Europol Work Programme 2013 - Montesquieu Instituut

 

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COUNCIL OFBrussels, 17 July 2012

THE EUROPEAN UNION

12667/12

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ENFOPOL 236 -

NOTE

From:

Europol

To: Delegations

Subject: Europol Work Programme 2013

• 1. 

  Article 37(10) (b) of the Council Decision establishing the European Police Office1 mentions

that the Europol Work Programme is to be adopted by the Europol Management Board, after

having obtained the Commission's opinion, and is to be submitted to the Council for

endorsement. The Council shall forward the Europol Work Programme to the European

Parliament for information.

ANNEX

The Hague, 11 July 2012 -

EDOC # 554178v20

File no. 1422-110r6

Europol Work Programme 2013

Table of Contents

Table of Contents ............................................................................................................................... 2

Executive Summary ........................................................................................................................... 3

List of Abbreviations ......................................................................................................................... 5 [[note: 1.]]

Introduction .............................................................................................................................. 6 [[note: 2.]]

Methodology.............................................................................................................................. 7 [[note: 3.]]

Influencing Factors................................................................................................................... 8 [[note: 4.]]

Work Programme Objectives................................................................................................ 11

4.1. Goal 1: Europol will function as the principal EU support centre for law

enforcement operations ................................................................................................... 12

Executive Summary

Building on the further implementation of Europol's Strategy 2010-2014 and the important

advances foreseen to be made in 20122, the Work Programme 2013 demonstrates how Europol will

better fulfil its mission of supporting Member States in the fight against international serious crime

and terrorism in 2013. It describes the direction Europol will take over this period, allowing for

sufficient flexibility to respond to emerging threats and new responsibilities stemming from

initiatives within the EU. With a "zero growth" budget, and anticipating potential budget cuts in the

future in view of the financial situation within the EU, Europol must implement cost and efficiency

savings to achieve improvements without further growth. As a result, this Work Programme is

ambitious, yet realistic, about further development of Europol's key capabilities in regard to

operational support, information exchange, and law enforcement expertise in 2013.

As part of the objectives within Goal 1, Europol will focus on efficiently delivering products and

services in line with operational needs as expressed by the Member States. The results of

operational surveys have highlighted those services investigators in the field rank as of most value

and these will be prioritised in 2013. Europol will also commit itself to providing support to, above

all, operations linked to prioritised crime threats in the EU Policy Cycle and terrorism. The

organisation will have an important role to play in identifying opportunities for coordinating

operational action (via JITs e.g.), as well, and make funds available for supporting JITs. Several of

the priorities for 2011-2013 identified in the EU Policy Cycle concern crime phenomena with a

Under Goal 2 to develop as the EU criminal information hub Europol will produce the first

Serious and Organised Crime Threat Assessment (SOCTA) as the first step of the next EU Policy

Cycle 2013-2017, after an evaluation of the current 2011-2013 EU Policy Cycle. The AWF concept

will be refined based on initial lessons learned after one year of implementation. Europol's financial

intelligence capabilities will be strengthened by linking money flows to criminal activities and

following up on the identified links. Analysis and information management will further be enhanced

through the continuous evolution of SIENA and the delivery of the new generation of the Europol

Analysis System.

In support of Goal 3 to expand its capabilities as an EU centre for law enforcement expertise,

Europol will also enhance its overall crime intelligence picture of priority crime areas via strategic

partnerships with the private sector, better trends and patterns identification and early warning

detection. The organisation will continue to fulfil its role and maintain efforts to disrupt terrorist

financing. Violent extremism will also remain on Europol's radar and support will be ensured for

related EU initiatives against violent extremism and xenophobia. In response to the growing threat

posed by cybercrime and the criminal misuse of the Internet, a European Cybercrime Centre will be

operational at Europol as of 2013, which will become the focal point in the EU's fight against this

crime phenomenon.

Goal 4 covers activities needed to ensure that Europol has the right capabilities to achieve its

operational goals. Optimisation of ICT support such as electronic workflows, automation of

List of Abbreviations

ARO Asset Recovery Office

AWF Analytical Work File

CBCC Cross Border Crime Check

CEPOL Collège européen de police (European Police College)

COM EU Commission

COSI Standing Committee on operational cooperation on internal security

CSDP Common Security and Defence Policy

EAS Europol Analysis System

EEAS European External Action Service

EC3 European Cybercrime Centre

ECA European Court of Auditors

ECAB Europol Criminal Assets Bureau

ECD Europol Council Decision

ECIM European Criminal Intelligence Model

ECTEG European Cybercrime Training and Education Group

EDPS European Data Protection Supervisor

EIS Europol Information System

EMCDDA European Monitoring Centre for Drugs and Drug Addiction

EMPACT European Multidisciplinary Platform against Criminal Threats3

EPE Europol Platform for Experts

EPSI European Performance Satisfaction Index

EU ISS European Union Internal Security Strategy

FCIC Financial Crime Intelligence Centre

1. Introduction

The Work Programme is Europol's annual business plan. Its purpose is to translate the

organisation's Strategy into annual objectives and to provide the basis for budgetary planning. It is

used to communicate the organisation's objectives to the European Union (EU) Member States and

other stakeholders in a transparent and structured manner.

The Work Programme is produced in accordance with Article 37(10), which foresees that the

Management Board (MB) shall adopt the Work Programme "taking into account Member States'

operational requirements and budgetary and staffing implications for Europol, after the Commission

has delivered an opinion" and Article 38(4) of the Europol Council Decision (ECD), in which the

Work Programme is mentioned as one of the Director's responsibilities. After adoption by the MB,

the document shall be submitted to the Council for endorsement. The Council shall forward the

Work Programme to the European Parliament for information.

Chapter 2 summarises the methodology followed in preparing the Work Programme.

The aim of Chapter 3 is to summarise the main external factors, which have influence over

Europol's planning for 2013.

Chapter 4 presents and describes the annual objectives for 2013. It also provides details regarding

2. Methodology

Based on relevant requirements4 and guidelines5, the Work Programme seeks to identify a limited

number of annual objectives, aligned with the Europol Strategy 2010-2014 and structured according

to SMART principles (Specific, Measurable, Achievable, Relevant, Timed).

The 23 objectives in the Preliminary Work Programme 2013 have been identified based on

corporate planning for the implementation of the Strategy, taking into account the influencing

factors described in chapter 3 below, the guidance received by Europol's governance bodies

(HENUs, MB) and as appropriate feedback from key stakeholders and partners (e.g. other

Justice and Home Affairs agencies).

Multi-annual Key Performance Indicators (KPIs) are used to monitor Europol's performance

against each of its strategic objectives. The tables contained in chapter 4 of this document list the

strategic objectives set out in the Europol Strategy 2010-2014 and the relevant strategic KPIs.

Annual targets for 2013 for these KPIs will be proposed as part of the annual KPI review and

communicated in the last quarter of 2012, once the relevant performance data for 2012 is available.

Similar to the way this was handled in the case of Work Programme 2012, a detailed report will be

submitted to the first MB meeting in 2013, describing how Europol supports the overall

implementation of the Policy Cycle and what the organisation will do specifically to contribute to

3. Influencing Factors6

The Europol Strategy 2010-2014 provides the framework for the strategic development of

the organisation. In addition, the following factors are relevant for the preparation of the

Work Programme 2013:

· Europol's contribution to the establishment and implementation of a multi-annual EU policy

cycle with regard to organised and serious international crime 2013-2017;

· The following eight priorities identified in the EU Policy Cycle 2011-20137:

A. Weaken the capacity of organised crime groups active or based in West Africa to traffic

cocaine and heroin to and within the EU,

B. Mitigate the role of the Western Balkans, as a key transit and storage zone for illicit

commodities destined for the EU and logistical centre for organised crime groups,

including Albanian-speaking organised crime groups,

C. Weaken the capacity of organised crime groups to facilitate illegal immigration to the

EU, particularly via southern, south-eastern and eastern Europe and notably at the

Greek-Turkish border and in crisis areas of the Mediterranean close to North Africa,

D. Reduce the production and distribution in the EU of synthetic drugs, including new

psychoactive substances,

E. Disrupt the trafficking to the EU, particularly in container form, of illicit commodities,

including cocaine, heroin, cannabis, counterfeit goods and cigarettes,

F. Combat against all forms of trafficking in human beings8 and human smuggling by

targeting the organised crime groups conducting such criminal activities in particular at

the southern, south-western and south-eastern criminal hubs in the EU,

G. Reduce the general capabilities of mobile (itinerant) organised crime groups to engage

in criminal activities,

H. Step up the fight against cybercrime and the criminal misuse of the Internet by

organised crime groups;

· The proposed establishment of the European Cybercrime Centre (EC3), the work of which

is likely to impact on Europol's resources and activities;

· EU-level initiatives aimed at strengthening the ties between external (Common Security and

Defence Policy) and internal (Freedom, Security and Justice) security9, in which Europol is

expected to work more closely with Common Security and Defence Policy (CSDP) police

missions to 1) help promote standards and good practice for European law enforcement

cooperation in countries outside the EU; 2) introduce intelligence-led policing techniques in

CSDP police missions; 3) increase the volume of information exchanged with police missions

in addition to current information exchange with civilian missions; 4) elaborate working

mechanisms with INTCEN and police missions in developing complementary threat and risk

assessments, which cover both internal and external dimensions of security. CSDP actors

called for Europol to send a temporary liaison officer to CSDP police missions should there

be a need10;

· Implementation of the EU Internal Security Strategy (ISS)11, including in the areas of

cybercrime and border security, where of importance for Europol are:

• - 

  Foreseen increased efforts to deprive criminals of their assets, in particular through:

more third-party confiscation, extended confiscation and mutual recognition of non-

conviction-based confiscation orders between Member States,

• - 

  Any new system for the extraction of terrorist finance on EU soil;

· FRONTEX Regulation, which opens new opportunities for cooperation between FRONTEX

and Europol, especially in regard to the exchange of personal data and EUROSUR (European

external border surveillance system);

· EU Information Management Strategy with Europol-related action points:

• - 

  Information exchange platform for law enforcement agencies,
• - 

  Universal Messaging Format II (UMF II),
• - 

  Development of a European Information Exchange Model;

· After an evaluation of the implementation of the Europol Council Decision (ECD),

discussions on any legislative proposal for a Europol Regulation;

· The possible creation of a European Public Prosecutor Office (EPPO);

· Reform of OLAF;

· EU approach to the use of Passenger Name Record (PNR) data for investigating specific

crimes and criminal networks12;

· Establishment of an Internal Security Fund to facilitate the implementation of the strategic

objectives of the ISS and activities agreed upon within the EU Policy Cycle;

· Europol to help coordinate the activities of "EnviCrimeNet"14 and to consider the

establishment of a dedicated Focal Point for environmental crime; in addition,

"EnviCrimeNet" to fully benefit from the Europol Platform for Experts15;

· Following the entry into force of the Treaty of Lisbon Europol is directly accountable to a

wider group of stakeholders (e.g. European Parliament). Consequently Europol is increasing

transparency and accountability about usage of the resources and the impact of its activities in

the Member States, while complying with fundamental rights and, especially, maintaining a

data protection regime of the highest standard.

4. Work Programme Objectives

The 23 annual objectives are structured according to the multi-annual goals and objectives in the

Europol Strategy that each annual objective supports most directly. The overview table for each

strategic goal lists the relevant strategic (multi-annual) objectives and associated KPI. Draft annual

targets for 2013 will be communicated separately, once baseline data for the first part of 2012 is

available (see chapter 2 above).

The annual Work Programme objectives highlight specific activities to be performed and milestones

to be achieved in the course of 2013. Unless stated otherwise, all such objectives should be

achieved by the end of 2013.

4.1. Goal 1: Europol will function as the principal EU support centre for law enforcement operations

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of % of

Strategic Objectives Strategic KPIs Annual Objectives Total Total Responsible

Posts16 - Budget17 - Units18

1.1 - Ensure effective delivery of a unique set

of operational support services (i) User satisfaction with operational support provided to high profile operations/ investigations (ii) Percentage of all SIENA messages sent by MS shared with Europol (iii) Number of investigations supported by Europol (iv) Number of cross match reports delivered

(v) Number of operational analysis reports delivered 1.1.1 Deliver operational services in line with the needs of investigators on the frontline, supporting their efforts in the fight against prioritised types of crime

15.2 13.5 All O Units,

C2, C3, C4

1.2 Enhance the coordination of operational action in the EU Number of joint Investigations, including JITs, supported by Europol1.2.1 Foster a steady increase in Joint Investigations, including via the provision of financial support to Joint Investigation Teams (JITs) as the primary means to providing operational support to cross-border operations

19 3.1 10.0 All O Units,

G2

16 Temporary Agents, Contract Agents and operational Seconded National Experts.

17 Including salary costs.

18 See Annex D - Europol Organisational Chart.

19 As proposed by UK HENU delegation.

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of % of

Strategic Objectives Strategic KPIs Annual Objectives Total Total Responsible

Posts16 - Budget17 - Units18

1.2.2 Coordinate an increasing number of operations that address the EU priorities for 2011- 2013 identified in the EU Policy Cycle

1.3 Develop more effective cooperation with external partners Number of SIENA requests and

for information messages sent by Europol to external partners1.3.1 Promote effective regional cooperation with relevant regional initiatives and key non-EU states

20

Number of SIENA requests and

for information messages sent by external partners to Europol 1.3.2 Maximise operational added value from all cooperation agreements with external partners

2.4 4.0 All O Units,

G2, G3

20 The measurement of this strategic objective has been clarified in terms of measuring activity on Europol's side and external partners' side, creating an additional KPI. This addresses comments by SE in the MB meeting November-December 2011.

Annual Objective 1.1.1 Deliver operational services in line with the needs of investigators

on the frontline, supporting their efforts in the fight against prioritised types of crime

Europol will invest, above all, in those services that best attend to the immediate needs of MS

investigators for responsive, tangible and streamlined support. These are in particular:

technical/forensic support and expertise, analytical reports, operational coordination possibilities at

Europol HQ, financial assistance, which are repeatedly reported to be of most value to

investigators.21

Building on efforts in 2012 to become more proactive in initiating investigations, Europol will work

in 2013 towards an increase in the number of operations coordinated at its HQ from cases identified

jointly with ENUs and which directly address the eight priorities identified in the EU Policy Cycle.

This will be complemented with a corresponding increase in mobile office deployments for those

cases where Europol on-the-spot support is needed.

After the Operational Centre is developed further as part of the implementation of the new AWF

concept in 2012, MS will be able to make full use of its strengthened Information Handling and

Monitoring components. Once improved data handling and arrangements for trends and patterns

detection are in place, Europol should see a substantial increase in the volume of processed data.

This will be a demonstration of the organisation's commitment to offering in 2013 a better-than-

ever data processing capacity, as well as maximised operational value of information held at

Annual Objective 1.2.1 Foster a steady increase in Joint Investigations, including via the

provision of financial support to Joint Investigation Teams (JITs) as the primary means to

providing operational support to cross-border operations

Europol has an important role in identifying opportunities for coordinating operational action in the

EU, through joint investigation activities including, but not exclusively limited to, JITs.

Addressing the increasing trend in number of JITs (with Europol participation), Europol will seek to

develop its role as a default partner with MS for the purposes of supporting the coordination of JIT

activities. Maintaining a comprehensive picture of cross-border crime across the EU, Europol is in a

privileged position to also recommend the initiation of more investigations in priority crime areas,

while ensuring close cooperation with the JIT Secretariat established at Eurojust in 2011. In

addition, pending a budgetary discussion at EU level in the course of 2012, there may be additional

funds made available for financial support to JITs. Europol will remain flexible in light of related

developments and particularly, in relation to legislative proposals for a Europol Regulation and the

possible creation of a European Public Prosecutor's Office (EPPO), the work of which is likely to

impact on the JITs framework and Europol's role respectively.

Annual Objective 1.2.2 Coordinate an increasing number of operations that address the EU

priorities for 2011-2013 identified in the EU Policy Cycle -

In response to a EU-wide demand for disrupting the trafficking of illicit goods via container

shipments, Europol will seek support from Customs Administrations in the MS via the HENUs, and

in consultation with the European Commission, OLAF, the Customs Cooperation Working Party,

address this phenomenon. By tailoring services to the needs of the customs community and by

offering support to customs operations, Europol will facilitate the involvement of customs in the EU

Policy Cycle.

Annual Objective 1.3.1 Promote effective regional cooperation with relevant regional

initiatives and key non-EU states

Several of the priorities for 2011-2013 identified in the EU Policy Cycle concern crime phenomena

with a regional dimension. This signals a necessary increase in Europol's regional focus in, amongst

others, West Africa, the Western Balkans, the Mediterranean and North Africa. In order to align its

operational activities and cooperation efforts even better with the regional priorities, Europol will

ensure that it engages more with the prioritised regions. Closer institutional collaboration with

MAOC-N, Ceclad and the BSTF will take place. This will be reinforced by the deployment of

SIENA in the regional platforms (MAOC-N, Ceclad), supported by an increased data processing

capacity. The further development of these or other regional platforms, with the support of Europol,

may be necessary in order to enhance the operational capabilities of Member States to implement

the objectives of strategic priorities under the EU Policy Cycle. Particular attention will also be

given to relationships with the Western Balkan countries; the aim is to upgrade the strategic

These developments will certainly not come at the expense of developing Europol's operational

support from an EU regional perspective, as also in 2013 Europol will be offering services tailored

to agreed priority requirements from within the EU.

Annual Objective 1.3.2 Maximise operational added value from all cooperation agreements

with external partners

Conclusion of agreements in 2011 and 2012 (with Russia for instance) will result in an additional

influx of data from cooperation partners, strengthening Europol's intelligence and knowledge

capacities, which in turn will ensure maximal operational value in 2013.

Europol will fully benefit from updated working arrangements with Eurojust and FRONTEX.

Improved cooperation mechanisms with Eurojust will be established in order to allow for an

increase in the coordination of cross-border investigations within the EU and with third countries.

The new reality of FRONTEX being able to process personal data and its role within the European

external border surveillance system (EUROSUR) will also be taken into account, ensuring

synergies for a joint role (including coordinated participation in joint operations) of Europol and

FRONTEX in weakening the capacity of organised crime groups to facilitate illegal immigration to

the EU.

In the drugs domain, Europol will improve its working processes with the EMCDDA and build on

Building on an earlier proposal for partnership, more effort will also be dedicated to pursuing

cooperation with the European Crime Prevention Network (EUCPN) as a key source of crime

prevention techniques in the EU. The aim will be for Europol, as appropriate and within the scope

of its mandate, to support the dissemination of qualitative knowledge on crime prevention within

the network, thus contributing to the development of various aspects of crime prevention by crime

prevention communities, in respect of the strategic priorities of the EU.

In addition, Europol will ensure it engages with the EU Informal Network on the Administrative

Approach and supports the network in identifying new examples of best practice to include in the

EU Handbook on complementary approaches to tackle organised crime.

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4.2. Goal 2: Europol will become the EU criminal information hub

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

2.1 - Lead the further development of a European Criminal Intelligence Model and promote its principles with national and EU authorities % of Europol actions defined in the Operational Action Plans (OAPs, EU Policy Cycle) implemented by Europol 2.1.1 Actively contribute to coordinated preparations and timely launch of the four year EU Policy Cycle 2013-2017 for organised crime

1.4 3.2 O1, O2, G2

2.2 Improve the analysis capability of Europol User satisfaction with analytical reports provided to high profile operations/ investigations 2.2.1 Optimise the operational impact of the new AWF concept

2.2.2 Strengthen Europol's financial intelligence capabilities, linking money flows to criminal activities and following up on the identified links

14.6 4.4 All O Units,

C1, C2, C3, C4

2.2.3 Deliver the new generation of the Europol Analysis System (EAS)

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

2.3 Strengthen the information management capabilities of Europol (i) Number of SIENA cases initiated2.3.1 - Further develop SIENA with user-need driven functionalities that reinforce it as the primary communication channel between Member States and Europol

23

(ii) Number of SIENA messages received

24

(iii) Number of EIS searches by MS (iv) Number of cross border crime checks (CBCC) in the EIS

2.3.2 - Improve interoperability between the data processing systems of Europol, Member States, Interpol and EU-related bodies 4.4 5.0 All O Units,

C2, C3, C4

25

(v) Number of criminal information data objects in the EIS

23

24 The sum of all cases created in SIENA by MS, Europol and TP.

The sum of all messages received by Europol, MS and TP of request type: Requests, Swedish initiative requests and For Information received

in SIENA.

25

Annual Objective 2.1.1 Actively contribute to coordinated preparations and timely launch

of the four year EU Policy Cycle 2013-2017 for organised crime

In 2013 Europol will deliver the first Serious and Organised Crime Threat Assessment (SOCTA),

which forms the starting point for the first fully-fledged EU Policy Cycle for organised crime for

the period 2013-2017. As appropriate, Europol will also support necessary follow-up work (i.e.

drafting executive summary of the SOCTA including conclusions and a list of recommended crime

priorities, elaborating methodology for an interim EU assessment, setting Council priorities,

developing Multi-annual Strategic Plans, converting each Multi-annual Strategic Plan into an

Annual Operational Plan)26, and certainly play a role in the evaluation of the first Policy Cycle

2011-2013. Above all, Europol will remain an active contributor to the development of annual

Operational Action Plans for the implementation of priorities and in addition ensure

coordination amongst all MS and agencies involved via the EMPACT27 Support Unit.

Successful implementation of the Policy Cycle will depend to a large extent on Member States'

commitment and resources. It will, therefore, be essential that, wherever relevant, Europol raises

awareness about the process and facilitates MS cooperation with all key stakeholders, including

their EMPACT project stakeholders and/or Head of Europol National Unit (HENU).

Annual Objective 2.2.1 Optimise the operational impact of the new AWF concept

One year after the official launch of the new AWF concept in 2012, tangible operational benefits

will be felt as a result of storing and manipulating the entire wealth of crime intelligence at

Europol's disposal in a single repository, with improved information processing and analytical

resource allocation. The new AWF framework will positively impact the quality of support Europol

can provide to MS in their efforts to implement actions in the OAPs of the EU Policy Cycle, as the

structure will be aligned with the EU priorities for 2011-2013, through flexible Target Group

arrangements. Based on this experience and lessons learned from the first year of implementation,

the AWF concept will be evaluated and refined. In addition, Europol will demonstrate priority

commitment to providing strategic and operational analysis needed for the implementation of 2013

Operational Action Plans.

Key changes within the process of producing Europol OC-SCAN notices on newly identified

organised crime threats will guarantee also in 2013 that Europol remains equally alert to "non-

policy cycle" crime developments and capable of responding to them in a timely manner, including

through the use of an online collaborative environment (EPEs).

Annual Objective 2.2.2 Strengthen Europol's financial intelligence capabilities, linking

money flows to criminal activities and following up on the identified links -

In 2013, final preparations will be underway for the formal integration of the FIU.NET Bureau into

Europol. In order to realise the full potential of operational synergies between Europol and FIUs,

the network facilitating information exchange between FIUs (FIU.NET) will be replaced by SIENA

and the services of the FIU.NET Bureau will be fully embedded within Europol (including the staff

of the FIU.NET Bureau). Remaining details around governance, data processing and FIU activities

will be addressed with view to achieving more operational added value from linking general money

flows to criminal activities and following up to identified links.

Annual Objective 2.2.3 Deliver the new generation of the Europol Analysis System (EAS)

One of the key developments towards enhancing Europol's intelligence analysis tools will be the

replacement of the EAS in 2013. The new platform will take into account all user requirements

collected so far within the existing EAS Evolution initiative. More importantly, the new AWF

concept will serve as the main source for defining and designing the EAS replacement, new

processes and workflows. This will lead to an improved support to the analytical workflow at

Europol by means of modern information processing tools, from the intake of information from

external sources (SIENA) to the delivery of analytical products to the MS.

Annual Objective 2.3.1 - Further develop SIENA with user-need driven functionalities that

reinforce it as the primary communication channel between Member States and Europol -

Cross-matching will serve to enrich information in SIENA by doing both automatic and manual

cross-matches with EIS, AWFs, IxF, EPE. This will consist of the following aspects: cross-match

engine (matching data from various systems), entering structured data in SIENA in a user-friendly

way and a feature enabling the display of notifications on matches in SIENA.

A key ambition for SIENA in 2013 will be to consolidate and capitalise on all improvements,

striving for a higher percentage of SIENA messages issued by MS sent or copied to Europol's

Operational Centre.

Annual Objective 2.3.2 - Improve interoperability between the data processing systems of

Europol, Member States, Interpol and EU-related bodies

Hand in hand with the development of SIENA in 2013, Europol will continue to drive the

implementation of the next phase in the Universal Message Format (UMF) programme, whose goal

is to produce a common framework for the structured cross-border information exchange between

law enforcement authorities and thus promote interoperability. Its scope covers cooperation

between MS law enforcement agencies through various channels, e.g. SIS, Prüm, Europol and

Interpol, as well as cooperation between EU law enforcement agencies. Shorter response times,

improved data quality, simplified processes, fewer technical interfaces and resource efficiency are

amongst the benefits of UMF that will hopefully also encourage non-EU Schengen partners (such as

Norway, Iceland, Switzerland and Lichtenstein) to participate in the framework. The same would

4.3. Goal 3: Europol will expand its capabilities as an EU centre for law enforcement expertise

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

3.1 Pioneer new techniques to prevent and combat international serious crime and terrorism User satisfaction28 of key 3.1.1 Enhance the overall crime intelligence picture maintained by Europol with input from non- law enforcement actors

knowledge products, including Europol Platform for Experts

0.7 2.8 O2, C2

3.2 Strengthen the position of Europol as a platform for specialist areas Number of expert areas covered by Europol Platform for Experts Number of active users of Europol Platform for Experts3.2.1 Lead global efforts in combating euro counterfeiting

3.9 7.2 All O Units

29

3.2.2 Augment Europol's position as a central EU platform for capacity building in the fight against violent extremism

28 User satisfaction measured via Europol User Survey or dedicated survey.

29 This KPI is added to reflect the MS perceived relevance of EPE.

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

3.2.3 Establish a European Cybercrime Centre building on Europol's strong capabilities to effectively address the growing threat posed by cybercrime and the criminal misuse of the Internet

30

3.2.4 Fulfil Europol's role in the EU-US TFTP agreement, and prepare to support any future equivalent system in the EU

3.3 Provide expertise and quality training in key law enforcement techniques Satisfaction of participants with training provided by Europol experts3.3.1 In conjunction with CEPOL, develop effective and cost-efficient training in Law Enforcement Techniques for fighting prioritised types of crime

31

2.6 2.3 All O Units

30 As pointed out in the Commission's opinion of 7.5.2012 on Europol's Preliminary Annual Work Programme 2013, the results of an ongoing assessment of the resource implications for the establishment of the Centre are yet unknown and not taken into account in the human and resource allocation for this objective.

31 This includes training organised by Europol and does not include training organised by CEPOL.

Annual Objective 3.1.1 Enhance the overall crime intelligence picture maintained by

Europol with input from non-law enforcement actors

In 2013 the outreach activities will focus on establishing long term strategic partnerships with the

private sector, in accordance with Europol's legal framework (e.g. in regard to data protection) and

security manual. Priority will be given to partnerships with relevant commercial entities to enable:

• - 

  identification and disruption of synthetic drug production and distribution;
• - 

  disruption of trafficking illicit commodities in container form;
• - 

  prevention and detection of cybercrime (e.g. cybercrime reporting platform with industry

and academia);

• - 

  prevention and detection of environmental crime;
• - 

  identification and disruption of counterfeit medicines production and distribution.

By developing these partnerships, by making the supporting technical solutions available and by

improving Open Sources management, the input from non-law enforcement actors will add great

value and complete the intelligence picture in the concerned crime areas.

In the framework of the established cooperation with the private sector, Europol will consolidate its

role in security-related Research and Development projects at EU level, reaffirming the

organisation's commitment to innovation. To this extent Europol will continue its representation at

the Security Advisory Group of the Framework Programme 7 of the European Commission to

To enable Member States to carry out studies on euro counterfeiting, a ready-to-use methodology

will be developed and provided to them. In addition, a counterfeit currency print shop will be

operational at Europol by mid-2012, and used for training purposes in 2013. This is a unique

training service at international level and continued upgrades of the equipment will be sought.

In efforts related to strengthening the protection of euro banknotes and coins, Europol will continue

to partner with the European Commission's anti-fraud office (OLAF), especially in the context of

the PERICLES Programme.

Europol aims to have its technical and forensic support services in the area of forgery of money

and other means of payment accredited in accordance with international standards for laboratories

in 2013.

Annual Objective 3.2.2 Augment Europol's position as a central EU platform for capacity

building in the fight against violent extremism

In contribution to all EU initiatives against political extremism across Europe, Europol will offer its

support capabilities and tailor them to the specificities of this crime phenomenon. The open part of

the Check the Web portal will be integrated into the Europol Platform for Experts, an updated

training offered to First Response Network members and the CBRN Network fully integrated into

the existing EEODN Network.

Annual Objective 3.2.3 Establish a European Cybercrime Centre building on Europol's

strong capabilities to effectively address the growing threat posed by cybercrime and the

criminal misuse of the Internet

The European Commission's proposal to establish a new European Cybercrime Centre at Europol,

which will become the driving force behind the EU's efforts in fighting cybercrime, was endorsed

by the Justice and Home Affairs Council in June 2012. The Centre, which will be operational in

2013, will pool expertise and information, support criminal investigations and promote EU-wide

solutions, while raising awareness of cybercrime issues across the Union. It will ultimately serve as

the European information hub on cybercrime building capacity to combat cybercrime through

training, awareness raising and delivering best practice on cybercrime investigations. In addition, it

will build a multidisciplinary community of experts to combat and prevent cybercrime and online

child sexual abuse.

Preparatory work for the launch of the centre started already in 2012. In 2013, the focus will be on

strengthening Europol's existing analytical and forensic support, as well as operational

coordination services in the cybercrime area. The work of a newly established Programme Board,

acting in an advisory capacity to Europol, will also be supported.

Annual Objective 3.2.4 Fulfil Europol's role in the EU-US TFTP agreement, and prepare to

support any future equivalent system in the EU

Annual Objective 3.3.1 In conjunction with CEPOL, develop effective and cost-efficient

training in Law Enforcement Techniques for fighting prioritised types of crime

In 2013 Europol will focus its efforts on the establishment of online platforms such as webinars

(online seminars) to facilitate training delivery in the most cost efficient way.

Synergies and cooperation with CEPOL will be further explored. Europol will be more involved in

the planning of CEPOL training courses and will continue its support to deliver them. In doing so,

priority will be given to training, which is directly related to the EU's priorities and its related

strategic goals for the fight against organised crime. Mutual cooperation in the production of

training course curricula, Common Curricula and training manuals, especially on prioritised crime

areas, as well as active collaboration in the production of e-learning modules, will also be ensured.

4.4. Goal 4: Europol will grow as a modern, efficient organisation with the best resources, effective governance arrangements and a positive reputation

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

4.1 Strengthen Europol's accountability arrangements Audit recommendations graded as critical/very important implemented by improvement measures within twelve months4.1.1 Automate and centralise compliance and audit management

32

4.1.2 - Improve product and service management

3.3 2.4 All G Units

4.1.3 Prepare for the implementation of the future

Europol Regulation

32 100 % of "critical" recommendations should be implemented within agreed timeline.

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

4.2 Strengthen ICT and business alignment (i) Delivery of services and products in line with agreed SLAs4.2.1 Further improve ICT support services

33

(ii) Delivery of projects and programmes according to targets

34

7.6 5.5 C1, C3, C4

33 This KPI combines availability % of core systems with Europol's ability to handle incidents related to core systems.

34 This KPI measures Europol's capability to manage and deliver projects according to agreed objectives, budget and timeline.

Multi-annual level (Europol Strategy 2010-2014) Annual level (Europol Work Programme 2013)

% of

Strategic Objectives Strategic KPIs Annual Objectives total % of total Responsible

posts budget Units

4.3 Improve the management of Europol's human and financial resources (i) Overall level of job satisfaction (ii) Overall level of staff engagement (iii) Vacancy index at the end of the year4.3.1 Implement efficiency and cost saving initiatives in the context of financial austerity across the EU

35

(iv) Implementation rate of budget commitments (v) Implementation rate of budget payments (vi) Payment rate Carryovers10.0 6.6 O1, G2, C5,

C6

36

(vii) Ratio Carryover/ Financial Accruals

4.4 Build a strong and positive Europol culture and image (i) Europol user survey results on image (Image index rating)

(ii) Europol user survey results on overall satisfaction 4.4.1 Raise awareness of Europol's added value through online communication tools targeting the law enforcement community in the MS

2.8 2.4 G4, G5

35 Vacancy index = Ratio of End of year vacancy rate divided by the Rate of vacancies generated during the calendar year.

36 Distinction made: carryover administrative budget and carryover operational budget, (based on European Court of Auditors).

Annual Objective 4.1.1 - Automate and centralise compliance and audit management

The alignment and coordination of all compliance management activities across the various areas

(data protection, financial, information security, etc) will be ensured in 2013 by means of

automation of their management, delegation to responsible entities and ongoing self-assessment. In

addition, a full organisational roll-out of risk management will be undertaken, to support Europol's

compliance position vis-à-vis Internal Control Standard 6 (Risk Management Process) from the list

of "Internal Control Standards for Effective Management, Requirements and optional Effectiveness

Guidance" of the European Commission.

The use of a dedicated tool will therefore be considered for supporting audit, compliance, risk and

policy management in an integrated way.

A public access management functionality will be made available through another initiative meant

to enhance Europol's transparency and accountability to all stakeholders. This will ensure the

coordinated management of public access requests (internal and external coordination of replies,

monitoring deadlines and responding to the requester) and will include a Europol public access

Internet web-site, which will be populated (also retroactively) with public documents created by

Europol.

Annual Objective 4.1.2 - Improve product and service management

Annual Objective 4.1.3 Prepare for the implementation of the future Europol Regulation

The adoption of a Regulation replacing the Europol Council Decision is a key milestone in

Europol's development as an organisation. Europol will assess any actions and proposals arising

from the independent evaluation of the ECD, as commissioned by the Europol Management Board,

and the consideration of this report by the EU, including any necessary measures that may relate to

possible legislative changes. Once the official legislative proposal is available at the end of 2012,

and in anticipation of the bulk of implementation work that will follow in later years, Europol will

make a preliminary assessment of it and, through consultation with the Member States, undertake

selected actions in order to adapt to any proposed new legal framework when necessary, with a

view to maximising any operational and strategic opportunities it could offer. The efforts

undertaken by Europol in this regard will be reflected in a new organisational strategy, which will

also take into account the EU priorities for the fight against organised crime between 2013-2017.

Whenever requested, the organisation will also provide support for the legislative process in the

Council and European Parliament in the course of 2013.

Annual Objective 4.2.1 Further improve ICT support services

During 2013, Europol will - in addition to improvements to its core systems described under

Strategic Objective 2.3 above keep on delivering timely and effective technical solutions for

supporting the business needs via an ICT capability that is fully aligned with the organisational

Strategy.

Network upgrade to confidential level is the main initiative on the list with significant external

impact for stakeholders. After preparations and stakeholder consultations in 2012, implementation

will start in 2013 of confidential data processing on the Europol Law Enforcement Network.

Annual Objective 4.3.1 Implement efficiency and cost saving initiatives in the context of the

EU economic situation

Since the economic crisis has increased pressure on MS budgets and as a consequence on the

EU's General Budget, Europol will be proactive and try its utmost to achieve efficiency and cost

savings in 2013.

The implementation of the new corporate HR Strategy will provide the framework for more

efficient staffing. This will result in efficiency savings and a streamlining of the organisational

structure. Furthermore, the establishment of an integrated service centre will be considered, to serve

as a dedicated point of reference for all facilities and ICT matters, including specific services in the

area of HR and finance. Procurement process improvements will also take place. Electronic

workflows and records management will be introduced, thereby enabling Europol to move closer to

a "paperless administration". At the same time, business intelligence for management decision-

making will be structured better (in a new Intranet portal), allowing for easier prioritisation and

resource distribution, by making use of dashboards covering, amongst others, operational

performance information, as well as resource management information.

Annual Objective 4.4.1 - Raise awareness of Europol's added value through online

communication tools targeting the law enforcement community in the MS

Europol's success is dependent on how well the organisation is able to reach an increasing

audience, which implies becoming better at targeting the law enforcement community in the MS. In

that sense, reasonable and cost effective measures aimed at raising awareness of Europol's added

value should be supported.

Given the accessibility, spread, use and impact of online social media, Europol will develop a

policy for social media features on its Internet website based on a proposal agreed by the

Management Board. Due to the unpredictable nature of crime, 24/7 social media coverage will

guarantee that relevant and up-to-date information about operational support and outcomes is

communicated to all stakeholders.

Stronger engagement of investigators in the MS will further be made possible by making use of a

dedicated platform, which will ensure a constant supply of news articles. Guest speakers offer

another opportunity to "spread the Europol message" and their service as "multipliers" will be

explored.

Part of the success of awareness-raising will depend on the preparedness of operational staff to deal

with media and related tasks. Therefore, emphasis will be placed in 2013 on training operational

Annex A Overview of Resource Allocation37

Goal / Activity % of total % of total

posts38 39 - budget40

Goal 1: Europol will function as the principal EU support centre for law enforcement operations

20.6 27.5

Goal 2: Europol will become the EU criminal information hub 20.4 12.7

Goal 3: Europol will expand its capabilities as an EU centre for law enforcement expertise

41 7.2 12.3

Goal 4: Europol will grow as a modern, efficient organisation with the best resources, effective governance arrangements and a positive reputation

23.7 16.8

Directorate and assistants 2.2 1.9

Training of staff n.a. 0.7

Security

including physical and ICT security

6.2 4.2

Internal governance, management and

administration

including coordination, line management and administrative function needs

9.2 6.4

Ongoing management and support activities related to Goals 1

2 3-4 Support activities

including programme and project support, process and quality management, legal advice, external governance facilitation, property- and building- related, administrative, postal and telecom needs, logistics and conference facilities

8.1 13.7

Data Protection Office 1.2 1.3

Internal Audit Function 0.5 0.8

Joint Supervisory Body n.a. 0.5

Annex B Overview of critical risks and mitigating measures

In 2010, in line with Europol's business planning, Europol started to develop an organisational

wide, corporate risk management process. This aims to aggregate risks (including the related

responses) at organisational level. In doing so, Europol expands risk management from a vertical

(e.g. in units or projects) to a horizontal perspective (corporate, organisational wide view), thus

meeting the Internal Control Standard (ICS) Nº 6 of the Commission, "Risk Management Process",

which foresees that an organisation should at least once a year, as part of the annual business

planning, consider risks (including the related responses). The process, of course, does not exclude

an approach whereby time critical or high impact risks are addressed immediately by the

organisation. Thus, corporate risks are being considered internally by Europol on a monthly basis.

For Europol, a risk is an uncertain event or set of events that, should it occur, would have an effect

on the achievement of objectives related to the annual business planning (i.e. Work Programme),

therefore having influence on the delivery of the Europol Strategy 2010 2014. This means that

risks can be understood in two dimensions: Threats (expected negative effect on a business

objective) or opportunities (expected positive effect on a business objective). Both types of risk

those identified as threats and opportunities are listed below. The overview only shows critical

risks.

A critical risk is defined as a potential event or set of events in the future where the impact of the

(1) Overview of threats (risks which could have a negative effect on the annual business planning)

Given the current risk exposure concerning the business planning, the following critical risks (threats) are identified for the 2013 planning:

Ref. Response

nº Risk description (cause, event and effect) Objectives

concerned type42 - Response measures

01 Europol, in particular through the new AWF concept (which will have been launched in 2012), cybercrime and financial intelligence capabilities, as well as regional support activities, will not deliver a unique set of operational support services according to MS' expectations and needs of frontline investigators, due to the lack of: 1.1.1

1.2.1

1.3.1

2.2.1

2.2.2

3.2.3

3.3.1

4.1.2 4.4.1 Share · Specific satisfaction surveys on analysis and/or operational support received by MS and key partners;

· Promotion and dissemination of Europol's key products and services, reinforced quality focus for AWF support;

·

· Proactive engagement by ENUs at national level to ensure maximum cooperation between Europol and MS law enforcement authorities

Member States' (MS) preparedness to share live investigative data on a daily basis with Europol, reflecting a negative perception of Europol's capabilities as an operational partner;

·

· Strong Liaison Bureaux involvement through the 24/7 Operational Centre;

A clear definition of the intended output(s), because core processes, in particular concerning the new AWF concept and regional support activities, are not fully established or embedded in the daily work throughout 2012;

· Focus of activities on the eight (8) priority areas identified in the EU Policy Cycle;

·

· Dedicated awareness sessions will be instigated by Europol to ensure that all relevant stakeholders understand the benefits and opportunities of the re-designed AWFs;

-

Required automated search capabilities across relevant Europol systems in Europol (given budget and capacity constraints);

· Adequate resources in 2013 for joint investigation activities and Europol (no new posts will be available in 2012 and 2013, "zero- growth" period); ·

Specific training on law enforcement techniques, also making use of online communication tools;

·

· A dedicated objective in 2013 will ensure improved product and service management: Core processes are continuously being refined, detailing standardised outputs (products and services) this also includes Europol's cybercrime and financial intelligence capabilities, AWFs and `mobile office' services;

-

Awareness of, or sufficient trust in, Europol's services, given the re-design of AWFs and related information flows;

· Clear responsibilities and participation of other EU agencies involved in the concerned operational work.

· ·

MS take up responsibility to submit live investigative data and communicate the opportunities Europol can offer at national level;

· The close cooperation among the Justice and Home Affairs (JHA) agencies will be expanded further.

42 Threat risk type responses are: Reduce (pro-active actions are undertaken to minimise the probability or impact; the responsibility for the risk effect(s) and response measure(s) stay with Europol); Remove (changing the scope of the business objective concerned); Transfer (a third party takes responsibility for the risk); Retain (conscious and deliberate decision to accept the risk and, especially, the possible effect(s) on the business objective); Share (the responsibility for the risk effect(s) and risk response measure(s) are shared between the involved parties, i.e. Europol and Member States take responsibility for certain aspects of the risk).

Ref. Objectives Response

nº Risk description (cause, event and effect)

concerned type43 - Response measures

02 The supporting elements for the new Serious Organised Crime Threat Assessment (SOCTA) will not be finalised in time throughout 2012, for Europol to deliver the first EU SOCTA by March 2013, thus leading to an incomplete picture of the most significant criminal threats impacting the EU and related fragmented operational plans, given that: 2.1.1 2.2.1 Share · The Council agreed a clear plan which is closely monitored by COSI and MS;

· Europol is aware of the change impact, focussing its annual objectives (1.2.2, 2.1.1 and 2.2.1) for 2013 on the SOCTA delivery, the implementation of the

OAPs of the EU policy cycle

·through the improved AWF framework, as well as operations addressing the priorities of the EU Policy Cycle

The new policy cycle and the implied change activities to arrive at the SOCTA, as agreed by the Council;

44, are delayed regarding · The Europol Work Plan for 2012 (detailing the Work Programme for 2012), and the related quarterly performance reviews within Europol, will guarantee effective monitoring concerning the SOCTA delivery and OAP implementation.

-

their overall implementation;

· The implementation of the Operational Action Plans (OAPs) in 2012 will not meet the expected results in the bi-annual monitoring by COSI (to commence in 2012);

· The customer requirements, agreed in 2011, are not specific enough to deliver a SOCTA which is `fit for purpose', because the validation of the SOCTA methodology by June 2012 (in the context of the OAP implementation) could lead to additional requirements for the delivery of SOCTA by March 2013;

· The implementation of the significant changes of the SOCTA policy cycle (compared to the Organised Crime Threat Assessment (OCTA) established in 2005) takes longer than envisaged.

43 Threat risk type responses are: Reduce (pro-active actions are undertaken to minimise the probability or impact; the responsibility for the risk effect(s) and response measure(s) stay with Europol); Remove (changing the scope of the business objective concerned); Transfer (a third party takes responsibility for the risk); Retain (conscious and deliberate decision to accept the risk and, especially, the possible effect(s) on the business objective); Share (the responsibility for the risk effect(s) and risk response measure(s) are shared between the involved parties, i.e. Europol and Member States take responsibility for certain aspects of the risk).

44 Council Secretariat file nº 15358/10 COSI 69 ENFOPOL 298.

Ref.

nº Risk description (cause, event and effect) Objectives Response

concerned type43 - Response measures

03 The further development of key core systems in 2013 and related (support) activities leads to a risk profile regarding the production of the deliverables on time and within the budget margins, especially in view of the: 1.3.2

2.2.2

2.2.3

2.3.1

2.3.2

3.2.3

3.2.4

4.1.1 4.2.1 Reduce · The Strategy Implementation Portfolio (SIP) of Europol is closely monitored by Europol, in order to identify deviations from the planning and budget availability in a pro-active manner;

· Delivery of the new generation of the Europol Analysis System (EAS); · Focused compliance management activities (objective 4.1.1 in 2013) will address the aspect of enhanced security arrangements in all relevant dimensions (physical, technical, personnel etc.);

· Formal integration of the FIU.NET Bureau into Europol;

· Further development of SIENA (user-need driven functionalities and confidential level evolution, cross-matching); · A dedicated objective in 2013 (4.2.1) will support network security improvements and an upgrade to the level of `EU Confidential';

· Improved interoperability between the data processing systems of Europol, MS, Interpol and EU related bodies;

· Europol will address the aspect of enhanced security capabilities as an input to the list of change requirements concerning the Europol Regulation.

· Role of Europol in future EU US TFTP cooperation arrangements;

· Increased technical support and data flow resulting from maximised operational cooperation with third parties;

· Delivery of strong capabilities to effectively address the growing threat posed by cybercrime and the criminal misuse of the Internet;

·

· Automation of compliance and audit management;

Expanded ICT support services in general.

Resulting from this, the increasing operational profile of Europol, handling MS and third party competent authorities' sensitive data, calls for enhanced security capabilities for Europol.

Ref. Objectives Response

Risk description (cause, event and effect) Response measures

nº concerned type45

04 Europol is approached by various key stakeholders, including the political level, to implement ad hoc requests. Performing the resulting tasks reduces the resources available for the achievement of the objectives in the agreed Work Programme for 2013 and the Europol Strategy 2010 2014. All Reduce · Europol establishes robust planning as well as performance measurement processes, the annual Europol Work Plan is closely monitored along the quarterly performance reporting;

objectives

· The Director and the MB work closely together to manage external strategic expectations of Europol.

· Europol will implement efficiency and cost saving initiatives to also respond to ad hoc priority needs (objective 4.3.1 in 2013).

· As part of its improved product and service management (objective 4.1.2 in 2013), Europol seeks to refine an organisational demand management process which will be introduced in 2012 and will contribute to ensure appropriate reprioritisation where required, in consultation with the concerned stakeholders and assurance providers (such as the Europol MB).

45 Threat risk type responses are: Reduce (pro-active actions are undertaken to minimise the probability or impact; the responsibility for the risk effect(s) and response measure(s) stay with Europol); Remove (changing the scope of the business objective concerned); Transfer (a third party takes responsibility for the risk); Retain (conscious and deliberate decision to accept the risk and, especially, the possible effect(s) on the business objective); Share (the responsibility for the risk effect(s) and risk response measure(s) are shared between the involved parties, i.e. Europol and Member States take responsibility for certain aspects of the risk).

(2) Overview of opportunities (risks which could have a positive effect on the annual business planning)

Given the current risk exposure concerning the business planning, the following critical risks (opportunities) are identified for the 2013 planning:

Ref. Objectives Response

Risk description (cause, event and effect) Response measures

nº concerned type46

01 COSI will continue to coordinate MS' demand for operational support more effectively. As a result of this, Europol will become the key agency in the EU's improved internal security architecture which will be developed by COSI throughout 2012, making best use of its improved information capabilities and unique legal framework to process personal data in analysis work files. Goals 1 3 Enhance · Europol will continue to be closely associated to the COSI meetings in 2012 with a standard observer status.

· The SOCTA methodology supports a central role of COSI and Europol.

It should be noted that the critical risks, in terms of threats and opportunities, represent a "snapshot" moment in time. The risks described will be

integrated into the risk register as part of the corporate risk management process during 2012. This will ensure that the risks are regularly assessed and

amended where required. The Europol MB will be informed of any significant change to the risks presented with this document.

46 Threat risk type responses are: Reduce (pro-active actions are undertaken to minimise the probability or impact; the responsibility for the risk effect(s) and response measure(s) stay with Europol); Remove (changing the scope of the business objective concerned); Transfer (a third party takes responsibility for the risk); Retain (conscious and deliberate decision to accept the risk and, especially, the possible effect(s) on the business objective); Share (the responsibility for the risk effect(s) and risk response measure(s) are shared between the involved parties, i.e. Europol and Member States take responsibility for certain aspects of the risk).

Annex C Overview of planned procurement activities47

In 2013, Europol estimates that the global budgetary envelope reserved for procurements will be

approximately 24.54 million, or 28% of the agency's overall expenditure.

Within the global budgetary envelope reserved for procurements, Europol purchases its goods

and/or services via procurement channels as appropriate, including Direct Contracts, (European)

Framework Contracts, Specific Contracts, Purchase Orders (Order Forms) and Service Level

Agreements, of which currently (November 2011) 30 Direct Contracts, 119 Framework Contracts,

52 Specific Contracts are active.

In respect of the following table:

• - 

  The first column presents an indicative list of the major procurement initiatives and services,

in terms of either their estimated value and/ or high priority;

• - 

  The amounts presented in the second column reflect the estimated effect on the budget 2013

and thus not the total value of the relevant (framework) contracts:

• - 

  The term "launching the procurement" in the third column is understood as purchasing the

goods and/or services.

Estimated Indicative

Main procurement initiatives value for time frame for

(subject in generic terms) 2013 launching the Type of contracts

(euro) procurement

ICT Initiatives

Identity and Access Management

system evolution

software and integration services

0.4M Q1-Q2 Various framework contracts

European Platform for Experts

evolution

integration services

0.4M Q1 Framework contract for IT services

SIENA evolution

integration services

0.4M Q1 Framework contract for IT services

Network security improvements

hardware, software and integration services

0.4M Q1-Q2 Various framework and specific contracts

Upgrade of Secure Network to

Confidential level

hardware, software and integration services

1.28M Q1-Q2 Various framework and specific contracts

Interoperability and cross-

matching developments

software and integration services

0.5M Q1 Framework contract

Document Management System

evolution

software and integration services

0.6M Q1 Framework contract

New Europol Analysis System

evolution

software and integration services

0.5M Q1-Q2 Framework contract

Operational software upgrades

software and integration services

0.5M Q2-Q4 Various framework and specific contracts

Estimated Indicative

Main procurement initiatives value for time frame for

(subject in generic terms) 2013 launching the Type of contracts

(euro) procurement

Data Centre Services

hardware, software, engineering services

0.9M Q2-Q4 Various framework contracts

Client Computing Service

Hardware, software, engineering services

0.65M Q3-Q4 Various framework contracts

Maintenance of Hardware and

Software

software and integration services

2.9M Q1-Q4 Various framework and specific contracts

Other initiatives and services

Staff related expenditure, excluding salaries and allowance (recruitment, training, catering and catering equipment, medical services, sports and social events, costs for trainees)

1.9M Q1 Various framework and specific contracts

Building related expenditure (energy, cleaning, insurance, maintenance, security and other equipment, etc.)

3.2M Q1-Q4 Various framework and specific contracts

Car park (purchase, maintenance, insurance, etc.)

0.2M Q1-Q4 Various specific contracts

Travel expenditure for missions;

reimbursement of travel costs of participants to operational and governance meetings

2.2M Q1-Q4 Specific contract

Interpretation in operational and governance meetings

1.6M Q1-Q4 Specific contract

Annex D Europol Organisational Chart