
9 [4]
Authorised
under EU
budget for
year 2020
[5]
Draft
Budget
2021
[6]
Envisaged
in 2022
Envisaged
in 2023
TA
AD
AST
549
24
559
32
547
23
583
32
646
32
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]
573
36.00
99.22
41.22
591
52
118
62
570
42.80
97.56
51.17
615
52
121
62
678
37
100
58
TBD
[7]
TBD
[8]
176.43
77.42
29.9
856.75
232
71
50
944
191.52
82.20
39.7
883
235
71
50
971
195
93
50
1016
[1] This table provides all staff categories at Europol except trainees and Europol Liaison Officers. At the end of 2019 there were
16 trainees and around 262 Europol Liaison Officers (including Law Enforcement trainees and other staff in the Liaison Offices).
[2] 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 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 21 TA posts (all in AD function group) that were not filled on 31.12.2019 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] Number of CAs is subject to the European Commission including an adequate number of TAs (+63) in its proposal for the
Europol Budget 2021; otherwise, Europol shall retain a maximum level of CAs for 2021, as decided by the Management Board
[7],[8] The human and financial resources outlook for 2022 and 2023 is subject to the MFF 2021-2027 negotiations and the update
of the Europol Regulation [8] Headcounts
[9] FTE (annual averages)
[10] FTE (annual averages). The figure reported as of 31.12.2019 excludes FTE for SNE Guest Officers and SNE funded by Grants
[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.
23
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0024.png
Europol Unclassified
–
Basic Protection Level
Annex III: Table 2 - Multi-annual staff policy plan 2021-2023
Category and
grade
Establishment
plan in EU
Budget 2019
Filled as of
31/12/2019
Modifications in
year 2019 in
application of
flexibility rule
[1]
TA only
1
1
5
11
16
23
61
89
132
192
28
559
0
0
0
0
5
6
7
8
3
3
0
32
0
0
0
0
0
0
0
591
Establishment
plan in voted
EU Budget
2020
TA only
1
3
5
11
14
25
50
84
148
211
31
583
0
0
0
1
5
6
7
7
3
3
0
32
0
0
0
0
0
0
0
615
Modifications in
year 2020 in
application of
flexibility rule
[2] [3]
TA only
1
3
5
11
9
20
45
79
158
231
21
583
0
0
0
1
5
6
7
7
3
3
0
32
0
0
0
0
0
0
0
615
Establishment
plan in Draft
EU Budget
2021
TA only
1
3
6
11
10
23
51
87
175
260
19
646
0
0
0
2
5
6
7
6
3
3
0
32
0
0
0
0
0
0
0
678
Establishment
plan 2022
Establishment
plan 2023
TA only
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
1
1
5
11
17
28
61
94
132
171
38
559
0
0
0
3
5
6
7
7
1
3
0
32
0
0
0
0
0
0
0
591
TA only
1
3
7
5
14
28
67
151
260
11
547
0
0
0
0
3
2
5
8
1
4
0
23
0
0
0
0
0
0
0
570
TA only
TA only
TBD [4]
TBD [5]
[1], [2] 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.
[3] Net modification and explanations for the modifications are provided on the page below
[4], [5] The human and financial resources outlook for 2022 and 2023 is subject to the MFF 2021-2027 negotiations and the update of the Europol Regulation
24
 REU, Alm.del - 2019-20 - Bilag 563: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles
2244397_0025.png
Europol Unclassified
–
Basic Protection Level
Explanations on the modifications and changes in relation to the establishment
plans from 2021 to 2023
Modification to 2020 establishment plan using the flexibility contained with Article 38(1) of
framework Financial Regulation.
The modifications envisaged to the establishment plan 2020 can be summarised as follows:
Modification
5 AD11 downgraded to AD6
5 AD10 downgraded to AD6
5 AD9 downgraded to AD6
5 AD8 downgraded to AD6
10 AD5 converted to AD7
Budgetary effect
Savings
Savings
Savings
Savings
Increase
In total the modifications involve 30 post movements which constitute around 9.8% of the
total number of 615 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 10.89% at the end of 2019, higher than last year, due to the
increased number of resignations and end of contracts.
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 2020 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:
60 staff members left Europol during 2019 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 some cases when post profiles are reviewed they are converted into lower level posts
(e.g. Senior Specialist/Senior Analyst into Specialist/Analyst).
Reclassification adjustments in the Establishment plans for 2021, 2022 and 2023
Europol implements reclassification on an annual basis. The establishment plans for 2021
to 2023 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 2019 6% of staff (temporary agents) was reclassified. For
future years depending on the grades the establishment plan foresees approximately 10%
reclassification.
25