EUU, Alm.del - 2019-20 - Bilag 928: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles

Europaudvalget 2019-20
EUU Alm.del Bilag 928
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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

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List of Acronyms

ADEP

ARO

BPL

CBRN

CEPOL

COSI

CSDP

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

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

MENA

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

HVT

IAC

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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.

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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

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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 2021-2024

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.

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

. 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.

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

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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.

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+:

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.

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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

, 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.

EDOC#1040799

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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.

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.

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Maintaining excellent relations with the

Schengen Associated Countries

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

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.

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

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.

Armenia, Azerbaijan, Belarus, Georgia, Moldova, Ukraine.

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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.

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

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.

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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

, 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

TBD

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

Ibid

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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

977

741

211

1256

2018

(%)

18%

13%

78%

59%

17%

2019

Jobs

222

168

1004

756

217

1276

2019

(%)

17%

13%

79%

59%

17%

∆

2019

-0.36%

-0.29%

-0.07%

0.90%

0.25%

0.21%

0.44%

-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

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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

Other subsidies and grants

Denmark contribution

Other revenue

TITLE 1

—

TOTAL

Revenue 2019

Revenue 2020

Final Draft

Estimate 2021

184,934,000

P.M.

184,934,000

136,032,458

2,273,000

138,305,458

154,071,567

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%

38%

100%

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.

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).

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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.

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.

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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.

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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

A number of indicators throughout the Work Programme also depend on MS demand for Europol’s products

and services.

Indicators and targets for 2021 will be reviewed before the final adoption of the Programming document

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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

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Europol Unclassified

–

Basic Protection Level

Annex I: Resource allocation per Activity 2021-2023

Provisional Draft Estimate 2021

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

130

106

109

712

253

270

982

% of total

staff

17%

13%

11%

73%

26%

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%

15%

10%

81%

17%

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

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

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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

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.

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.

154,071,567

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

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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 (+/-)

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).

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Europol Unclassified

–

Basic Protection Level

Annex II:

B. Final draft Estimate of Revenue and Expenditure 2021

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

1.43

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

RECEIPTS

Regular subsidy from the

Community

Total Receipts

Quarter

46,233,500

Quarter

46,233,500

Quarter

46,233,500

Quarter

46,233,500

Total 2021

184,934,000

Title

PAYMENTS

Staff in active employment

Other administrative expenditure

Operational activities

Total Payments

Quarter

24,720,300

2,661,138

14,842,594

42,224,031

Quarter

24,720,300

2,661,138

14,842,594

42,224,031

Quarter

24,720,300

2,661,138

14,842,594

42,224,031

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

Quarter

Receipts - Payments

Cumulative

4,009,469

Quarter

4,009,469

8,018,938

Quarter

4,009,469

12,028,406

Quarter

4,009,469

16,037,875

Draft Establishment Plan 2021 - 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.

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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

31.12.201

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

AST

549

559

547

583

646

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

118

570

42.80

97.56

51.17

615

121

678

100

TBD

[7]

TBD

[8]

176.43

77.42

29.9

856.75

232

944

191.52

82.20

39.7

883

235

971

195

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.

EUU, Alm.del - 2019-20 - Bilag 928: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles

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

132

192

559

591

Establishment

plan in voted

EU Budget

2020

TA only

148

211

583

615

Modifications in

year 2020 in

application of

flexibility rule

[2] [3]

TA only

158

231

583

615

Establishment

plan in Draft

EU Budget

2021

TA only

175

260

646

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

132

171

559

591

TA only

151

260

547

570

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

EUU, Alm.del - 2019-20 - Bilag 928: Invitation til 7. møde i den fælles parlamentariske følgegruppe vedr. Europol den 28-29/9-20 i Bruxelles

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

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.