Eurojust single programming document 2018- 2020.
Date: 2019-06-26
Institutions: European Union Agency for Criminal Justice Cooperation
Subjects: EU Member State, EU police cooperation, Eurojust, area of freedom, security and justice, cooperation policy, criminal law, exchange of information, fight against crime, information network, information security, international security, judicial cooperation, judicial cooperation in criminal matters in the EU, organised crime

Programming Document 2018 – 2020

EUROJUST 
PROGRAMMING DOCUMENT 
Period 2018 – 2020 

SPD 2018-2020  - 12.12.2017 

1 

 
 
 
 
 
 
 
 
 
Table of Contents 

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

Foreword ............................................................................................................................................. 4 

List of Acronyms .................................................................................................................................. 5 

Mission Statement .............................................................................................................................. 7 

Section I 

Influencing Factors .......................................................................................................... 8 

Section II    Multi-annual Programming ....................................................................................... 11 

1.  Multi-annual Objectives ........................................................................................................ 11 

2.  Multiannual Programme ....................................................................................................... 12 

2.1 

Strategic Action Areas ....................................................................................................... 12 

Strategic Action Area 1 – Operational Work ............................................................................. 12 

Strategic Action Area 2– Strategic Work ................................................................................... 13 

Strategic Action Area 3– Organisational Development and Support ....................................... 14 

3.  Human and financial resource outlook for years 2018-2020 ............................................... 15 

3.1 

3.2 

Overview of the past and current situation .................................................................. 15 

Resource programing for 2018-2020 ............................................................................ 17 

Conclusion on evolution of resources compared to the Commission Communication 

3.3 
2014-2020 ................................................................................................................................. 30 

Section III  Work Programme 2018 ................................................................................................. 35 

1. 

Executive Summary ............................................................................................................... 35 

2.  Approach ............................................................................................................................... 36 

3.  2018 Assumptions ................................................................................................................. 40 

4.  Annual Organisational Activities 2018 .................................................................................. 41 

Annex I 

Resources allocation per activity .............................................................................. 68 

Annex I-A     Overview of requests to Eurojust in main EU Strategic Documents ........................ 69 

Annex I-B     Legal obligations for Eurojust relevant to policy work as laid down in EU legal 
instruments ................................................................................................................................... 95 

Annex II 

Financial Resources ................................................................................................. 103 

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Human Resources (Quantitative) – Staff population and its evolution. Overview of 
Annex III-A 
all categories of staff ................................................................................................................... 108 

Annex III-B 

Human Resources (Qualitative) .......................................................................... 110 

Annex IV ...................................................................................................................................... 111 

Annex IV-A   Recruitment Policy .......................................................................................... 111 

Annex IV-B   Appraisal of Performance and Reclassification/Promotion ............................ 114 

Annex IV-C   Mobility Policy ................................................................................................. 117 

Annex IV-D   Gender and Geographical Balance .................................................................. 118 

Annex IV-E  

Schooling ......................................................................................................... 120 

Annex V 

Building Policy ......................................................................................................... 122 

Annex VI 

Privileges and Immunities ....................................................................................... 123 

Annex VII  Evaluations .............................................................................................................. 125 

Annex VIII 

Risks..................................................................................................................... 126 

Annex IX   Procurement Plan for 2018 ..................................................................................... 127 

Annex X 

Organisation Chart (valid until 31.12.2016) ............................................................ 128 

Annex XI  New organisational structure 2017 (valid as of 01.01.2017) .................................. 131 

Annex XII  New organisational structure 2018 (from Q2 2018 onwards) ................................ 132 

Annex XIII 

Eurojust Grants ................................................................................................... 133 

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Foreword 

The European Union is facing serious challenges in the upcoming years. Long-lasting economic 
malaise and dissatisfaction among citizens in Member States are leading to substantial changes 
in the political and security landscape. 

In  this  demanding  context,  Eurojust  is  called  upon  to  increase  its  contribution  to  the  fight 
against new and emerging threats affecting the European Union and its citizens, mainly arising 
from terrorism and the phenomena of foreign terrorist fighters, illegal immigrant smuggling and 
cybercrime. 

A  meaningful  response  to  these  threats  must  include  effective  prosecution  of criminals  across 
Europe,  ensuring  a  well-functioning  criminal  justice  system.  In  this  landscape,  Eurojust  is 
playing a crucial role, as shown by the increasing number of operational cases coordinated by 
Eurojust, and of coordination meetings and coordination centres organised every year. 

The budget 2018 reflects the financial and human resources required to perform this increasing 
operational activity and to meet the growing demands for assistance from national authorities. 

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4 

 
 
 
 
List of Acronyms 

ABAC  

ABB 

ABM 

AOA 

AR 

AWP 

CA 

CAAR 

Accounting system of the 
European Commission 

Activity Based Budget(ing) 

Activity Based Management 

Annual Organisational 
Assumptions 

Annual Report 

Annual Work Programme 

Contract Agent 

Consolidated Annual Activity 
Report 

CEPOL  

European Police College 

CIF 

CMS 

COSI 

CSDP 

EU CTC 

EASO 

EC3 

EDPS 

EEAS 

eHR 

EIO 

EJN 

EJTN 

eMS 

EMCDDA 

EMPACT 

Case Information Form 

Case Management System 

Standing Committee on 
Operational Cooperation on 
Internal Security 

Common Security and Defence 
Policy 

European Counter-Terrorism 
Coordinator 

European Asylum Support 
Office 

European Cybercrime Centre 

European Data Protection 
Supervisor 

European External Action 
Service 

Electronic Human Resource 
System 

European Investigation Order 

European Judicial Network 

European Judicial Training 
Network 

Electronic Management System  

European Monitoring Centre 
for Drugs and Drug Addiction 

European Multidisciplinary 
Platform against Criminal 
Threats 

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5 

ENCS 

EPPO 

eRec  

EU 

eu-LISA  

Eurojust National Coordination 
System 

European Public Prosecutor’s 
Office 

Electronic administrative 
performance monitoring tool 

European Union 

European Agency for the 
operational management of 
large-scale IT systems in the
area of freedom, security and 
justice 

EUNAVFOR MED 

EUROSUR  

FRA 

FRONTEX 

FTE 

FTF 

fYROM 

ICC 

ICS 

J-CAT 

JHA 

JITs 

EU Naval Force Mediterranean 

European External Borders 
Surveillance System 

EU Agency for Fundamental 
Rights 

European Agency for the 
Management of Operational 
Cooperation at the External 
Borders of the Member States 
of the European Union 

Full Time Equivalent 

Foreign Terrorist Fighters 

former Yugoslav Republic of 
Macedonia 

International Criminal Court 

Internal Control Standard(s) 

Joint Cybercrime Action Task 
Force 

Justice and Home Affairs 

Joint Investigation Teams 

JOT-MARE 

Joint Operational Team Mare 

JSB 

KPI 

MAS 

MENA 

MoU 

MLA 

MFF 

Joint Supervisory Body 

Key Performance Indicator 

Multi-Annual Strategy 

Middle East, North African 
countries 

Memorandum of 
Understanding 

Mutual Legal Assistance 

Multi-annual Financial 
Framework 2014-2020 

MSPP 

Multi-annual Staff Policy Plan 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
OLAF 

OSR 

PIF 

SLA 

SNE 

SOCTA 

TA 

TE-SAT 

Office européen de Lutte Anti-
fraude 

(EU Anti-Fraud Office) 

Organisational Structure 
Protection des intérêts 
Review 
financières

 (Protection of the 

financial interests of the 
European Union) 

Service Level Agreement 

Seconded National Expert 

Serious Organised Crime 
Threat Assessment 

Temporary Agent 

Terrorism Situation and Trend 
Report 

Business Units of Eurojust 

BFP 

CAU 

CLS 

CSU 

DPO 

EJN  

GEN  

HRU 

IMU 

JIT 

LS  

NDS 

OAD  

OoP  

PPR  

Budget, Finance and 
Procurement Unit 

Case Analysis Unit 

College Secretariat 

Corporate Services Unit 

Data Protection Office 

EJN Secretariat 

Genocide Network Secretariat  

Human Resources Unit 

Information Management Unit 

JITs Network Secretariat  

Legal Service 

National Desk Support 
(Administrative/SNE) 

Office of the Administrative 
Director 

Office of the President 

Press & Public Relations 
Service

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Mission Statement 

Eurojust’s mission is to support and strengthen coordination and cooperation between national 
authorities in the fight against serious and organised cross-border crime affecting the European 
Union. 

Eurojust’s  vision,  within the  Area  of  Freedom, Security  and  Justice, is  to  develop  and  enhance 
judicial cooperation, coordination and mutual trust in the European Union in the fight against 
serious and organised cross-border crime and terrorism. Eurojust will achieve this vision by: 

- 

- 

- 

- 
- 

Improving  the  coordination  of  investigations  and  prosecutions,  by  bringing  together 
judicial and law enforcement authorities from Member States and third States. 
Responding  to  requests  for  assistance  from  the  competent  authorities  of  the  Member 
States, providing high-quality legal expertise and advice to ensure excellent operational 
results; 
Continuing  to  develop  as  the  centre  of  judicial  and  legal  expertise  in  the  European 
Union, providing advice to stakeholders based on operational experience, and input to 
European Union policy makers in matters of judicial cooperation; 
Providing funding and expertise for the setting up and operational needs of JITs; and 

Continuing  to  develop  and  be  recognised  as  a  professional  EU  organisation  with  a 
positive reputation

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Section I 

Influencing Factors 

Eurojust  has  identified  a  number  of  influencing  factors  expected  to  have  an  impact  on  the 
operational work of Eurojust from 2018 onwards:  

•  New Eurojust Regulation 

The  Eurojust  Regulation  will  streamline  Eurojust’s  functioning  and  structure  to  enable  the 
College and the National Members to better focus on their operational tasks. A new Executive 
Board,  which  will  include  a  member  of  the  Commission,  will  assist  the  College  in  its 
administrative tasks. There will be the switch from supervision by the Joint Supervisory Body to 
external supervision by the European Data Protection Supervisor. 

Upon adoption of the Eurojust Regulation, Eurojust will need to review all necessary legal acts, 
processes  and  procedures  to  ensure  conformity.  In  the  period  covered  by  this  Programming 
Document, the focus will be on implementing the related technical and organisational changes. 

•  EPPO Regulation 

The  Regulation  establishing  the  EPPO  was  adopted  by  enhanced  cooperation  on  12  October 
2017. The expected close interaction between the EPPO and Eurojust will have a cross-cutting 
impact  on  Eurojust  from  2018  onwards.  Despite  the  uncertainties  that  an  EPPO  by  enhanced 
cooperation would entail regarding working methods and practical arrangements, the nature of 
their mandates implies that Eurojust and the future EPPO will need to work closely together. In 
2018,  Eurojust  expects  to  undertake  actions  to  define  and  develop  this  cooperation.  The 
Eurojust  Strategy  2018-2020  and  the  Work  Programme  2018  will  be  adjusted  depending  on 
progress with the implementation of the EPPO Regulation.

•  New Europol Regulation 

The  new  Europol  Regulation  entered  into  force  on  1  May  2017,  involving  revised  powers  for 
Europol  and  a  number  of  changes  with  an  impact  for  Eurojust.  The  new  Europol  Regulation 
results  in  an  increased  flow  of  operational  information  between  the  two  agencies,  further 
enhancing  close  cooperation  between  them.  Additionally,  Eurojust  and  Europol  will  need  to 
jointly establish the rules and conditions for the applications for JITs funding to ensure sound 
financial management and efficient support to national authorities. Eurojust will also continue 
to work closely with Europol, providing input into strategic products, participating in EMPACT 
and ensuring coordinated judicial follow-up in all areas falling within Europol’s mandate. 

•  New Frontex Regulation 

On 14 September 2016, the new Frontex Regulation was adopted; it entered into force in full on 
7 January 2017. This Regulation provides that within the respective mandates of the agencies 
concerned,  Frontex  and  Eurojust  shall  cooperate  and  provide  support  to  Member  States  in 
circumstances requiring increased technical and operational assistance at the external borders 
in  the  fight  against  organised  cross-border  crime  such  as  illegal  immigrant  smuggling, 
trafficking  in  human  beings  and  terrorism.  The  new  Frontex  Regulation  may  result  in  an 
increased flow of operational information to Eurojust, enhancing the close cooperation. 
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•  New EU Data Protection (DP) Package 

The  new  EU  DP  package  entered  into  force  in  2016  and  is  applicable,  from  May  2018,  to  the 
national authorities with whom Eurojust works. The new Data Protection Directive will have a 
major  impact  on  the  way  the  Member  States  deal  with  personal  data  in  the  area  of  law 
enforcement.  The  Data  Protection  Directive  will  have  consequences  for  Eurojust  when  it 
receives and exchanges information from and to the Member States (MS), e.g. the modalities to 
deal with the data subjects’ rights, transfers to third States, etc. Member States will need to work 
more on DP to attain a level clearly higher than the Framework Decision

•  EU Strategy on Justice and Home Affairs 

1
. 

2
Numerous EU Strategies and Action Plans
 contribute to setting the priorities of Eurojust, such 
as:  (1)  the  European  Agenda  on  Security,  (2)  the  Renewed  EU  Internal  Security  Strategy 
Implementation, (3) the European Agenda on Migration, (4) the EU Action Plan against Migrant 
Smuggling, (5) the EU Policy Cycleand EU crime priorities for the upcoming cycle between 2018 
and  2021  (SOCTA  2017),  and  a  number  of  obligations  stemming  from  EU  legal  instruments, 
which emphasize the necessity for: 

- 

- 
- 

closer frontline judicial cooperation and coordination in combating serious cross-border 
crime; 
intensified information-sharing; and 
best  possible  use  of  judicial  cooperation  instruments  to  facilitate  investigations  and 
prosecutions, and ultimately convictions of criminals. 

•  New EU legal instruments in the area of judicial cooperation in criminal matters

Eurojust is expected to play a key role in advising the Member States on the implementation of 
the Directive on the European Investigation Order (2014/41/EU) (the EIO Directive). The EIO 
Directive  replaces several  existing  laws  and  judicial  cooperation  instruments  dealing  with  the 
transfer  of  evidence  between  Member  States.  The  deadline  for  transposing  the  EIO  Directive 
was  22  May  2017.  Eurojust  will  play  an  active  role  in  facilitating  the  execution  of  the  EIO 
Directive and support national authorities when encountering difficulties with the new system, 
particularly if the transposition deadline is not met by all Member States. 

Eurojust will continue to support Member States in the use of all available tools and instruments 
of judicial cooperation, and to advise the Commission as requested on the practical operation of 
such tools and possible improvements. 

•  Revised Multi-Annual Financial Framework of the EU 2021-2027

The upcoming negotiations for the EU Multi-Annual Financial Framework 2021-2027 create an 
opportunity  for  Eurojust  to  advocate  a  strengthening  of  Eurojust  in  terms  of  financial  and 
human resources taking into account increasing expectation towards Eurojust to play a stronger 

1

  Especially  on  issues  such  as  time  limits  for  storage  and  review,  distinction  between  different  categories  of  data 
subject, security, privacy by design and default (in some cases even obligatory data protection impact assessment), 
rights of the data subjects (right to information, no ‘neither deny nor confirm’ answer by default in the right of access 
request cases), the strengthened role of the DPOs, the strengthened powers of the national DPAs.
2
 See full list in Annex I.A  ‘Overview of requests to  Eurojust in main EU Strategic  Documents’  and Annex I.B ‘Legal 
Obligations for Eurojust relevant to policy work as laid down in the EU Legal Instruments’. 
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9 

 
 
 
 
 
 
                                                           
role in ensuring close judicial cooperation and coordination in cross-border criminal matters in 
the  European  Union,  particularly  in  the  EU  priority  crime  areas  of  terrorism,  cybercrime  and 
migrant smuggling. 

•  Decisions on allocation of budgetary and human resources in a changing 

environment

A  stringent  budgetary  climate  and  continued  pressure  on  Eurojust’s  limited  resources  have 
prompted  Eurojust  to  optimise  its  financial  and  human  resources  with  a  view  to  ensuring 
maximum efficiency and effectiveness in the fulfilment of its mission. The proposed reduction of 
staff and budget will have an impact that can be minimised by adopting the correct decisions on 
the prioritisation of tasks and activities. Implementing a model for resource capacity planning 
and alignment of resources to priorities will be crucial. 

•  UK notification to withdraw from the European Union 

Following the 23 June 2016 UK referendum, on 29 March 2017 the UK Prime Minister formally 
notified  the  European  Council  of  the UK’s  intention  to  withdraw from  the European  Union, as 
provided  for  by  Article  50  of  the  Treaty  on  the  Functioning  of  the  European  Union.  At  the 
General  Affairs  Council  of  22  May  2017,  the  Council  authorised  the  opening  of  the  exit 
negotiations with the UK. Negotiation rounds are currently ongoing. 

Until  the  negotiations  are  concluded,  the  type  of  relationship  the  UK  will  have  with  the 
European  Union  is  unclear.  Eurojust  will  need  to  monitor  the  negotiations  on  the  UK’s 
withdrawal  and  consider  the  possible  impact  on  its  relationship  with  the  UK  and  operational 
work more broadly in 2018. 

In 2016, the UK was involved in 373 cases, both UK as requesting country (111 cases) and UK as 
requested  country  (262  cases),  representing  15%  of  Eurojust’s  total  casework.  Of  the  250 
coordination meetings held in 2016, 72 involved the UK Desk: 24 as organising country and 48 
as participating country, representing 28.8% of Eurojust coordination meetings in 2016. 

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Section II    Multi-annual Programming 

 1.  Multi-annual Objectives 

The Multi-annual Plan of Eurojust for the period of 2016 -2018 as adopted by the Management 
Board defines the strategic objectives for each of the three strategic goals as follows: 
STRATEGIC OBJECTIVES 2016-2018 
GOAL 1 - 
OPERATIONAL 
WORK 

Strengthen the position of Eurojust as the centre for operational 
judicial cooperation 

1.1

1.2

Provide  dynamic  and  quality  support  to  national  authorities  in 
judicial cooperation and coordination 

1.3

Operationally contribute to the EU policy cycle for organised and 
serious international crime 

1.4

Strengthen the operational information management capabilities 
of Eurojust 

GOAL 2 -  
STRATEGIC 
WORK 

1.5

Reinforce operational cooperation with key partners 

2.1 Contribute to the improvement of EU action in judicial 
cooperation in criminal matters 

2.2 Strengthen the pivotal role of Eurojust in joint investigation teams 

2.3 Strategically contribute to the European Union policy cycle for 
organised and serious international crime 

2.4 Enhance strategic cooperation with stakeholders and partners in 
the Area of Freedom, Security and Justice 

3.1 Ensure timely internal preparation for implementing 
organisational change 

3.2 Ensure the delivery of excellent support services 

GOAL 3 - 
ORGANISATIONAL 
DEVELOPMENT 

Eurojust did not adopt key performance indicators at the strategic level for its MAS 2016-2018. 
The  assessment  of  progress  and  performance  is  thereby  through  KPIs  of  the  corresponding 
annual  organisational  activities  determined  for  the  annual  programming,  as  well  as  at  the 
operational  level  for  the  objectives  of  each  unit  and  service.  In  2017,  Eurojust  will  have 
reviewed  its  strategy  and  vision  for  2019-2021  to  continue  to  contribute  to  a  safer  European 
Union by successfully supporting the Member States with coordination and cooperation in the 
fight against cross-border organised crime. 

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11 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
2.  Multiannual Programme  

2.1 

Strategic Action Areas 

In accordance with the guidelines to the Programming Document, terminology required in the 
Programming Document may be equated to that in use at the agency. In this context, Eurojust’s 
strategic  action  can  be  equated  to  its  three  strategic  goals  containing  the  related  strategic 
objectives,  namely  operational  work,  strategic  work  and  organisational  development  and 
support. 
Strategic Action Area 1 – Operational Work 

Strategic Goal 1 adopted by the Management Board of Eurojust states 

‘Eurojust will function as the centre for operational judicial support in the European Union, 
proactively fostering and facilitating the cooperation and coordination of the competent 
authorities of the Member States in serious cross-border crime cases, providing high-quality 
services and advice responsive to stakeholders’ needs and achieving excellent operational 
results.’
Strategic Objective 1.1 - Strengthen the position of Eurojust as the centre for operational 
The multi-annual objectives in this regard further define the action areas. 
judicial cooperation and coordination by 

• 

• 

Encouraging  the  referral  of  complex  cross-border  crime  cases  and  relevant  case-related 
information to Eurojust and offering operational and legal expertise, particularly on judicial 
cooperation  and  mutual  recognition  instruments  such  as  Mutual  Legal  Assistance,  the 
European Arrest Warrant, the European Investigation Order and joint investigation teams; 
and 

Making full use of the possibilities offered by the Eurojust National Coordination Systems in 
Strategic Objective 1.2 – Provide dynamic and quality support to national authorities in 
the Member States.  
judicial cooperation and coordination by 

• 

• 

• 

• 

Enhancing Eurojust’s capabilities to provide an excellent response to requests for judicial 
cooperation and coordination; 
logistically  the  organisation  of  effective 
Facilitating  operationally,  financially  and 
coordination  meetings  and  judicial  coordination  centres,  providing  follow-up  support 
expeditiously; 
Promoting, financing and supporting the use of joint investigation teams; and 

Developing  mechanisms  to  share  experience  and  best  practice  in  effective  casework 
Strategic Objective 1.3 - Operationally contribute to the European Union policy cycle for 
handling and to provide operational feedback. 
organised and serious international crime by 

• 

• 

Supporting the operational priorities of the European Union and reporting on their effect 
on Eurojust’s operational work;  

Pursuing  an  operational  role  in  the  support  to  the  Operational  Action  Plans  developed 
within the framework of the European Multidisciplinary Platform against Criminal Threats 
(EMPACT). 

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Strategic Objective 1.4 - Strengthen the operational information management capabilities 
of Eurojust by 

• 

• 

Ensuring  an  innovative,  structured,  efficient  and  reliable  information  exchange  with  the 
Member States and other partners; 

Strategic Objective 1.5 - Reinforce operational cooperation with key partners by 

Enhancing analytical capabilities in support of the Member States and other partners. 

• 

• 

Continuing to develop operational cooperation, interaction and complementarities with the 
European Judicial Network, Europol, OLAF and other partners. 

Enhancing operational cooperation with third States by effectively using the Eurojust 
Contact Points in third States, facilitating the posting at Eurojust of Liaison Magistrates of 
third States with a cooperation agreement and posting Eurojust Liaison Magistrates to third 
States. 

Strategic Action Area 2– Strategic Work  

Strategic Goal 2 adopted by the Management Board of Eurojust states  

‘Eurojust will continue to develop and be recognised as the centre of judicial and legal expertise 
in the European Union, providing advice to stakeholders based on operational experience in 
judicial cooperation in criminal matters.’ 

Strategic  Objective  2.1  -  Contribute  to  the  improvement  of  EU  action  in  judicial 
The multi-annual objectives in this regard define further the action areas 
cooperation in criminal matters by 

• 

• 

• 

Proactively delivering strategic advice, based on operational experience, to EU decision- and 
policy-makers in the field of judicial cooperation in criminal matters;  
Regularly  reporting  identified  obstacles  to  judicial  cooperation,  best  practice  and  possible 
solutions to stakeholders; and 

Actively  promoting  a  common  European  approach  to  judicial  cooperation,  taking  into 
Strategic  Objective  2.2  -  Strengthen  the  pivotal  role  of  Eurojust  in  joint  investigation 
account differences in the legal systems of the Member States of the European Union.
teams by 

• 

• 

Providing best practice and recommendations for the establishment and functioning of joint 
investigation teams based on practical experience and the findings of the evaluation of joint 
investigation teams; and 

Ensuring the maximum use of the potential of joint investigation teams by securing funds to 
Strategic  Objective  2.3  -  Strategically  contribute  to  the  European  Union  policy  cycle  for 
support such teams.
organised and serious international crime by 

• 

• 

Actively  promoting  the  judicial  and  prosecutorial  dimension  of  the  fight  against  serious 
cross-border crime in the European Union; and 

Actively contributing to the establishment of the strategic priorities of the European Union.

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13 

 
 
 
 
 
 
Strategic Objective 2.4 - Enhance strategic cooperation with stakeholders and partners in 
the Area of Freedom, Security and Justice by 

• 

• 

• 

• 

• 

Maintaining privileged relations with the EU institutions in the area of criminal justice; 

Further exploring synergies and complementarities with the European Judicial Network, the 
European Network of Contact Points in respect of persons responsible for genocide, crimes 
against  humanity  and  war  crimes,  the  Network  of  National  Experts  on  Joint  Investigation 
Teams and the European Judicial Training Network; 

Prioritising  and  reinforcing  strategic  cooperation  with  other  Justice  and  Home  Affairs 
Agencies to produce a coordinated approach in this area; 

Fully engaging practitioners in EU policy matters through providing support and facilitating 
the  work  of  the  Consultative  Forum  of  Prosecutors  General  and  Directors  of  Public 
Prosecution in the Member States of the European Union (Consultative Forum); and 
Building  strategic  relationships  with  other  European  Union  agencies  or  bodies  and 
international organisations closely related to the field of work of Eurojust. 

 Strategic Action Area 3– Organisational Development and Support 

Strategic Goal 3 adopted by the Management Board of Eurojust states  

‘Eurojust will continue to develop and be recognised as an effective, efficient, highly 
professional, client-oriented and flexible organisation.’ 

Strategic Objective 3.1 - Ensure timely internal preparation for implementing 
The multi-annual objectives in this regard define further the action areas. 
organisational change by 

• 

• 

Ensuring  full  and  smooth  implementation  of  the  Regulation  on  Eurojust,  including  the 
implementation  of  organisational  changes  that  the  establishment  of  the  European  Public 
Prosecutor’s Office may require of Eurojust; and 

Strategic Objective 3.2 - Ensure the delivery of excellent support services by 

Promoting a strong and positive organisational culture, embracing change and innovation to 
face organisational challenges.

• 

• 

• 
• 

• 

• 

Increasing efficiency and flexibility in the deployment of human and financial resources to 
deliver quality services;   

Enhancing  the  harmonisation  of  all  internal  processes  and  procedures  to  streamline 
services;  

Optimising technological and physical infrastructure to meet business needs; 
Strengthening  organisational  capacity,  management  of 
accountability; 
Enhancing internal and external communication, striving for a stronger corporate identity; 
and 
Preparing the transition to the new premises of Eurojust as a joint organisational effort. 

information,  reporting  and 

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14 

 
 
 
 
3.  Human and financial resource outlook for years 2018-2020 

3.1 

Overview of the past and current situation 

3.1.1  Staff population overview for 20163 

Non-statutory staff 

•  National Desks  

The  core  operational  activities  of  Eurojust  are  performed  by  28  National  Members,  one  from 
each of the Member States. National Members are seconded in accordance with their respective 
legal  systems  and  are  judges,  prosecutors  or  police  officers  of  equivalent  competence.  The 
National  Members form  the  College  of Eurojust,  which is  responsible for  the  organisation  and 
operation of Eurojust. At 31 December 2016, 27 National Members were appointed to Eurojust 
(Malta  has  not  yet  appointed  a  new  National  Member  to  replace  the  one  that  left).  These 
National Members are assisted by 45 Deputy National Members, Assistants and non-deputising 
Assistants. 
•  Liaison Prosecutors seconded to Eurojust by third States 

Eurojust hosts three Liaison Prosecutors from Norway, the USA and Switzerland, one of whom 
is supported by an Assistant.  
•  Seconded National Experts 

In 2016, Eurojust had 35 Seconded National Expert (SNE) posts approved in its Staffing Plan: 28 
to  support  the  work of  the  National  Desks  and  7 to  offer  expertise  in  the Administration.  The 
filling of the positions allocated to the National Desks is dependent on whether a Member State 
seconds an SNE to its National Desk at Eurojust. 

The  Budgetary  Authorities  approved  funding  for  only  21  of  these  35  posts.  Therefore,  at  31 
December 2016,  13 SNEs  were  seconded  by  their Member  States  to  the National  Desks  and 7 
SNEs  were  seconded  to  the  Administration.  In  addition,  one  National  Expert  is  seconded  to 
Eurojust as of July 2015 to represent Eurojust in the Cybercrime Centre established at Europol 
(EC3).  
Statutory staff 

•  Temporary Agents 

Eurojust  had  203  FTE  temporary agent  posts authorised  in  2016. On  31 December  2016,  196 
temporary agent posts were filled, leading to a vacancy rate of 3.45%. On 31 December 2016, 
seven  temporary  agent  posts  were  vacant  (see  overview  of  vacant  posts  in  Chapter  X  - 
Organisational chart). Five of these vacant posts were earmarked for potential post reductions 

3

 For detailed data on different staff categories, please see table 1 in annex III. Information concerning recruitment 
policy, appraisal of performance and reclassification/promotions, mobility policy,  gender and geographical balance 
and schooling is provided in Annex IV A-E. 
SPD 2018-2020  - 12.12.2017 

15 

 
 
 
 
                                                           
in  2017,  as  proposed  by  the  Commission.  At  the  end  of  December  2016,  a  further  two  posts 
were under recruitment. 
•  Contract Agents 

Eurojust  had  31  FTE  contract  agents  at  31  December  2016.  Four  contract  agents  are  used  to 
replace temporary agents on part time, long-term sick leave and parental leave, and six contract 
agents are engaged to perform temporary tasks related to the move to the New Premises. The 
remaining contract agents provide additional capacity to meet the demands in core operational 
and administrative work. 
Other Staff 

•  Structural Service Providers 

Eurojust  used  a  total  of  8.09  FTE  Structural  Service  Providers  in  2016.  Structural  Service 
Providers  are  used  in  the  areas  of  Information  Management,  Facility  Management  and  Audio-
visual  Services.  In  2016,  Eurojust  used  2.76  FTEs  (consultants)  for  New  Premises  Project 
Management and 0.83 FTE (consultant) for Audio-visual Services. External service providers are 
commonly  used  in  the  Information  Management  Unit  (IM)  to  provide  high  level/strategic 
advice, technical advice related to specific technologies, technical support related to products or 
services and support related to requirements analysis; 4.5 FTE consultants have been providing 
their  services  to  IM  throughout  2016,  engaged  mainly  in  project  work  related  to  the  New 
Premises and ICT support. 
•  External staff for occasional replacement 

External  (interim)  staff  for  occasional  replacement  is  engaged  to  cover  long-term  absences  at 
the National Desks to meet their specific linguistic requirements, as well as for ICT support. In 
the  Administration,  they  are  engaged  exceptionally  to  cover  urgent  needs  for  additional 
expertise  support  in  the  absence  of  temporary  agents.  By  the  end  of  2016,  5  FTEs  were 
providing services at the National Desks and 3 FTEs were located in the Administration. 
• 

 Expenditure for 2016 

Below  is  an  overview  of  2016  staff  expenditures  (based  on  the  payment  appropriation), 
including  the  foreseen  expenditures  for  2017  and  2018.  These  figures  are  based  on  the 
submitted Budget Circular 2018 and the final financial accounts for 2016, which are expected to 
be adopted in May 2017. 

Payment appropriations 

EXPENDITURE 

Executed 
Budget 
2016 

Budget 
2017 

Final Budget 2018 

Agency 
request 

Budget 
forecast 

VAR 
2018/20
17 (%) 

Salaries & allowances 

- Of which establishment plan posts 

18,383,231 
17,632,617

17,814,92
17,162,78
8 
5

20,825,310 
19,796,703

19,832,310 
18,803,703

- Of which external personnel 

366,907

50,000

400,000

400,000

11% 

10% 

- Of which supplementary services 

383,707

602,143

628,607

628,607

700% 

4% 

SPD 2018-2020  - 12.12.2017 

16 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
3.1.2  Other information 

For  information  concerning  the  Eurojust’s  recruitment  policy,  appraisal  of  performance  and 
reclassification/promotions, mobility policy, gender and geographical balance and schooling see 
Annexes IV-A to IV-E. 
3.2 

Resource programing for 2018-2020 

3.2.1  Financial Resources 

Detailed data provided in Tables in Annex II.  

Development of the Draft Estimate of Revenue and Expenditure for 2018  

The  Final  Budget  2018  reflects  the  requirements  of  Eurojust,  a  demand-driven  agency,  and  is 
created in accordance with the Activity Based Budgeting (ABB) and Activity Based Management 
(ABM)  principles  and  methodology.  It  is  based  on  the  2018  budget  assumptions,  Annual 
Activities  (AAs)  and  Objectives  to  Annual  Activities  (OAAs)  that  were  adopted  by  the  College 
and stem from the Eurojust Multi-Annual Strategy (MAS) 2016-2018. It consists of the detailed 
activity  and  resource  plans  of  all  Eurojust  organisational  units  submitted  in  eMS,  Eurojust’s 
planning tool. 

The Final Budget 2018 stands at €38,606,737

4
. 

The 2018 budget is decreased by €10,082,500 or 21% compared to the 2017 budget, which was 
approved by the College

and included also the ‘ring-fenced’ budget for the NP project. 

5 

By  excluding  this  ‘ring-fenced’  budget,  the  2018  budget  has  a  net  increase  of  €1,047,501  or 
2.8% compared to the 2017 budget, reflecting primarily budget reinforcements in line with the 
• 
decisions of the College in the meetings of 7 and 21 November 2017: 

in  operational  areas  such  as  coordination  meetings  (350  coordination  meetings)  and  JIT 
grants  (€1.442  million)  to  support,  ,  the  increasing  trends  in  Eurojust’s  operational 
workload and the Member States’ demand for financial support to set up JITs; 
in areas significantly impacted by budget reductions in 2016-2017, such as ICT projects and 
staff trainings; 
in  the  Corporate  Communications  Office  budget,  so  as  to  implement  new  projects  and 
activities in support Eurojust’s communication strategy; and 
in the HR budget, so as to fully cover the salaries and allowances for the existing and new 
posts (TA/CA) as well as for 21 SNEs. 

• 

• 

• 

4

5

 Includes €255,269 as assigned revenue of prior year (2016). 
 The College approved the Final Budget 2017 on 6 December 2016 and an amending version of it on 19 September 
2017. 
SPD 2018-2020  - 12.12.2017 

17 

 
 
 
                                                           
Corporate Communications

The increase in the area of 
 responds to Eurojust’s commitment to 
increase  its  ability  to  efficiently  and  effectively  manage  institutional  knowledge  and  to 
communicate  with  EU  stakeholders,  institutional  partners  and  media,  including  in  times  of 
crisis. In order to achieve this, Eurojust will focus in particular on the following areas: 

i)

ii)

iii)

external  communications,  to  strengthen  Eurojust’s  relationship  with  national 
practitioners, institutional stakeholders and media community to reaffirm Eurojust’s 
reputation  and  central  role  in  supporting  national  authorities  dealing  with  serious 
cross-border organised crime; 
crisis communications, to increase Eurojust’s ability to properly and timely react in 
times  of  crisis,  including  Member  State’s  crisis,  which  may  affect  Eurojust’s 
reputation; and 
institutional  knowledge  sharing  and 
internal  communications,  to 
management  as  well  as  post  holders’  awareness  of  Eurojust  core  mandate  and 
activities. 

improve 

Listed below are the activities foreseen in 2018 and designed to implement Eurojust’s increased 
focus  in  the  areas  of  external,  crisis  and  internal  communications,  along  with  an  indication  of 
their estimated additional costs. 
Area 

Activities 

Estimated 
costs 

External 
Communications 

External 
Communications 

External 
Communications 

External 
Communications 

External 
Communications 

Crisis 
Communications 

for 

ad  hoc

for  national 

Producing informational material (fact sheets of Eurojust 
judges  and 
services,  mission,  cases) 
prosecutors,  to  communicate  success  stories  of  judicial 
cooperation  and  added  value  of  Eurojust  and  encourage 
referral of cases to Eurojust 
Producing  audio-visuals  (clips  and/or  documentaries)  to 
broadcast  a  narrative  to  promote  the  added  value  of 
Eurojust in its support to national authorities in the fight 
against serious cross-border crime in the EU 
the  concept,  design  and 
Consultancy  services 
management  of  the  new  Eurojust  website,  both  for 
practitioners  and  the  wider  public,  to  ensure  proper 
attention to communications aspects and user experience 
elements 
Organising 
  events  (e.g.  communications  events  in 
Brussels) to present the work and added value of Eurojust 
in the field of judicial cooperation in criminal matters and 
to  enhance  relations  with  key  EU  stakeholders  (such  as 
the  European  Commission,  European  Parliament,  EEAS 
ad  hoc
and JHA agencies) 
Organising 
  events  (e.g.  dedicated  media  events 
with representatives of main European media outlets) to 
enhance  relations  with  key  media  stakeholders  and 
reinforcing media monitoring to ensure better coverage of 
Eurojust activities 
Crisis  communication  training/exercise  (for  executives 
only  or  selected  concerned  senior  staff)  to  enhance 
Eurojust’s  response  mechanisms 
to  properly  and 
effectively  react  in  times  of  crisis,  including  Member 
18 

EUR 45,000 

EUR 55,000 

EUR 25,000 

EUR 45,000 

EUR 15,000 

EUR 15,000 

SPD 2018-2020  - 12.12.2017 

 
 
 
 
Internal 
Communications 

States’  crises,  which  may  affect  Eurojust’s  reputation. 
Such  mechanisms 
include  practical  communication 
procedures to support ongoing operations during a crisis, 
as  well  as  measures  necessary  for  supporting  a  rapid 
return to normal operations 
Series  of  information  sessions  with  staff  on  Eurojust’s 
ongoing  operational  and  strategic  activities  to  improve 
post-holders’ knowledge and understanding of Eurojust’s 
day-to-day  core  business,  as  well  as  their  feeling  of 
Total 
ownership of and pride in Eurojust’s achievements 

EUR 13,000 

EUR 213,000 

ICT projects 

in 2018, the IM budget is estimated based on 
Concerning the increase of €314K for 
the  Activity  Based  Management  approach.  Any  deviation  from  the  current  proposal  would 
require guidance on which activities need to be (de)prioritised. 

The  increase  in  the  ICT  project  budget  is  required  to  reinstate  investments,  which  were  not 
possible in 2016/2017 due to reductions that were implemented in those years. The investment 
in 2018 is essential to: 
- 

resume  the  implementation  of  postponed  ICT  projects  caused  by  the  freeze  of  the  ICT 
preparations required to move to the new building; 

take up ICT projects that were delayed as result of the focus on IT requirements necessary 
to facilitate the organisational restructuring in 2017; and 

- 

- 

reinstate deprioritised ICT projects postponed due to the reductions imposed in previous 
years. 

Listed below are a number of important development requests that are already known for 2018. 
The  final  plan  will  be  based  on  prioritisation  by  the  relevant  governance  bodies  (CMS  Board, 
OICTP Board, ICT Steering Group). 
The Case Management System (CMS)

 is the core IT tool for managing casework at Eurojust. 

The  current  CMS  was  developed  in  2008.  Due  to  the  age  of  the  current  CMS  application,  an 
extensive  evaluation  of  the  technologies  used  within  the  CMS  was  completed  by  the  CMS 
supplier, together with Eurojust, in early 2017. During the assessment, an increasing number of 
components in the system were identified as being no longer supported or nearing the end of 
support; i.e. from a technical perspective, Eurojust decided in April 2017 to re-design the CMS. 

Eurojust  uses  commercial  technologies  (e.g.  Microsoft)  for  its  ICT  systems  and  regularly 
upgrades the ICT infrastructure in order to stay in line with the recommended best practice and 
systems lifecycle. Due to the age of certain components in the CMS, the risk increases with each 
upgrade  of  the  ICT  infrastructure  that  the  CMS  will  require.  In  addition,  an  ever  increasing 
amount of work to maintain the application will be required, with the eventual possibility that 
the system will be incompatible with the rest of the Eurojust ICT infrastructure. 

The  current  CMS  has  a  number  of  issues  which  affect  the  performance,  flexibility  of  its  use, 
complicate  the  installation  of  new  releases  and  makes  it  difficult  to  deliver  requested  new 
19 
SPD 2018-2020  - 12.12.2017 

 
 
 
functionalities. Furthermore the intended use of the CMS has changed over time; e.g.: the CMS 
was originally designed to be accessed only in the Secure Network whereas now external access 
is foreseen and structured data exchange with other agencies is expected. 

Although  in  the  short  term,  the  system  is  relatively  stable  it  has  become  undoubted  that 
Eurojust should plan for the replacement of the current CMS, as the functioning of the system 
cannot be guaranteed for the near future and in order to respond to new ways of working. 

The current status of requests for core business projects is: 
2018-
current 
situation 

Project/Activity 
Name 

Explanation 

Maintenance 

Automated 
Information 
Exchange 

CMS RA/Specs 

CMS Development 

JIT Tool RA/Specs 

JIT Tool 
Development 

EUR 70,000  Fixing production issues and implementing necessary 

technical upgrades. 

Based on the issues that occurred in 2017, the proposal 
for 2018 should be sufficient. 

EUR 10,000  Deliver one smart form (as A13) or another structured 
ad hoc
data exchange tool such as for EAW or Terrorism These 
are submitted as 
 request from business. In 2017, 
this was the article 19 form. 

EUR 
140,000 

Finalise specification of new CMS, EUR 250K was the 
initial estimate (presented in College) for the assessment 
work. EUR 125K committed in 2017 with PWC for the 
roadmap (= high level requirements only). 

If we go for a new CMS after roadmap – detailed 
requirement and specification required, which could 
cost EUR 100-150K depending on the complexity of 
solutions identified in roadmap. 

EUR 
500,000 

First release of new CMS, as above  

Basic CMS functionality range btw EUR 500K-1M. 

Amount committed in 2018 will depend on roadmap, 
specification, how new functionality will be 
implemented (big bang, modular, etc.). 

EUR 30,000  Specify next JIT module 

Before major new functionality is developed, a benefits 
review and technical assessment of the current portal 
and tool will be carried out. 

EUR 
150,000 

Develop next JIT module. Future projects should be less 
expensive, as the infrastructure is now better known. 

SPD 2018-2020  - 12.12.2017 

20 

 
Sub Total CBP 

Some of the EUR 200K (50K?) could be moved to first 
release new CMS. 

EUR 900,000 

For organisational projects, the current status of requests is: 

2018-
current 
situation 

Explanation 

Project/Activity 
Name 

Maintenance 

EJ External Website- 
RA/Specs 

EJ External Website 
Development 

eMS RA/Specs 

eMS Development 

SYSPER 
Implementation 
eMission RA/Specs 

EUR 100,000  Fixing production issues and implementing necessary 

technical upgrades. 

Based on the issues that occurred in 2017, the proposal 
for 2018 should be sufficient. 

EUR 47,000  Maintainability, compatibility and usability 

requirements are driving a technical change to the 
website platform.  

EUR 150,000  Early estimate of the cost of the first iteration of new 

external website based on collected requirements and 
specification. 

EUR 32,000 

In 2017, the high-level analysis of the eMS application 
was done; result is that a redesign of new technology 
will be cheaper than implementing all change requests. 

EUR 150,000  Early estimate of the cost of the first iteration of the 

web-based application. 

EUR 66,000  Fixed Implementation Costs paid to COM. 

eMission DEV 

in 2017. 

EUR 40,000  Specify eMission NG based on requirements collected 

Project Management 

based upon specification. 

EUR 188,000  Replace outdated mission system with eMission NG 

Sub Total OPP 

EUR 180,000  Depending on the number of projects that are 

prioritised, need to spend up to EUR 180,000 on 
external project management resources. 

EUR 953,000 

In relation to infrastructure and architecture upgrades, the requests are: 
SPD 2018-2020  - 12.12.2017 

21 

 
 
 
 
 
Project/Activity Name 

2018-
current 
situation 

Explanation 

SIEM Replacement 

DMS Migration 
Sharepoint 2010-
>2013 
MDM Deployment 

Identity and access 
management 
testing  

EUR 100,000 

Implementation of ‘Splunk’ will allow compliance 
with JSB requirement to collate audit logs. 

EUR 60,000  DMS is running on SharePoint 2010; the Eurojust-

supported platform is now SharePoint 2013. 

EUR 20,000  Replacement of BB with new mobile devices 
(external support for provisioning, training). 

EUR 20,000  Analysis for federated identity solution. 

JHA Shared Service 

EUR 30,000 

Integrate automated testing into orchestration 
process. 

Project Management 

services for EUCI. 

EUR 30,000  Contribution to inter-agency approach to shared 

EUR 170,000  Depending on the number of activities that are 

prioritised, need to spend up to EUR 170,000 on 
external technical and project management 
resources. 

Sub Total TIP  

EUR 430,000 

SPD 2018-2020  - 12.12.2017 

22 

 
 
 
 
 
3.2.2  Human Resources 

Staff population evolution6  

See also table 2, annex III. 

In the years 2018-2020, an increase in Eurojust’s staff is needed to meet the rising demands of 
Member States and to effectively respond to key priorities in the area of serious organised crime 
and terrorism. Eurojust requested additional posts for the 2018 establishment plan (see details 
below) to respond to these needs. 
Statutory Staff 

•  Temporary Agents 

The Commission proposed a reduction in the 2017 establishment plan of seven posts, bringing 
the total to 198. The reductions were made at the following grades: one AD 9, one AD 7, one AD 
6,  three  AD  5  and  one  AST  4.  However,  the  Budgetary  Authorities  decided  to  increase  the 
establishment plan to 208 posts. The Commission subsequently determined that the grades for 
these 10 new posts would be three AD 8, three AD 7, three AD 6 and one AD 5. 

7
, Eurojust has met all commitments 
In accordance with the Budget Circular for 2017 and 2018
on the 5% post reductions for the decentralised agencies and benefited in 2016 and 2017 in the 
amount of 13 posts considered as
of 
the Commission’s Programming Document

 ‘deliberate top-ups which alter the target number of posts’ 

8
.

These new posts are/will be used to provide support to the priorities set out in the European 
Security and Migration Agendas and the Migration Action Plan (2015-2020). Special focus will 
continue to be placed on counter-terrorism, cybercrime and illegal immigrant smuggling.  

The establishment plan for 2018 includes provisions based on the reclassification percentages 
per  category  and  grade  to  secure  the  availability  of  grades  for  the  reclassification  exercise  of 
2018.  The  percentages  are  in  accordance  with  the  multiplication  rates  for  guiding  average 
the  figures  are  rounded  downwards.  Eurojust  will  apply  the  same 
career  equivalence
method to incorporate potential reclassifications in the 2019-2020 establishment plans. 
New requests for Temporary Agents for 2018 

9
,  and

Eurojust requested 12 new Temporary Agent posts in the draft EP2018. 

• 

• 

4  Specialists  AD  8  staff  were  requested  to  assist  Eurojust  in  the  following  operational 
areas:  counter-terrorism,  cybercrime,  illegal  immigrant  smuggling  and  case  data 
management system analysis. 
7  Administrative  Assistants  AST  2  were  requested  to  offer  permanent  support  in  the 
busiest  operational  work  areas  of  Eurojust:  6  Administrative  Assistants  AST  2  to 

6

8

7

 For detailed data on the staff population evolution, see table 2 in annex III. 
 Budget circular for 2018, Agency Instructions, Brussels, 20 December 2016. 
 COM(2013)519. 
9 
Article  45§1  and  §2  of  the  revised  Staff  Regulations,  Annex  I.B.  Staff  Regulations  and  Article  54  of  the  revised 

Conditions of Employment of Other Servants.

SPD 2018-2020  - 12.12.2017 

23 

 
 
 
 
 
 
                                                           
• 

reinforce  the  support  to  the  National  Desks  and  1  AST  2  Administrative  Assistant  to 
reinforce the support to the European Judicial Network. 
354/83 of 1 February 
1 Archivist AST 3 was requested to implement Council Regulation
1983  concerning  the  opening  to  the  public  of  the  historical  archives  of  the  European 
Union.  An  archive  manager  will  be  needed  when  Council  Regulation  354/83  of  1 
February 1983 concerning the opening to the public of the historical archives of the EEC 
is implemented by Eurojust. This Regulation prescribes the placement of documents of 
historical  value  in  the  internal  historical  archives  15  years  after  document  creation. 
Currently, Eurojust has insufficient human resources to perform these tasks 

The final resource allocation to Eurojust by the budgetary authorities for 2018 did not grant the 
12 requested posts and further reduced Eurojust’s 2018 EP by 4 posts to achieve the last 2% of 
the  5%  post cuts  for  the redeployment  pool.  In  addition,  the  Budgetary  Authorities  granted  5 
deliberate top-ups in the 2018 budget, thus increasing the 2018 EP to 209 posts. 

Thanks  to  further  internal  efficiency  gains,  Eurojust  will  be  able  to  convert  3  out  of  the  6 
requested  AST  2  Administrative  Assistant  posts  to  the  National  Desks.  Each  National  Desk  is 
allocated  one  TA  to  support  its  operational  work.  The  administrative  assistants  provide 
operational  assistance  to  the  National  Member  by  processing  operational  data  in  the  CMS, 
maintaining  contacts  with  other  national  desks,  home  authorities  and  Europol  in  order  to 
coordinate  visits  to  operational  meetings.  In  addition  they  provide  all  around  administrative 
support,  document  management support  and  they  assist in  the  financial  administration  of  the 
desk by administering the missions, expense claims and travel arrangements of the members of 
each  desk.  Due  to  increased  caseload  at  several  National  Desks,  Contract  Agents  have  been 
recruited since 2010 to provide the necessary additional support to meet the increased needs. 
Over  the  years,  the  tasks  of  these  second  administrative  assistants  do  not  result  from  a 
temporary increase in workload, but have assumed a permanent nature equal to those of the TA 
AST 2 posts. For the past five years, six National Desks have had an additional 1 FTE performing 
as  ‘second’  Administrative  Assistant.  The  allocation  of  these  AST  2  posts  to  meet  these 
permanent needs would lead to an equivalent reduction in the number of Contract Agents (CA) 
at Eurojust. 
•  Contract Agents 

As  explained  above,  due  to  efficiencies  resulting  from  the  recent  reorganisation,  Eurojust  will 
manage  to  convert  3  CA  Administrative  Assistants  at  the  National  Desks  to  TA  (AST  2). 
Consequently, Eurojust will need to request 22.5 FTE CAs to include the 4 CA posts for which 
Temporary  Agent  posts  were  not  granted  for  conversion.  Two  additional  CA  posts  will  be 
utilised to cover operational needs in areas with increased workload due to the increase in the 
number  of  coordination  meetings  and  coordination  centres.  Eurojust  will  strive  to  further 
reduce  the  number  of  Contract  Agents  through  efficiency  gains  and  internal  redistribution  of 
staff,  although  Contract  Agents  may  be  needed  to  cover  long-term  absences  such  as  parental 
leave, which may have an impact on the total reduction of Contract Agents. 
Non-statutory staff  

•  National Desks 

SPD 2018-2020  - 12.12.2017 

24 

 
 
 
The  number  of  National  Members  is  expected  to  remain  stable  in  2018-2020.  The  number  of 
Eurojust National Desks may change following the entry into force of the Eurojust Regulation, as 
a result of the non-participation of Denmark, as well as following the withdrawal of the UK from 
the  European  Union.  However,  at  this  time,  the  draft  Eurojust  Regulation  is  still  under 
negotiation and the UK has not yet triggered Article 50 TFEU. The composition of each National 
Desk is decided by the Member State. The number of Deputy National Members and Assistants 
to  the  National  Members  has  slightly  dropped  over  the  past  years,  mainly  due  to  austerity 
measures in the Member States. 
•  Liaison Prosecutors 

Additional Liaison Prosecutors may join Eurojust in 2018-2020, in view of recently concluded 
cooperation  agreements  with  Moldova,  Montenegro,  the  former  Yugoslav  Republic  of 
Macedonia and Ukraine. 
•  Seconded National Experts 

Eurojust  will  retain  21 SNE  positions in  2018  to support  the  work  of  the National  Desks. SNE 
positions that are unused by the National Desks may be used by the Administration. In 2019-
2020, no significant changes are envisaged. 
Other 

•  Structural Service Providers 

As  of  2018,  the  number  of  consultants  is  expected  to  decrease  to  4.5  FTEs  per  year,  one  for 
audio-visual-related  installations  and  operations  and  3.5  FTEs  for  ICT  consultants.  This 
reduction is partly due to the completion of the New Premises project. 

 Resource outlook over the years 2018-2020: future activities of Eurojust taking into 
consideration consequences on staff policy  

•  New tasks 

In  the  period  2018-2020,  Eurojust  will  also  face  new  and  additional  tasks  due  to  the  likely 
conclusion and entry into force of the Eurojust Regulation. Once adopted, Eurojust will need to 
make  changes  to  its  governance  structure  and  review  internal  processes  and  procedures  to 
implement  the  Regulation.  Amongst  other  things,  the  Regulation  is  expected  to  increase 
operational  collaboration  with  Europol  (also  taking  into  account  the  new  Regulation  on 
Europol) and Eurojust will need to ensure that adequate resources are in place to manage the 
cooperation successfully. 

The  establishment  of  the  EPPO  and  its  expected  close  interaction  with  Eurojust  will  have  a 
cross-cutting impact on Eurojust from 2018 onwards. Eurojust and the future EPPO will clearly 
need  to  work  closely  together.  In  2018,  Eurojust  expects  to  undertake  actions  to  define  and 
develop this cooperation. Discussions on the resources required to set up the EPPO are ongoing. 
Depending on the outcome of these discussions, Eurojust’s staff policy will need to be updated. 
The assessment of Eurojust’s contribution to the EPPO is currently taking place. 
SPD 2018-2020  - 12.12.2017 

25 

 
 
Growth of existing tasks 

Compared to 2014, Eurojust has experienced an increase in its caseload of almost 23% in 2015 
and of 4% in 2016, if compared to 2015. 
Terrorism 

In 2016, Member States’ demand for operational and judicial support from Eurojust in complex 
terrorism  cases  increased,  with  the  number  of  new  cases  registered  (67  compared  to  41  in 
2015),  coordination  meetings  (18  compared  to  15)  and  JITs  (4  compared  to  3)  setting  new 
highs.  In  addition,  more  information  on  domestic  prosecutions  and  convictions  for  terrorist 
offences  was  shared  with  Eurojust  via  the  national  correspondents  for  terrorism  matters, 
pursuant  to  Council  Decision  2005/671/JHA  on  the  exchange  of  information  on  terrorist 
offences.  

Eurojust continues to work towards increasing operational cooperation with key stakeholders 
in the field of counter-terrorism, such as Europol and the EU Counter-Terrorism Coordinator. 
Cybercrime 

Judicial  cooperation  in  the  field  of  cybercrime  increasingly  faces  many  distinct  challenges, 
mostly  concerning  the  inherent  borderless  nature  of  this  criminal  phenomenon  and  the 
significant legislative differences existing at national level. 

While Eurojust’s casework in this field decreased slightly in 2016 compared to 2015, Eurojust 
was instrumental  to  the creation  of  a community of  cybercrime  practitioners  to  share  judicial 
experience,  expertise  and  knowledge  in  the  area  of  cybercrime  and  cyber-enabled  crime.  The 
European Judicial Cybercrime Network (EJCN) was formally established by Council Conclusions 
on  9  June  2016.  The  Network  consists  of  at  least  one  national  representative  of  the  judicial 
authorities  with  appropriate  expertise  per  Member  State.  It  will  facilitate  and  enhance 
cooperation  between  competent  judicial  authorities  by  enabling  exchange  of  expertise,  best 
practice  and  other  relevant  knowledge  of  the  investigation  and  prosecution  of  cybercrime;  as 
well  as  by  fostering  dialogue  among  different  actors  and  stakeholders  that  have  a  role  in 
ensuring the rule of law in cyberspace. Eurojust will continue to provide support to the EJCN in 
performing its work. 

Cybercrime Judicial Monitor

Based on the success of the first two issues of the 
will continue to produce this publication. 

 (CJM), Eurojust 

Eurojust continues to work in close cooperation with other stakeholders in the field, such as the 
Cybercrime  Convention  Committee  (T-CY)  of  the  Council  of  Europe  and  the  European 
Cybercrime  Centre  (EC3),  to  ensure  effectiveness  in  investigations  and  prosecutions  in 
cybercrime  cases.  The  Seconded  National  Expert  on  Cybercrime  for  EC3  ensures  the  liaison 
between  both  agencies,  facilitates  the  exchange  of  information,  and  supports  and  coordinates 
cooperation with EC3 on behalf of Eurojust. 

SPD 2018-2020  - 12.12.2017 

26 

 
 
 
Illegal immigrant smuggling 

Member States’ judicial authorities continue to face a severe crisis arising from the sharp rise in 
illegal  immigrant  smuggling  (IIS).  In  the  past  few  years,  the  flood  of  migrants  has  caused  a 
global humanitarian crisis on an unprecedented scale, with thousands of migrants reported to 
have  died  in  2016.  National  authorities  increasingly  looked  to  EU  institutions  and  agencies, 
including Eurojust, to identify and implement new and more effective avenues for tackling this 
humanitarian emergency. 

Against this background, IIS remained one of the top crime priorities in Eurojust’s casework in 
2016 and is expected to remain so in the years to come, with the number of registered cases and 
JITs  set  up  in  this  field  increasing  slightly  in  2016  compared  to  2015  (65  registered  in  2016 
compared to 60 in 2015; 11 JITs compared to 9). 

Eurojust  continues  to  strengthen  Member  States’  ability  to  dismantle  and  prosecute  the 
organised criminal groups behind the smuggling and trafficking networks. 
THB 

The  operational  support  provided  by  Eurojust  to  national  investigations  and  prosecutions  of 
human trafficking continues to grow. In 2016, the number of registered cases was 93, compared 
to 79 in 2015; there were 33 coordination meetings on THB in 2016. In addition, in 2016 there 
were  32  JITs,  of  which  19  newly  established  in  2016,  compared  to  21  active  in  2015.  These 
figures  mark  an  increase  from  previous  years.  Moreover,  two  Latin  American  countries, 
Colombia and Paraguay, were involved as requested countries in a THB case at Eurojust for the 
first time.  

Eurojust coupled its operational support with strategic activities to enhance the effectiveness of 
international  judicial  cooperation  in  THB  cases  and  to  bolster  its  partnership  with  other  EU 
institutions and JHA agencies for the purpose of streamlining actions and optimising resources 
in the fight against THB.  

Fraud  cases  continue  to  represent  a  significant  part  of  Eurojust’s  operational  casework, 
comprising  the  largest  number  of  registered  cases  (654),  coordination  meetings  (44), 
coordination centres (7 out of 10) and JITs (35, of which 9 newly established) in 2016. Fraud-
related  offences,  such  VAT  fraud,  are  among  the  most  recurrent  complex  crimes  in  Eurojust 
casework.
Corruption 

Bribery,  including  foreign  bribery  and  corruption,  undermine  confidence  in  the  public  and 
private  sector.  In  2016,  Eurojust  reaffirmed  its  commitment  to  support  the  Member  States’ 
prosecutorial and judicial authorities in their efforts to fight corruption. In 2016, Eurojust dealt 
with 74 cases involving corruption, held 15 coordination meetings and supported 2 JITs. 
Drug trafficking 

Drug trafficking-related crimes comprise a significant portion of Eurojust’s casework, with 254 
cases, 41 coordination meetings, 1 coordination centre, and 24 JITs (13 of which were newly set 
up)  recorded  in  2016.  In  addition  to  providing  operational  support,  Eurojust,  in  close 
27 
SPD 2018-2020  - 12.12.2017 

 
 
cooperation with international partners, worked towards strengthening Member States’ ability 
to  effectively  address  the  emerging  threats  in  the  area  of  new  psychoactive  substances  and 
controlled deliveries. 
Organised property crime (OPC) committed by mobile organised crime groups (MOCGs) 

The  category  of  OPC  committed  by  MOCGs  covers  an  assortment  of  offences,  such  as  motor 
vehicle  crime,  metal  theft,  pickpocketing,  robbery  and  serial  burglaries.  Eurojust  casework  in 
this  field of criminality in  2016  remained  substantially  at  the same  level  as in  previous  years, 
with  the  number  of  registered  cases  (199),  coordination  meetings  (19)  and  active  JITs  (12, 
including  three  newly  formed  in  2016).  The  only  notable  exception  is  a  200%  increase  in  the 
number  of  coordination  centres  held  in  2016  that  dealt  with  motor  vehicle  crimes  (2,  while 
none was held in this field in 2015). 

The complexity of the work and need for specific language requirements at the National Desks 
will continue  to  demand specialised support and knowledge,  which  cannot  be  easily managed 
by technology. The complexity lies in the coordination of the judicial activities that accompany 
cross-border investigations, which bridge the 30 legal systems and 24 working languages of 28 
Member States, giving the core activities a unique hybrid character. 

Financing of  JITs  through  Eurojust’s  own  budget is  expected  to continue  at the  level of EUR  1 
million in 2018, reflecting the demand for this assistance, which continues to increase annually. 
This demand clearly  demonstrates  that  this  funding  mechanism stimulates greater  use of  JITs 
and supports cooperation between national authorities in the fight against criminal networks. 
In 2016, the number of JITs supported financially was 89 compared to 68 in 2015. The increase 
in the budget for 2016 has an impact not only on the JITs Secretariat managing the applications 
and  award  decisions,  but  also  on  the  Budget  and  Finance  Unit  in  terms  of  administrative 
support and control. 
•  Reorganisation and efficiency gains 

The continuing increase in Eurojust’s operational work and rise in the number of cases referred 
to Eurojust by the Member States pose challenges in times of limited resources. 

In addition to meeting the 5% post reduction, Eurojust has succeeded in meeting these growing 
demands  through  efficiency  gains,  without  a  corresponding  increase  in  resources.  By  making 
use of internal mobility possibilities, Eurojust has reinforced direct support to operational work 
and reduced administrative overheads. A new internal mobility policy was adopted in 2016 to 
facilitate this process. 

In  2017,  Eurojust  has  implemented  an  organisational  restructuring  to  focus  on  support  to 
Eurojust’s  core  operational  business  and  more  efficiently  respond  to  the  growing  demands  of 
Member  States.  Following  an  organisational  analysis  of  the  support  provided  to  core 
operational business, Eurojust developed a new organisational structure to reduce the overlap 
between  services,  address  other  priorities  and  ensure  a  more  coordinated  approach  to 
casework. 

For example, a new Operations Unit has been created to provide multi-disciplinary support to 
casework  in  a  ‘one-stop  shop’.  Additional  resources  will  be  allocated  to  communication 
28 
SPD 2018-2020  - 12.12.2017 

 
 
 
activities,  events  including  coordination  meetings  and  coordination  centres  and  providing 
expertise  on  issues  related  to  specific  crime  areas  and  the  use  of  judicial  cooperation 
instruments. The new organisational structure that was introduced in January 2017 is shown in 
Annex XII. 

As a result, Eurojust has been able to achieve greater results without recruiting additional staff. 
However, the capacity to absorb increases in cases referred to Eurojust by Member States of 10-
25%,  year  after  year,  is  limited.  To  meet  operational  needs  going  forward  and  respond  to 
challenges, Eurojust has requested additional posts in 2018. 

In view of the need to reassign staff through internal mobility and organisational restructuring, 
Eurojust  proposes  to  enhance  its  training  budget  in  the  coming  years  to  better  support  the 
retraining and transfer of personnel and thus enhance flexibility and responsiveness within the 
organisation. 

At the end of 2016, in view of the imminent relocation and the proximity to Europol, Eurojust 
commenced  discussion  with  our  partner  agency  regarding  opportunities  for  shared  services, 
particularly in the areas of human resources, procurement, ICT and facilities management. 
 •  Negative priorities/Decrease of existing tasks 

Eurojust’s  core  activities  are  demand-driven  through  the  referral  of  cases  to  Eurojust  by  the 
Member States. Support to Member States in cases is the absolute priority. Even in the event of a 
shortfall  of  resources,  support  to  cases  will  be  upheld  through  the  de-prioritisation  of  other 
activities. 

Activities and actions which are linked to casework and Eurojust’s operational experience, such 
as Tactical Meetings, meetings of the Consultative Forum of Prosecutors General and Directors 
of  Public  Prosecutions,  the  development  of  guidelines,  analyses  of  cases  or  other  associated 
policy work have the second priority after the support to cases.  Non-case-related activities of 
the College and the Administration will be de-prioritised as required to meet the higher priority 
demands,  within  the  limits  necessary  to  remain  compliant  with  the  applicable  statutory 
framework. 

As a result the financial constraints for 2017 and the unavoidable financial obligations related to 
the new premises and its transition, Eurojust had to de-prioritise and defer activities as follows: 
• 

• 

• 

• 

Reduce/consolidate  Eurojust  (strategic  and  tactical)  meetings  with  a  corresponding 
decrease of 60% of the budget compared to 2015 levels; 
Defer  the  introduction  of  a  new  service  concerning  translation  for  evidence,  including 
intercepts, for the Member States with a view to seek funding through the ISF funds in the 
course of 2018-2019 and depending on the outcome, reconsider the need to seek budgetary 
resources in the 2020 budget cycles; 
Reduce core business and organisational/administrative ICT projects, the latter potentially 
reducing advancements in terms of administrative efficiency (unfunded project priority list 
still to be determined by Programme Boards and ICT Steering Committee); 
Reduce the training budget incrementally. The training for staff was retained at lower levels 
than  organisational  norms  (~2%  of  staffing  budget)  and  was  also  reduced  for  National 

SPD 2018-2020  - 12.12.2017 

29 

 
 
• 

Members and other non-statutory staff of the National Desks, which had a significant impact 
on the ability of Eurojust to train personnel beyond obligatory third language and generic 
soft skills.  Technical  training  has  been  reduced  significantly  and  appears as  a  key  point  of 
dissatisfaction in the recent Staff Engagement Survey; and 
Reduce  building  maintenance  and  facility  services  to  minimum  estimated  values,  which 
presents some financial risk given that Eurojust has no benchmark for the operating costs of 
the new premises at this time. 

With  regard  to  staff  costs,  the  budget  voted  by  the  budgetary  authorities  for  2017  was 
insufficient to allow the recruitment of the full staff capacity approved under the establishment 
plan, as such a vacancy rate in the order of 7%, far higher than the Commission’s benchmark of 
2%, will be imposed, meaning vacant posts must be left unfilled. 

With  the  voted  budget  of  2018,  the  Budgetary  Authorities  reinstated  €1.865  million  over  the 
DB2108 proposal of the Commission. This ‘top-up’ finally addresses the structural deficits faced 
by Eurojust under the 2014-2020 MFF, especially in respect of staff remuneration. 

In the course of finalising the 2018 budget allocation, Eurojust identified savings in the amount 
of  approximately  €670,000  without  impact  on  Eurojust’s  activities/services  in  a  number  of 
areas,  mainly  capitalising  on  more  accurate  information  on  the  costs  associated  with  the  new 
premises. In addition, in 2017, a lower expenditure on the transition to the new premises than 
forecast and a higher reimbursement from the Host State in respect of transition costs provides 
a €1.1 million credit available for 2018, enabling Eurojust to reinforce a number of budget areas 
and to alleviate the constraints of prior years. Eurojust reinforces: 

Title 1 in respect of staff remuneration and staff training 
Title  2  in  respect  of  administrative  ICT  developments  projects  to  gain  efficiency, 
including the Eurojust website and SysPer eMissions 
Title 3 in respect of coordination meetings (elevated assumption of 350 meetings), ICT 
core  business  developments,  JITs  grants  and  activities  in  support  of  the  corporate 
communication strategy 

Eurojust is optimistic that this budget allocation will enable a number of deferred activities to 
be progressed and set a realistic baseline for subsequent budget years. 

 3.3 

Conclusion on evolution of resources compared to the Commission 
Communication 2014-2020 

As  a  demand-driven  agency,  Eurojust  is  facing  an  unprecedented  increase  in  its  operational 
workload,  with  a  steady  rise  concerning  the  total  number  of  registered  cases  over  the  past 
years. The forecast for the years 2018 and 2019 suggests a continuation of this trend. The chart 
below  shows  the  forecast  with  a  95%  confidence  interval  and  a  trend  line.  The  casework  for 
2018 is projected to increase a further 12-22% over the current forecast

 for 2017. 

10

10

 As at 30 November 2017. 

SPD 2018-2020  - 12.12.2017 

30 

• 
• 

• 

 
 
                                                           
Similarly,  a  significant  increase  of  52%  has  been  experienced  in  the  number  of  coordination 
meetings, from 164 in 2012 to 249 in 2016; this trend has been further strengthened in 2017 
  of  306  coordination  meetings  by  the  end  of  2017,  representing  a 
with  the  current  forecast
growth in the number of coordination meetings of up to 87% since 2012. 

11

In  line  with  trends  in  recent  years,  this  level  of  increase  is  expected  to  continue  in  2018.  The 
increase in operational work has required corresponding reinforcement of human resources in 
the  direct  support  areas,  largely  achieved  through  the  comprehensive  reorganisation  of 
Eurojust’s operational support department and efficiency gains arising from the completion of 
the  new  premises  project  and  review  of  other  administrative  support  areas,  resulting  in  a 
significant strengthening of operational support. 

If the level of operational work continues to rise in subsequent years, areas of support, including 
finance,  missions  and  events,  will  probably  require  reinforcement  in  line  with  the  increasing 
workload. 

11

 Idem. 

SPD 2018-2020  - 12.12.2017 

31 

 
 
 
 
                                                           
Despite a mid-term review of the Multi-Annual Financial Framework (MFF) by the Commission 
in 2016, no adjustment was made to budget or establishment plan ceilings for Eurojust, unlike 
Ex  post  facto
other agencies that had been granted ‘deliberate top-ups’ and resources linked to the migration 
crisis  or  in  recognition  of  increasing  workload/tasks
revisions  continue  to  be  made  to  reflect  the  final  voted  budgets  of  2015  –  2018;  however,  no 
extrapolation is made with regard to the budgets of the successive years. As a result, Eurojust’s 
annual budget request is being assessed against original MFF baselines that are recognised as 
largely obsolete, with acknowledged structural deficiencies. 

made  in  2016  and  2017. 

12

While  the  Final  Budget  2018  has  been  significantly  reduced  compared  to  2017  due  to  the 
completion  of  the  new  premises  project,  a  significant  deviation  (€6.16  million)  remains  from 
the  corresponding  ceiling  of  the  Commission’s  MFF  for  the  regular  operational  budget  of 
Eurojust, set at €32.45 million. 

Eurojust  has  been  successful  and  supported  in  securing  annual  budgets  (amending  budgets) 
that  exceed  the  MFF ceilings.  In  this  respect,  Eurojust is  grateful for  the  support  of  DG  Justice 
and  the  Budgetary  Authorities  in  examining  on  a  case-by-case  basis  the  annual  needs  of 
Eurojust and voting annual budgets and establishment plans that better meet the needs of the 
agency.  However,  with  no  revision  to  the  MFF,  the  commonly  accepted,  cumulative  and 
unavoidable budget deficits must be reiterated and re-justified each year. 

The reasons for these deviations are manifold, namely: 
• 

• 

• 

• 
• 

Additional  posts  (TA/CA)  and  deliberate  top-ups  to  the  staff  resources  granted  by  the 
Budgetary Authorities, deviating from the originally anticipated staff number in 2018 (MFF 
foresees 191 posts in 2018, while Eurojust has been authorised ‘deliberate top-ups’ in the 
intervening period amounting to 209 authorised posts in 2018); 
Adjustment of staff and SNE expenditures to reflect the lower vacancy rate of 2% as applied 
by the Commission; 
Ongoing impact of high statutory remuneration adjustments not factored into the MFF; 
Decentralised  and  growing  costs  for  European  Schools  and  external  audit,  not  foreseen  in 
the MFF; 
Higher exploitation costs for the new premises, which are significantly higher and based on 
the ‘build and maintain’ concept; 
Provision for JITs funding, which was not part of the original MFF baseline and provided by 
a Commission grant at the time the MFF was established; and 
Significant increases in operational work since 2013, when the MFF ceiling was established. 
In light of these points, the Final Budget 2018 unsurprisingly deviates from the MFF in terms of 
budget and staff resources. 

• 

• 

12

 Budget Circular for 2017 Agency Instructions, Brussels 17 December 2015, and Budget Circular for 2018 Agency 

Instructions, Brussels 20 December 2016. 
SPD 2018-2020  - 12.12.2017 

32 

 
 
 
 
 
 
                                                           
The table below presents the evolution of the Eurojust budget as compared to the MFF ceilings 
and  illustrates  that  significant  deviations  have  been  the  case  since  2014,  whether  by  way  of 
amending budgets (2014 and 2015) or higher voted budgets (2016 and 2018) or a combination 
of both (2017):
  Regular budget 
F
F
New premises 
M
Total budget ceiling (MFF)

(amounts x €1,000) 

2014 

2015 

2016 

2017 

2013 

2018 

  Voted budget Eurojust
t
s
u
j
o
r
u
E

Additional amending budget
Total budget (approved by 
COM/BA)

  Deviation from MFF

 32,450  
 32,359   32,450   32,450   32,450   32,450  
             -           100  
-    
6,980   11,130  
   190  
32,359   32,550   32,640   39,430   43,580   32,450  
32,359   32,450   32,994   43,540   48,379   38,607 

-     1,217  

-    
32,359   33,667   33,818   43,540   48,689   38,607   

824  

310  

-   

-  

1,117  

1,178  

4,110  

5,109  

6,157  

Concerning posts, the MFF ceiling for 2018 foresaw an establishment plan of 204 posts after the 
adjustment  to reflect  the previous  deliberate  top-ups  by  the  Budgetary  Authorities.  Eurojust’s 
post requests have therefore continued to deviate significantly from the MFF. The below table 
presents the evolution of the Eurojust establishment plan as compared to the MFF: 
Posts 
2017 
2013 
Establishment Plan (MFF) 
Corrected MFF after deliberate 
top-ups (BA) 
Establishment Plan (Eurojust)
Deviation from original MFF

195 
208 

191 
204 

200 
203 

2015 

2014 

2016 

2018 

213 
213 
- 
213 

209 
209 
- 
209 

205 
205 
- 
205 

203 
3  

208 
13  

209 
18  

With  regard  to  staffing,  Eurojust  has  achieved  the  full  5%  in  post  reductions  and  the  5% 
additional  levy  for  the  redeployment  pool  required  by  the  Commission.  The  budgetary 
authorities have offset this decrease with 18 additional posts (deliberate top-ups) in recognition 
of the significant increases in the operational workload and, particularly, the crime priorities of 
terrorism, cybercrime and illegal immigration. 

Eurojust endeavours to secure a revision to the current MFF, as well as establishing a realistic 
baseline for the next MFF, fully redressing the structural deficiencies and reset staffing targets 
and at the same time reflecting the need to provide more assistance in the fight against serious 
cross-border  crime,  particularly  in  the  crime  priority  areas  of  terrorism,  human  trafficking, 
illegal  immigrant  smuggling  and  cybercrime,  which  increasingly  pose  real  threats  to  freedom, 
security and justice in Europe.

In  March  2017,  Eurojust  submitted  the  below  multi-annual  projections  compared  to  the  MFF.  
These continue to approximate the needs of Eurojust, and will be updated in the course of the 
2019 budget preparations and the draft Single Programming Document. 

SPD 2018-2020  - 12.12.2017 

33 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
1. CURRENT PROGRAMMING/MFF STATUS - BUDGET

Amounts in EUR thousands

Year

2018

2019

2020

Current MFF (revision confirmed C Hanssens/A Poliart)
     Of which New Premises 
     Of which Regular Operational Budget 

32,450

33,099

33,761

32,450

33,099

33,761

2. PROPOSED REVISION ELEMENTS TO BE ADDED TO MFF REGULAR OPERATIONAL BUDGET CEILING (ABOVE 2015 V

     CLUSTER 1: ADDITIONAL RESOURCES GRANTED 2014-2016 BUDGETS

Item 1: New Posts+grades allocated in 2016 budget (3 posts)
Item 1a: New posts allocated in 2017 budget (10 posts)
Item 2: Increase JITs

subtotal

132
600
1,232
500

132
600
1,232
500

     CLUSTER 2: STRUCTURAL DEFICIT (PARTLY GRANTED BY AMENDING BUDGETS)

Item 3: 2014 salary adjustments (basis of amending budgets)
Item 4: Decentralised costs incl European School
Item 5: Vacancy Rate for TA/CA Posts
Item 6: Indexation/Correction coefficient 2015 & 2016

     CLUSTER 3: UNFORESEEN (OR UNCERTAIN: ITEM 11) COSTS 

subtotal

Item 7: Interim Premises Costs (following relocation co-tenant)
Item 8: Increases in operational costs/capital replacements
Item 9: Consultancy Budget for New Premises (EJ own costs)
Item 10: Higher Exploitation Costs
Item 11: Anticipated indexation/Correction coefficient (2017 - 2020)

subtotal

824
537
900
3,061
800

-
125
60
1,150
2,135
800

824
650
900
3,174
800

-
125
-
1,150
2,475
1,200

     CLUSTER 4: NEW COSTS RELATED TO GROWING CASEWORK/EUROJUST DECISION MANDATE

Item 12: 12 new posts 2018 including 7 CA conversions
Item 13: Corresponding reduction CA posts
Item 14:  Increase in operational meetings
Item 16: NEW TASK EPPO support*
Item 15: Strengthen comunications/PR

-600 
1,000

-600 
1,000

252
100
752

360
pm
100
860

subtotal

132
600
1,232
500

824
670
900
3,194
800

-
925
-
1,150
3,675
1,600

-600 
1,000

470
pm
100
970

Proposed revision Regular Operational Budget Ceiling

39,630

40,191

41,521

3.  MULTI-ANNUAL BUDGET PROJECTION (cf MFF CEILING)

39,630

40,191

41,521

Deviation MFF
*Based on the offer presented by Eurojust to the Commission in March 2013 for support of up to 40 personnel at the seat of 
Hague.  Additional credits at the discretion of the Commission; in the minimum case scenario, the budget for the reinstated posts 
(11 TA posts) would be required ~ EUR 880,000

-7,180 

-7,092 

-7,760 

SPD 2018-2020  - 12.12.2017 

34 

 
 
 
 
 
 
            
     
              
            
     
              
 
                     
             
                       
                     
             
                       
                     
             
                       
              
       
                
                     
             
                       
                     
             
                       
                     
             
                       
                     
             
                       
              
       
                
                      
              
                        
                     
             
                       
                       
              
                        
                 
          
                   
                     
          
                   
              
       
                
                 
          
                   
                  
           
                    
            
     
              
            
     
              
 
Section III  Work Programme 2018 

1.  Executive Summary 

Judicial  cooperation  between  national  authorities  is  a  fundamental  aspect  of  the  EU’s  fight 
against serious cross-border and organised crime. 

Eurojust’s Work Programme 2018 provides a comprehensive overview of its frequent activities 
and describes the annual organisational activities and objectives for 2018. Eurojust’s support to 
Member States’ competent national authorities needs to be strong and efficient as to as face the 
current security  risk  in  Europe,  particularly  with  regard  to  terrorist  threats  and  challenges  in 
the judicial response to illegal immigrant’ smuggling and cybercrime. 

In the Work Programme 2018, Eurojust has considered the priorities of the European Agenda 
on Security, the Renewed EU Internal Security Strategy Implementation, the European Agenda 
on Migration, and the EU Action Plan against Migrant Smuggling, and will also respond to new 
priorities identified in the next policy cycle. Eurojust will specifically focus on: 

i)  Managing  a  judicial  database  on  terrorism  cases  and  increasing  its  participation  in  the 
European Counter Terrorism Centre at Europol; 

ii)  Continuing  to  assist  competent  national  authorities  dealing  with  investigation  and 
prosecution  of  illegal  immigrant  smuggling  cases,  particularly  by  fostering  strategic  and 
operational cooperation with key third States; and 

iii)  Supporting  the  European  Judicial  Cybercrime  Network  and  increasing  the  participation  of 
Eurojust in the European Cybercrime Centre (EC3) at Europol. 

The  Work  Programme  2018  establishes  the  annual  organisational  activities,  setting  the 
objectives  for  2018.  Eurojust’s Work  Programme  is  divided  into  three strategic action  areas, 
stemming from its Multi-Annual Strategy 2016-2018: 

Strategic Action Area 1 – OPERATIONAL WORK 

- 

Eurojust  will  function  as  the  centre  for  operational  judicial  support  in  the  European 
Union,  proactively  fostering  and  facilitating  cooperation  and  coordination  of  the 
competent  authorities  of  the  Member  States  in  serious  and  organised  cross-border 
crime  cases,  providing  high-quality  services  and  advice  responsive  to  stakeholders’ 
Strategic Action Area 2 – STRATEGIC WORK 
needs and achieving excellent operational results. 

Eurojust  will continue  to  develop  and  be  recognised  as  the  centre  of  judicial  and  legal 
expertise in the European Union, providing advice to stakeholders based on operational 
Strategic Action Area 3 –  ORGANISATIONAL DEVELOPMENT 
experience in judicial cooperation in criminal matters. 

- 

- 

Eurojust will continue to develop and be recognised as an effective, efficient, highly 
professional, client-oriented and flexible organisation. 

SPD 2018-2020  - 12.12.2017 

35 

 
 
2.  Approach 

Following  the  Joint Statement of  the  European  Parliament,  the Council  of  the  European  Union 
and  the  European  Commission  on  EU  Decentralised  Agencies  of  19  July  2012  containing  the 
Common Approach on EU Decentralised Agencies, Eurojust has placed further emphasis on the 
development of tools and systems to embed ABB and ABM.  In this respect, Eurojust has further 
enhanced  its  performance  management  system  (eMS)  to  integrate  strategic  and  annual 
planning,  thus  translating  strategic  objectives  into annual  organisational  activities  and  related 
objectives from which the needed resources can be determined. Eurojust has developed KPIs at 
strategic and operational levels, improving its capacity to monitor and report on performance 
against both annual organisational activities and strategic objectives. 

Eurojust  staff  assists  the  College  and  the  National  Desks  in  delivering  judicial  cooperation 
services  to  the  Member  States.    For  the  counting  of  the  time  spent  by  the  members  of  the 
National Desks on operational work, on strategic or policy work and as Management Board and 
Presidency Team governing the organisation, since 2017, thanks to the prioritisation exercise; 
the time that members of the National Desks spend on policy work is currently being planned 
and allocated through the project briefs describing the priorities for the year. The project briefs 
identify specific members of National Desks for specific tasks, which in turn provide estimations 
of the time required for those tasks. In the project briefs, resources are already being planned in 
detail,  ensuring  commitments  by  National  Desk  members.  The  time  spent  on  Management 
Board or Presidency Team tasks by the National Desk members are also well documented in the 
minutes  and  highlights  of  their  meetings.  Based  on  the  above  and  in  the  absence  of  time 
registration mechanisms at the National Desks, the following estimations are established for the 
work of the National Desks: 

70% to strategic goal 1 (operational work) 
20% to strategic goal 2 (strategic work of College and College Teams) 
10% to strategic goal 3 (time spent as Management Board and tasks of Presidency Team 
governing the organisation) 

In accordance with the ABC principles, these indicative estimations for the non-statutory post-
holders at the National Desks are also used as basis to distribute on a pro-rata basis the costs for 
common  and  horizontal  support  services  (‘common/horizontal  objectives’),  based  on  the 
number of staff and budget allocated to these objectives. 

Following  this  methodology,  the  following  tables  present  the  allocation  of  human  resources 
(FTE numbers and respective FTE costs) and financial resources (Budget Line costs) included in 
the  Final  Budget  2018,  per  2016-2018  Strategic  Goal,  cascading  into  annual  organisational 
activities and objectives for 2018. 

SPD 2018-2020  - 12.12.2017 

36 

o 
o 
o 

 
 
 
Table  of  Eurojust’s  strategic  objectives  from  Multi-Annual  Strategy  (MAS)  2016-2018  cascading  into  annual  organisational  activities  and  further  into 
objectives to the annual activities 

STRATEGIC GOALS AND OBJECTIVES 
2016-2018 

AOA 2018 

OBJECTIVES 2018 

Total FTE (#) 

Total FTE 
(€) 

Total Expenses(€)  Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

GOAL 1 - 
OPERATIONAL 
WORK 
Proactive EU 
centre for 
operational 
judicial 
cooperation 
and 
coordination in 
serious cross-
border 
organised 
crime cases 

SubtotalGoal  1 

Strengthen the 
position of 
Eurojust as the 
centre for 
operational 
judicial 
cooperation 

Provide dynamic 
and quality 
support to 
national 
authorities in 
judicial 
cooperation and 
coordination 

Operationally 
contribute to the 
EU policy cycle 
for organised 
and serious 
international 
crime 

Strengthen the 
operational 
information 
management 
capabilities of 
Eurojust 

Reinforce 
operational 
cooperation 
with key 
partners 

1.  Strengthen 
Eurojust's 
position and 
operational 
capabilities to 
provide dynamic 
and quality 
support to 
judicial 
cooperation and 
coordination 

2.  Reinforce 

operational 
partnerships 
with key 
partners and 
stakeholders 

1.1.

1.2.

1.3.

2.1.

2.2.

Encourage referral of 
complex cross-border 
crime cases and 
information to 
Eurojust, offering 
operational and legal 
expertise, in particular 
on EAWs, MLAs, EIOs 
and JITs 
Optimise use of ENCS 
in MSs 

Improve efficiency and 
effectiveness of 
coordination meetings 
& coordination centres 
and ensure expeditious 
follow-up 

Continue to develop 
operational 
cooperation with JHA 
Agencies, Europol in 
particular, and other 
EU bodies 

Continue to develop 
operational 
cooperation with third 
States, through use of 
Eurojust contact 
points 

SPD 2018-2020  - 12.12.2017 

37 

91.79  €7,258.688 

€10,311,603  

€17,570,291  

36,35 % 

45.51% 

27.08  €2.103,637 

€1,373,326  

€ 3,476,963  

10,72 % 

9.01 % 

118.87

€9.362,325

€11.684,928

€21.047,254

47,08%

54,5%

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
STRATEGIC GOALS AND OBJECTIVES 2016-2018 

AOA 2018 

OBJECTIVES 2018 

Total FTE (#) 

Total FTE 
(€) 

Total 
Expenses(€) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of 
Total 
Budget  

GOAL 2 -  
STRATEGIC 
WORK 
EU centre of 
expertise in 
judicial 
cooperation in 
cross-border 
criminal matters 

Contribute to the 
improvement of EU action 
in judicial cooperation in 
criminal matters 

 Strengthen the pivotal 
role of Eurojust in joint 
investigation teams 

Strategically contribute to 
the EU policy cycle for 
organised and serious 
international crime 

Enhance strategic 
cooperation with 
stakeholders and partners 
in the Area of Freedom, 
Security and Justice 

Subtotal Goal 2 

3.  Contribute to the 

improvement of EU 
action in judicial 
cooperation in 
criminal matters

4.  Enhance strategic 
cooperation with 
partners  and 
stakeholders in the 
Area of Freedom, 
Security and Justice 

3.1

3.2

4.1

4.2

Promote a European 
approach to judicial 
cooperation in priority 
crime areas and legal 
instruments to 
overcome judicial 
challenges across 
borders 
Share expertise and 
knowledge, best 
practices and lessons 
learned to the extent 
possible on the basis of 
existing casework 

Prioritising and 
reinforcing strategic 
cooperation in the area 
of criminal justice with: 
EU Institutions, JHA 
Agencies, the 
Secretariats hosted at 
Eurojust (EJN, JIT and 
GEN) and the 
Consultative Forum of 
Prosecutors General and 
Directors of Public 
Prosecution of the MS. 
Promote the added 
value of the judicial 
and prosecutorial 
dimension of the fight 
against serious cross-
border crime in the EU 

SPD 2018-2020  - 12.12.2017 

38 

12.51 

€964,125 

€516,924 

€1,481,049 

4,95% 

3,84% 

40.93 

€3,246,975 

€2,665,270 

€5,912,245 

16,21% 

15,31% 

53.43

€4,211,100

€3,182,194 

€7,393,294 

21.16% 

19.15% 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
STRATEGIC GOALS AND OBJECTIVES 2016-
2018 

AOA 2018 

OBJECTIVES 2018 

Total FTE (#) 

Total FTE (€) 

Total 
Expenses(€
) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

5.1

6.1

6.2

Ensure contributions to 
legislative development of 
new EJ/EPPO Regulations 
and smooth 
implementation of the 
organisational changes 
stemming from the new 
Regulations 

 Promote a strong and 
positive organisational 
culture (including an 
increase in Eurojust’s 
ability to manage its 
institutional knowledge 
and communication and 
effectively communicate 
with EU stake-holders, 
institutional partners and 
media, including in times 
of crisis) 
Further strengthen 
Eurojust's organisational 
capacity to improve 
performance reporting, 
standardise internal 
processes, optimise 
technological and physical 
infrastructure to meet 
operational needs and 
enhance flexible use of 
financial and human 
resources to deliver 
quality services to the 
College and National 
Desks 

GOAL 3 - 
ORGANISATIONAL 
DEVELOPMENT 
Professional EU 
Organisation with 
positive reputation 

5.  Ensure effective 

organisational 
governance 

 Ensure timely 
internal 
preparation for 
implementing 
organisational 
change 

Ensure the 
delivery of 
excellent support 
services 

6.  Efficient and 

effective support 
and 
administration 

Subtotal Goal 3 

Grand Total Budget 2018 

SPD 2018-2020  - 12.12.2017 

39 

4.23 

€403,039 

€0 

€403,039 

1.67% 

1.04% 

75.97 

€6,079,976  

€3,683,175  

€€9,763,151 

30.09% 

25.29% 

80.20 

€6,483,015 

€3,683,175 

€10,166,190 

31,76% 

26.33% 

252.50 

€20,056,440 

€18,550,297 

€38,606,737 

100% 

100% 

 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
 
 
o 
o 
o 
o 
o 
o 

o 
o 
o 
o 
o 
o 

o 
o 
o 
o 

3.  2018 Assumptions 

The  assumptions  underpinning  the  Annual  Work  Programme  2018  are  based  upon  known 
and/or estimated workload indicators. 
Human Resources 

72 National Desk post-holders 
4 Liaison Prosecutors 
Establishment Plan: 209 Temporary Agent posts 
22.5 Contract Agent posts 
21 Seconded National Experts 
Staff vacancy rate 2% 

Operational Assumptions 

No activities in support of the EPPO 
No entry into force of the new Eurojust Regulation in 2017 
365 operational meetings, 15 of which will be coordination centres 
3 000 case referrals 
7 Eurojust meetings, including one meeting of the Consultative Forum 
Operational  support  for  up  to  150  JITs  focusing  on  increasing  participation  of  third 
States 
Max. 6 national workshops 
Min. 2 press briefings in Brussels 
Allocation of up to €1.444 million budget for grants related to JITs 
Support to Networks: EJN (3 plenary meetings, 2 medium-sized meetings), JITs Network 
(1  plenary  meeting,  2  small-sized  meetings),  Genocide  Network  (2  plenary  meetings), 
and the European Judicial Cybercrime Network

(2 meetings) 

Technical Assumptions 

o 
o 
o 
o 
o 
o 
o 

1.5% correction coefficient adjustment 
1.9% indexation 
1.2% inflation - outsourced services and utilities 
Maximum 450 internal ICT users 
Maximum 500 external ICT users 
Hosting up to 35 VIP visits and 75 study visits 
Fully integrated VC infrastructure to manage increase in videoconferencing 

SPD 2018-2020  - 12.12.2017 

40 

 
 
 
4.  Annual Organisational Activities 2018 

Strategic Action Area 1 
Proactive  EU  centre  for  operational  judicial  cooperation  and  coordination  in 
serious cross-border organised crime cases 

1. Strengthen Eurojust's position and operational capabilities to provide dynamic and quality 
support to judicial cooperation and coordination13 

Overview 

With  its  unique  range  of  services  pertaining  to  judicial  cooperation  and  the  annual  increase  in  Eurojust’s 
casework, Eurojust continues to provide excellent operational support to Member States’ authorities in cross-
border  cases.  Much  effort  is  put  into  building  relationships  based  on  trust,  which  is  an  essential  element  for 
national  authorities  to  work  effectively  together  and  with  their  National  Members  at  Eurojust,  with  the 
common objective of achieving a clear outcome at the many coordination meetings held at Eurojust. 

Eurojust  will  continue  to  focus  on  increasing  the  visibility  and  awareness  of  its  work  at  both  European  and 
national levels. 

Eurojust strives to enhance the support it provides to coordination meetings and coordination centres and to 
effectively ensure its added value in national investigations and prosecutions. To be able to better illustrate and 
enhance  the  added  value  of  Eurojust’s  support,  Eurojust  is  closely  monitoring  the  complexities  of  judicial 
cooperation and coordination of cross-border criminal prosecutions and investigations. 

The Operations Manual describes the processes and procedures in the life-cycle of a case, ensuring consistent, 
high-quality and cost-effective services in cases referred to Eurojust. A new Manual of Data Entry is envisaged 
to  ensure  harmonised  and  consistent  processing  of  operational  and  strategic  information  in  full  compliance 
with data protection requirements. 

The  organisational  restructuring  of  the  Administration,  implemented  in  2017,  will  strengthen  a  consolidated 
all-round service approach to operational work. 

Eurojust  will  enhance  its  extranet  as  a  tool  for  practitioners  to  disseminate  best  practice  and  operational 
feedback  in  judicial  cooperation.  Eurojust  will  also  support  the  strengthening  of  online  resources  for 
practitioners, particularly in the areas of cybercrime, illegal immigration and terrorism. 

Through  its  growing  experience  in  casework,  Eurojust  will  continue  to  provide  practitioners  with  additional 
operational tools to help in their individual cases, such as drafting practical guidelines, sharing experience in 
the  prosecution  of  certain  priority  crime  phenomena  and  making  available  advisory  overviews  on  the 
application of judicial cooperation and mutual recognition instruments. Eurojust conducts regular evaluations 
of JITs supported and/or funded by it to collect best practice and assess the outcome and added value of JITs 
and of Eurojust’s support to them, so that practitioners can get the best results in future JITs. Eurojust produces 
analyses of case law (e.g., in relation to the admissibility of evidence collected via JITs), and regular analyses of 
legal and practical difficulties, best practice and solutions in JITs cases, including JITs involving third States. The 
JIT evaluation form and the feedback forms received from participants at coordination meetings will serve as 
useful tools to assess the added value of these operational activities. 

The Case Management System (CMS) will be redesigned based on a preliminary analysis conducted in 2017. In 
general, the IT architecture needs constant development to match market developments, updates in software 
applications and computer operating systems. At the same time, they will meet the principles of data protection 
by design and by default. 

13 Links to Strategic Objectives 1.1, 1.2 and 1.4 of the MAS 2016-2018. 
SPD 2018-2020  - 12.12.2017 

41 

 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
To ensure the continuous improvement of the level of cooperation between Member States and assistance to 
Member  States  through  efficient  and  effective  coordination  of  investigations  and  prosecutions  in  relation  to 
serious  and  organised  cross-border  crime,  Eurojust  undertakes  many  actions  in  managing  its  casework,  the 
most important of which are: 

• 
• 
• 
• 
• 
• 
• 

• 

• 

• 
• 
• 
• 

• 
• 

• 
• 
• 

Coordination of operational actions 
Provision of operational and legal analysis 
Provision of financial and logistical support to operational meetings 
Provision of expertise and delivery of knowledge products (e.g. case notes) 
Cross-checking of information 
Management of data protection compliance 
Timely response to requests for Member States’ assistance in casework on the basis of high-quality 
expertise, operational and legal analysis and advice 
Management  of  operational  (case-related)  data  and  strategic  information, including,  for statistical 
purposes, in line with security and data protection standards 
Coordination  of  investigative  and/or  prosecutorial  actions  and  measures  in  operational  meetings, 
coordination meetings and coordination centres 
Management of operational information exchange 
Setting up joint investigation teams 
On-Call Coordination 
Day-to-day  operational  and  administrative support  to  Eurojust’s  National  Desks  to  ensure  quality 
contribution and enhance the coordination effort in the cases referred by the national authorities 
Handling requests to exercise data protection rights and investigation of complaints 
Retention  of  institutional  knowledge  through  collection,  storing  and  analysis  of  criminal  case 
information through the use of the Case Information Form 
Organisation of College thematic discussions on relevant operational topics 
Development and maintenance of core IT systems, such as the CMS 
Ensure that Eurojust’s connectivity and support is arranged for the Secure Networks, the Schengen 
Information System (SIS II) and the Secure Information Exchange Network Application (SIENA).

Objectives 2018 

Encourage referral of complex cross-border crime cases and information to Eurojust and offer 
operational and legal expertise (EAWs, MLAs, EIO and JITs) 

1.1.
Actions 
- 

- 

Eurojust  will  implement  the  renewed  awareness-raising  strategy  following  the  2017  review  of  the 
effectiveness of Eurojust national workshops in Member States (involvement of the Eurojust National 
Correspondents may be considered in this regard).  
Eurojust will continue to provide targeted expertise and financial support to JIT casework. 

Expected results

- 

- 
- 
- 

- 
- 
- 

Increase  in  number  of  Member  States  requesting  assistance  (or,  cases  referred)  and  operational 
expertise 
Increase in number of coordination meetings and coordination centres 
Increase in amount of information submitted to Eurojust (Article 13 Eurojust Council Decision) 
Increase in level of Eurojust assistance to Member States requiring support in judicial cooperation with 
third States 
Increase in number of third States participating in JITs 
Swift settlement of JITs grants 
Gathering of feedback on JITs as lessons learned 

SPD 2018-2020  - 12.12.2017 

42 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
Optimise use of ENCS in Member States 

1.2.
Actions 
- 

- 

Making  full  use  of  the  possibilities  offered  by  the  ENCS,  by  using  the  Case  Management  System  and 
secure connections with the Member States streamlines the transfer and exchange of information with 
Fiches  Suédoises
Eurojust.  
Eurojust  continues  to  regularly  update  the 
composition and functioning of the ENCS in each Member State. 

  by  providing  information  on  the  current 

Expected results 

- 

Eurojust’s objective is to have secure communication channels in place with all relevant Member States’ 
authorities. Training on the use of the technical tools will be made available again to increase synergies, 
quality of data, and responsiveness to the needs of the College and external stakeholders. 

Improve efficiency and effectiveness of coordination meetings/centres and ensure expeditious 
follow-up 

1.3.
Actions 
- 
- 

- 
- 

Active encouragement of the participation of Europol, OLAF and third States 
Consolidation of strengthened organisational capacity to support operational needs resulting from the 
reorganisation of the Administration and the creation of the Operations Unit acting as a one-stop-shop 
for requests from the National Desks 
Eurojust expects to analyse the use of the EIO in the Member States 
IT tools that support the operational work of Eurojust are being continuously enhanced  

Expected results 

- 
- 

- 
- 

 KPIs 

Improved responsiveness and follow-up to coordination meetings and coordination centres 
Better meeting the needs of Member States for high-quality operational support in investigations and 
prosecutions of serious cross-border organised crime 
Improved information exchange leads to increased operational impact 
The priorities set by the CMS Board are implemented 

  Indicators 

Latest Result 
(2016 

Target 

Implementation  of  activities  and  mandate  as  regards 
Cases 
casework 

o    

Number of requests to Eurojust National Desks to 

facilitate judicial cooperation and coordination
o    

Percentage of multilateral cases of total casework 

Judicial cooperation tools 
involving Member States and third States

o     
o     

Number of EAW cases processed
Number of EIO cases processed

o     Eurojust recommendations to solve/prevent 
43 
SPD 2018-2020  - 12.12.2017 
conflicts of jurisdiction arts. 6 & 7

2306 

17% 

320
N/A 

3000 

>18% 

 >10% 

 
 
 
 
 
 
 
 
 
 
  
  
  
  
 
 
  
  
 
 
 
  
 
 
 
 
o    
o    
o    

Number of coordination meetings
Number of coordination centres
Number of videoconferences with national 

authorities
o    

Percentage of Feedback Forms received from national 

authorities of Member States participating in 
coordination meetings 
Number of JITs  

o    
o    
o    
o    
o    

Supported
Funded
Newly established
Funded for the first time
Involving third States 

Implementation  of  activities  and  mandate  as  regards 
other operational work: 

Eurojust Case Information Forms (CIFs) 
o
o
Percentage of replies by National Members to 
Eurojust operational topics (Knowledge Management 
Interface) 

Eurojust Secure Network Connections functioning at 

o
operational level 

Core operational processes: 

15 cases Art. 6
249 
10 

22  

N/A

148 
90 
69 
58 
14 

360 

60% 

14 

o Number of initiatives taken and implemented by CMS 
Board to improve IT tools supporting operational work  

62 

Resources

15 
350 
15 
 >25% 

75% 

150 
95 
70 
60 
20 

>10% 

75% 

16 

>20% 

Description 

Total FTE (#) 

Total FTE (€) 

Total 
Expenses(€) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

and 

Strengthen 
Eurojust's 
position 
operational 
capabilities 
to 
provide  dynamic 
quality 
and 
support 
on 
judicial 
cooperation  and 
coordination   

91.79 

€7,258.688 

€10,311,603 

€17,570,291 

36,35 % 

45.51 % 

SPD 2018-2020  - 12.12.2017 

44 

 
 
 
 
 
 
  
  
 
 
 
 
 
  
  
      
      
      
  
  
 
 
 
 
 
 
 
2. Reinforce operational partnerships with key partners and stakeholders14  

Overview 

Through  gathering  and  analysing  legislative  and  case-law  developments  as  well  as  identifying  common  legal 
obstacles  and  effectiveness  of  legal  instruments  for  judicial  cooperation  in  criminal  matters,  Eurojust  can 
respond  to  emerging  priorities  and  coordinate  with  EU  institutions  and  other  actors.  Eurojust  will  strive  to 
enhance reciprocal arrangements to increase the level of engagement of relevant EU partners and third States 
in the operational work of Eurojust, systematically maximising outcomes and added value at EU level, within 
the  international  priorities  set  by  the  European  Union  and  in  close  cooperation  with  the  Commision. 
Operational cooperation is based on a variety of recurring actions, more specifically: 
• 

Cooperation with Europol 
- 

Enhancing  operational  analysis  of  cases,  particularly  on  the  basis  of  a  hit/no  hit  cross-check 
information system to ensure that cases are properly coordinated 
Information exchange between Eurojust contact points and Europol Analyst Projects 
Cooperation in setting up and financing JITs 
Enhancing cooperation with Europol’s Centres of Expertise while taking as a model the existing fruitful 
cooperation established with EC3. 
Organisation of Eurojust-Europol exchange programme 

Cooperation with OLAF 
- 

• 

• 

Enhancing  information  exchange  including  relevant  PIF  case  summaries  to  jointly  safeguard  the  EU’s 
financial interests. 

Facilitating judicial cooperation with Third States and international organisations 
- 
- 

Implement cooperation agreements in force (7) 
Support negotiations for concluding cooperation agreements with
priority third States and explore the 
possibilities for concluding strategic agreements, particularly if concluding cooperation agreements is 
not possible  
Support negotiations for enhancing cooperation arrangements with international organisations 
Improve cooperation between Member States and third States by facilitating contacts through Eurojust 
Contact Points designated in third States, and actively seek to enlarge the network of Eurojust Contact 
Points (currently 66) 
Support for three Liaison Prosecutors posted at Eurojust (USA, Switzerland and Norway) 

•  Data protection 

- 

Ensure  inclusion  and  implementation  of  adequate  data  protection  provisions  in  cooperation 
agreements with key partners and third States. 

•  Development of operational systems 

- 
- 
- 

- 

- 
- 

- 

- 
- 
- 
- 
- 

Development of core systems (CMS, SIENA, secure connections) 
Business services development 
ICT and network security 
Software engineering 
Architecture compliance management 

• 

Activities involving operational support  
- 
- 
- 

Provision of expertise and delivery of knowledge products (e.g case notes) 
Cross-checking of information 
Provision of operational and legal analysis 

14 Links to Strategic Objectives 1.3 and 1.5 of the MAS 2016-2018. 
SPD 2018-2020  - 12.12.2017 

45 

 
 
 
 
 
 
 
 
 
 
 
 
                                                           
Objectives 2018 

2.1.
Actions 
- 

Continue  to  develop  operational  cooperation  with  JHA  agencies,  particularly  Europol,  and 
other EU bodies 

- 

- 

Assess the implementation of the working arrangements with OLAF, Europol, EMCDDA, eu-LISA, FRA, 
FRONTEX and EUNAVFOR MED, to ascertain whether revision should be sought, in particular in light of 
the possible new legal basis of Eurojust. 
Streamline  joint  operations  with  Europol,  particularly  in  coordination  centres,  building  trust  and 
cooperation through the association with Europol Analyst Projects. 
Support  EC3,  the  ECTC  and  European  Migrant  Smuggling  Centre  (EMSC)  at  Europol,  as  well  as  the 
continuation  of  the  temporary  placement  of  a  Eurojust  representative  to  Union  Centres  of  Expertise 
hosted at Europol.  

Expected results

- 

- 
- 
- 

- 

- 

Increase  Eurojust’s  impact  on  resolving  judicial  obstacles  in  serious  and  organised  cross-border 
investigations and prosecutions 
Create further synergies with other relevant agencies 
Improve cooperation with JHA agencies and other relevant partners 
Create a more effective and efficient working relationship between Eurojust Contact Points and Europol 
Analyst Projects 
Ensure, in a more proactive manner, proper judicial follow-up in cases in which judicial authorities are 
involved in criminal investigations 
Increase  the  number  of  Eurojust  press  releases  and  other  media  communications  jointly  or 
collaboratively  developed  with  relevant  EU  JHA  agencies,  bodies  and  institutions  to  provide  concrete 
examples of operational and judicial cooperation in the field of serious cross-border organised crime 

2.2.
Actions 
- 

Continue  to  develop  operational  cooperation  with  third  States,  through  use  of  Eurojust 
Contact Points 

Eurojust continues to enhance and strengthen operational cooperation with third States by establishing 
further  contacts  with  key  third  States,  exploring  the  possibility  of  concluding  cooperation  and/or 
strategic agreements, as well as effectively using the Eurojust Contact Points in third States. 

Expected results 

- 
- 
- 

- 
- 
- 

Host a greater number of Liaison Prosecutors (LPs) from third States at Eurojust 
Increase the number of Eurojust Contact Points in third States 
Adopt  a  guide  for  cooperation  between  Eurojust  and  Eurojust  Contact  Points  and  update  the  current 
template on Eurojust Contact Points 
Increase the number of cooperation agreements negotiated with key third States 
Increase the number of strategic agreements negotiated with relevant third States 
Ensure  that  Eurojust’s  connectivity  and  support  is  arranged  for  the  Secure  Networks,  the  Schengen 
Information System (SIS II) and SIENA

SPD 2018-2020  - 12.12.2017 

46 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
KPIs 

  Indicators 

Latest Result 
(2016) 

Target 

Implementation  of  activities  and  mandate  regarding 
casework with involvement of external stakeholders: 

Number of 
o
o
o
o
o

Coordination meetings attended by Europol 
Coordination centres attended by Europol 
Europol operational meetings attended by Eurojust 
Cases involving third States 
Cases involving international bodies 

Actions directed towards external stakeholders: 
Number of  
o

Eurojust Contact Points in third States 

87 
7 
n/a 
321 
37 

66 

o

Eurojust Contact Points newly appointed in third States 

6 

o

o
o

Cooperation Agreements 

Strategic Cooperation Agreements 
Memoranda of Understanding 

9  (2  signed  in 
2016) 
0 
3 

Strategic partnership initiatives launched (preparatory 

o
meetings for new Cooperation/Strategic Agreements) 

6 

Publications: 
o      

Joint/collaborative press releases with JHA agencies and 

EU bodies and institutions 
Resources 

10 

>20% 
>20% 
>20% 
330 
40 

69 

>50% 

11 

2 

8 

10 

Description 

Total FTE (#) 

Total FTE (€) 

Total 
Expenses(€) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

Reinforce 
operational 
partnerships  with 
key  partners  and 
stakeholders

27.08 

€2.103,637 

€1,373,326 

€3,476,963 

10,72 % 

9.01 % 

SPD 2018-2020  - 12.12.2017 

47 

 
  
  
  
  
   
   
   
   
   
  
  
  
  
      
      
      
      
      
  
      
  
 
 
 
 
 
 
 
EU centre of expertise in judicial cooperation in cross-border criminal matters 

Strategic Action Area 2:  

3. Contribute to the improvement of EU action in judicial cooperation in criminal matters15 

Overview 

Within  the  EU  Policy  Cycle,  Eurojust  will  maximise  outcomes  together  with  other  EU  actors  and  will  actively 
contribute to COSI, by supporting the creation of the multi-annual strategic plans and the implementation of the 
Operational Action Plans set for each of the EU crime priorities from a judicial perspective. Specific attention 
will  continue  to  be  paid  during  2018  on  operational  activities  related  to  illegal  immigrant  smuggling, 
cybercrime, and counter-terrorism. 

Based on its operational experience, Eurojust will continue to be available as a centre of judicial expertise by 
delivering  expert  advice  and  policy  proposals  for  the  improvement  of  judicial  cooperation  in  prioritised 
criminal matters.  

The  number  of  assignments  given  to  Eurojust  to  contribute  to  the  preparation  of  EU  policy  documents  has 
increased.  These  requests  for  expertise  and  strengthened  assistance  in  judicial  cooperation  have  been 
embedded  to  the  extent  possible  in  the  Annual  Work  Programme.  In  this  regard,  the  lessons  learned  from 
Eurojust casework and operational work facilitate the setting of priorities and development of policies at EU 
level.   

To fulfil this strategic objective, the following EU initiatives are taken into account: 

1.
2.
3.
4.

5.
6.
7.
8.
9.
10.
11.

12.
13.
14.

European Agenda on Security 
Renewed EU Internal Security Strategy implementation Paper 
Council Conclusions on the Establishment of the European Cybercrime Centre (EC3) 
Council  Conclusions  on  the  criminal  response  to  radicalisation  leading  to  terrorism  and  violent 
extremism 
Reports to the EU CTC 
European Agenda on Migration 
EU Action Plan against Migrant Smuggling 
Council conclusions on measures to handle the refugee and migration crisis 
EU Strategy towards the eradication of THB 
EU Action Plan on Drugs 
EMPACT  projects  for  the  EU  crime  priorities  (involved  in  75  Operational  Actions  to  combat  priority 
threats) 
EU Action Plan against Illicit Trafficking in and Use of Firearms and Explosives 
EU Action Plan against Wildlife Trafficking 
Council conclusions on fight against impunity for the crime of genocide, crimes against humanity and 
war crimes within the European Union and its Member States 

Based on its operational experience, Eurojust provides expert advice concerning the use of judicial cooperation 
tools and how to overcome judicial cooperation obstacles in a particular serious organised cross-border crime 
area. The following activities and outputs are identified: 

• 

o 

Activities related to providing operational support such as: 

o 

o 
o 

legal  analysis  of  cross-border  crime  types  and/or 

Provision  of 
challenges/issues 
Contribution  to  delivery  of  specific  trainings  to  practitioners  in  Member  States  and  relevant 
third parties 
Provision of expertise and delivery of knowledge products 
Management of specialist platforms/knowledge interfaces 

judicial  cooperation 

15 Links to Strategic Objectives 2.1 and 2.2 of the MAS 2016-2018. 
SPD 2018-2020  - 12.12.2017 

48 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
o 

Performance  of  research in  crime  and  judicial cooperation area and  identification  of  potential 
new tools; 

ne bis in idem

Activities  directed  to  establish  a  Centre  of  Expertise  and  an  information  hub  in  the  relevant  area  of 
expertise; 
Activities  related  to  the  preparation  of  reports  and  contributions  upon  request  of  other  institutions, 
bodies  and  agencies  (JHA  Council,  COSI,  EU  Commission,  LIBE  Committee,  EU  CTC,  Anti-Trafficking 
Coordinator, etc.) 
Activities related to support for EMPACT, Analyst Projects of Europol, Europol specialised centres and 
joint reports 
Activities  related  to  support  training  activities  of  external  stakeholders  (e.g.  EJTN,  OLAF,  CEPOL  and 
Europol) 
Casework reports on the experience and expertise gained to overcome obstacles in judicial cooperation, 
for example on the application of mutual recognition instruments such as the EAW, the prevention and 
settlement of conflicts of jurisdiction/
, asset recovery, including freezing and confiscation, 
and  data  retention.  Regular  overviews  of  European  and  national  case  law  in  relation  to  relevant 
instruments will be produced 
Strategic reports on specific crime areas (e.g. drug trafficking, THB) 
Analysis reports on European case law or national jurisprudence related to judicial cooperation aspects 
or  a  particular  crime  area  (e.g. 
  principle,  EAW,  data  retention,  illegal  immigrant 
smuggling) 
Judicial Monitors on trends in crime areas (e.g. cybercrime and terrorism) 
Country profiles on specific crime areas (e.g. cybercrime) 
Outcome reports of Eurojust meetings 
Contributions to/opinions on EU documents 
Contributions to EMPACT priorities 
Contributions to the 

 SOCTA and the annual TE-SAT 

ne  bis  in  idem

interim

• 

• 

• 

• 

• 

• 
• 

• 
• 
• 
• 
• 
• 

• 

Some further recurring actions are: 

• 
• 

Participating as an observer, supporting peer evaluations among Member States on the application and 
implementation of relevant acts and instruments (mutual evaluations)
Setting up and managing specialised websites and knowledge interfaces for practitioners 
Managing, continuously updating and further developing the Knowledge Management Interface 

16

Objectives 2018 

Promote  a  European  approach  to  judicial  cooperation  in  priority  crime  areas  and  legal 
instruments to overcome judicial challenges across borders 

3.1
Actions 
- 

- 

Based on the policy work prioritisation approach, the topics for policy work projects are defined. The 
prioritisation  approach  takes  into  account  whether  the  activities  are  organisationally  relevant, 
contextually relevant and achievable and the potential downside if deprioritised or delayed.  
In response to the priorities set out in the European Security and Migration Agendas and the EU Action 
Plan  against  migrant  smuggling  (2015-2020),  special  focus  will  continue  to  be  placed  on  counter-
terrorism, cybercrime and illegal immigrants’ smuggling. 

Expected results 

- 

In  relation  to  counter-terrorism,  Eurojust’s  strategic  products  will  include  regular  updates  of  the 
foreign  terrorist  fighters  report,  the  Terrorism  Convictions  Monitor,  legal  analysis  of  case  law,  the 
Memorandum on Terrorist Financing, and the CBRN-E Handbook. 

16
SPD 2018-2020  - 12.12.2017 

 In accordance with the Joint Action 97/827/JHA of 5 December 1997. 

49 

 
 
 
 
 
 
 
 
 
 
 
                                                           
- 

- 

- 

- 

, 

17

Eurojust will continue to play a central role in the fight against illegal immigrant smuggling. Eurojust’s 
products  in  this  field  will  include  analysis  of  Eurojust’s  casework,  regular  analyses  of  representative 
national jurisprudence, and mapping of relevant provisions in national legislation. 
Eurojust  will  continue  to  support  the 
Additionally,  at  the  explicit  request  of  the  Council  of  the  EU
work  of  the  European  Judicial  Cybercrime  Network  established  in  2016.  Based  on  lessons  learned  in 
cross-border cases related to cybercrime and working in coordination with Europol (EC3), Eurojust will 
strive  to  improve  criminal  justice  in  cyberspace  and  continue  to  play  a  key  role  in  supporting  the 
establishment  of  a  common  EU  approach  to  enforcement  jurisdiction  and  in  developing  new  tools  to 
secure  and  obtain  e-evidence.  Eurojust  will  also  produce  the  annual  issue  of  the  Cybercrime  Judicial 
Monitor, which also focuses on legislative developments and provides an analysis of court decisions in 
the Member States. 
In relation to drug trafficking, one of Eurojust’s primary strategic products will be the yearly report on 
best  practice  and  challenges  in  prosecuting  cases  involving  NPS  and  precursors,  based  on  relevant 
Eurojust  casework  and  analysis  of  national  jurisprudence.  The  report  will  also  present  the  results  of 
18
regular monitoring of legislative developments at national and EU levels. 
, Eurojust will contribute to implementing a new 
Additionally, upon request by the Council of the EU
way forward in financial investigations by increasing its operational support to the competent national 
authorities, including in the context of JITs. At strategic level, Eurojust will strive to develop as a source 
of expertise in financial investigations. 

Share expertise and knowledge, best practice and lessons learned to the extent possible on the 
basis of existing casework 

3.2
Actions 
- 
- 

Knowledge Management will be enhanced.
Established  databases  of  lessons  learned  from  individual  cases  (Case  Information  Form  or  CIF)  and 
other  Eurojust  products  (Knowledge  Management  Interface)  will  be  updated  with  new  content  to 
enable all Eurojust users to access the expertise gathered over the years. 

Expected results

- 
- 
- 

KPIs 

Improved knowledge sharing  
Increased knowledge retention by increased use of CIFs and Knowledge Management Interface 
Improved high-quality expertise delivered to Member States. 

  Indicators 

Latest Result 
2016 

Target 

Implementation of activities and mandate: 

Number of mandates and assignments given to Eurojust 

Number of Eurojust operational topics open in 2016 

o
(Knowledge Management Interface) 
o
in EU policy documents 

Reports and publications: 
Number of 
o
priority), TE-SAT (1) and SOCTA (1) 
o

Contributions provided for EMPACT (2 per crime 

Case law reports (including Judicial Monitors) 

9 

12 

21 

4 

 12 

40 

12 

8 

17
SPD 2018-2020  - 12.12.2017 
18

 Conclusions of the Council of the European Union on the European Judicial Cybercrime Network (Doc. 10025/16). 
50 
 Council Conclusions and Action Plan on the way forward with regard to financial investigations (Doc. 10125/16). 

 
 
 
 
 
 
 
 
  
  
      
      
  
  
  
  
   
   
 
                                                           
Compendia on national legislation in the field of 

o
cybercrime 

Tools for practitioners (e.g. update guidelines on conflicts 

o
of jurisdiction)  
o
areas and judicial cooperation 

Outcome reports of Eurojust meetings related to crime 

8 

1 

2 

5 

12 

4 

3 

7 

Eurojust’s input to EU policy cycle: 

o % of completed contributions to the operational actions 

100%

100% 

 Resources 

Description 

Total FTE (#)  Total FTE 

(€) 

Total 
Expenses(
€) 

Total 
FTE + 
Expense
s€) 

% of 
Total 
Posts  

% of 
Total 
Budget  

Contribute to the 
improvement of 
EU action in 
judicial 
cooperation in 
criminal matters

12.51

€964,125

€516,924

€1,481,049

4,95%

3,84%

 4. Enhance strategic cooperation with stakeholders and partners in the Area of Freedom, 
Security and Justice19  

Overview 

Full protection of EU security against increasing global threats from serious and organised transnational crime 
demand and will continue requiring effective cooperation and coordination amongst all players in the JHA area.  

Eurojust will continue promoting a close relationship with Europol, OLAF, the EJN and the other JHA agencies 
and  networks,  as  well  as  partners  outside  of  the  European  Union.  Eurojust  will  also  maintain  close  working 
relations  with  EU  institutions  and  bodies  and  the  EEAS.  In  this  regard,  recurring  actions  undertaken  by 
• 
Eurojust include: 

• 
• 
• 
• 

• 
• 

Activities related to external communication in the relevant area of expertise, promoting and maintaining 
relations and cooperation with strategic external stakeholders 
Cooperation with third States and international organisations 
Provision of expertise and delivery of knowledge products 
Management of specialist platforms/knowledge interfaces 
Performing research in crime and judicial cooperation area and assessment and identification of existing 
and potential new tools 
Quality assurance and standardisation/harmonisation 
Activities related to the maintenance of contact lists and contact points lists. 

Links to Strategic Objectives 2.3 and 2.4 of the MAS 2016-2018.

SPD 2018-2020  - 12.12.2017 
19

51 

   
  
   
   
  
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
• 
More precisely: 
• 
• 

• 

Hosting and supporting the activities of, and enhancing strategic cooperation with, the European Judicial 
Network, the JITs Experts Network and the Genocide Network 
Supporting the activities of the European Judicial Cybercrime Network 
Supporting the work of the Consultative Forum of Prosecutors General and Directors of Public Prosecution 
in the Member States 
Developing  and  strengthening  strategic  cooperation  with  key  JHA  partners  and  other  EU  agencies  and 
bodies by concluding arrangements for cooperation as appropriate, and fostering their full implementation 

The  conclusion  of  a  Letter  of  Understanding  with  the  EEAS  will  provide  the  basis  for  more  intense  and 
systematic cooperation between Eurojust and the EEAS, also in view of the growing links between EU internal 
and external security and the important role of the JHA agencies in contributing to the internal security of the 
European  Union.  The  objective  of  this  increased  cooperation  is  to  raise  awareness  in  CSDP  missions  of  the 
dynamics  of  judicial  cooperation  and  to  share  knowledge,  particularly  in  the  planning  phase  of  future  CSDP 
operations  in  the  area  of  counter-terrorism,  through  the  exchange  of  strategic  and  non-operational 
information.

Eurojust  hosts,  supports  and  enhances  strategic  cooperation  with  the  EJN  Secretariat,  the  JITs  Network 
Secretariat and the Genocide Network Secretariat. 

The EJN Secretariat maintains the EJN website, which contains information relevant to the EJN contact points 
and to all legal practitioners in the Member States regarding international cooperation. The website also offers 
several  practical  online  tools  for  judicial  cooperation.  In  addition,  the  EJN  holds  three  plenary  meetings  per 
year, enhancing the functioning of the EJN by providing a forum for discussion of practical and legal problems 
encountered in judicial cooperation. The EJN Secretariat supports the organisation of regional and national EJN 
meetings in the Member States. The EJN Secretariat also organises training in legal English on an annual basis 
and it has established operational contacts with other judicial networks around the world and contact persons 
in third States. 

The JITs Network Secretariat organises one plenary meeting per year and one or two ‘working group meetings’ 
with a limited number of experts. The Secretariat collects information on the setting-up and functioning of JITs 
in  a  systematic  way  (e.g.  via  summaries  of  national  legislation,  analysis  of  JIT  agreements  and  evaluation  of 
individual  JITs)  and  makes  it  available  to  practitioners  by  various  means  (publication  of  evaluation  reports, 
practical  guides  and  a  dedicated  web  platform).  It  also  contributes  to  Eurojust’s  casework  by  providing 
targeted expertise. It promotes the use of JITs through its contribution to dedicated trainings. Since 2013, the 
JITs Network Secretariat also manages Eurojust’s financial support to JITs. 

The  Genocide  Network  organises  two  plenary  meetings  each  year,  focusing  on  practical  challenges  faced  by 
practitioners in the field and facilitating their close cooperation. Additionally, it co-organises the EU Day against 
Impunity, together with the EU Presidency and the European Commission, to promote the work of the national 
authorities  in  fighting  impunity.  The  Genocide  Network  Secretariat  collects  information  and  delivers  expert 
papers  (in  the  form  of  questionnaires,  reports,  publications)  on  experience,  best  practice  and  methods  of  by 
national  authorities  competent  for  prosecuting  core  international  crimes.  Products  of  the  Genocide  Network 
Secretariat  are  available  to  practitioners  and  stakeholders  via  a  secure  website,  and  some  items  are  also 
available  via  the  public  website.  The  Genocide  Network  Secretariat  contributes  to  external  trainings  with  its 
expertise, acts as an interface between various stakeholders and raises awareness of the importance of the fight 
against impunity. 

SPD 2018-2020  - 12.12.2017 

52 

 
 
 
 
 
 
 
Objectives 2018 

4.1.

Actions 
- 

Prioritising  and  reinforcing  strategic  cooperation  in  the  area  of  criminal  justice  with:  EU 
institutions, JHA agencies, the Secretariats hosted at Eurojust (EJN, JIT and Genocide), the 
Consultative  Forum  of  Prosecutors  General  and  Directors  of  Public  Prosecution  of  the 
Member States 

- 

- 

- 

- 

- 

- 

- 

- 

Eurojust will continue contributing to the added value of the Networks, by hosting the Secretariats of 
the European Judicial Network, the Network of JIT National Experts and the Genocide Network and by 
supporting their statutory meetings.  
Additionally,  Eurojust  will  continue  to  support  practitioners’  involvement in  EU  legislative and  policy 
matters  by  facilitating  the  work  of  the  Consultative  Forum  of  Prosecutors  General  and  Directors  of 
Public Prosecution in the Member States. 
New opportunities for increased information sharing between Europol and Eurojust, as stemming from 
the  new  Europol  Regulation  and  to  be  formalised  in  future  working  arrangements,  will  give  new 
impetus to both operational and strategic cooperation.  
With  a  view  to  enhancing  synergies  in  the  fight  against  illegal  immigrants’  smuggling,  Eurojust  will 
continue  to  promote  and  further  develop  cooperation  with  Europol,  the  European  Border  and  Coast 
Guard Agency and EUNAVFOR MED. 
Eurojust will also pursue active cooperation with Europol in the area of cybercrime and in relation to 
JITs.  
In cooperation with Europol and the Council of Europe (Pompidou Group), Eurojust will contribute to 
the final drafting of the Handbook on Controlled Deliveries. 
Strategic  cooperation  with  OLAF  will  complement  future  endeavours  to  build  close  partnership 
between Eurojust and the EPPO in counter-acting crimes affecting the EU budget.  
Additionally,  based  on  ongoing  cooperation  arrangements,  Eurojust  will  pursue  and  enhance  its 
collaboration with other JHA partners, such as EMCDDA, FRA, eu-LISA, and other EU agencies, such as 
the EUIPO to support Eurojust’s activities pertaining to intellectual property crime.  
In  support  of  practitioners,  Eurojust  will  continue  to  contribute  to  training  for  judicial  and  law 
enforcement  authorities,  in  cooperation  with  CEPOL  and  other  EU  counterparts  particularly  with  the 
EJTN in respect of JITs and MLA.  

Expected results

- 

- 

- 

- 

- 

- 

- 

EJN  –  outcome  of  plenary  meetings  and  regional  and  national  meetings  regarding  the  practical 
application of EU legal instruments for judicial cooperation 
Coordination  of  the  activities  of  the  Network  Secretariats,  such  as  meetings  and  mutual  access  to 
information, including the EJCN if appropriate 
Coordination  between  Eurojust  and  the  EJN  on  which  cases  (requests  for  assistance)  each  shall  deal 
with, in line with their respective mandates 
Conclusions  of  annual  JITs  Expert  Network  meetings,  reflecting  latest  developments  in  the  field  and 
other publications and reports to share expertise on JITs 
Conclusions and reports of plenary meetings and expert papers of the Genocide Network encompassing 
the  critical  and  contemporary  practical  challenges,  experiences,  best  practice  and  methods  when 
prosecuting core international crimes at domestic level 
Increased information flow for information matching purposes between Eurojust and Europol based on 
a hit-not hit basis and better detection of links 
Increased  consultation  on  cases  in  which  the  involvement  of  one  agency  has  been  triggered  by  the 
other,  as  foreseen  by  the  Europol  and  Eurojust  Regulations,  memoranda  of  understanding  and  other 
working arrangements with key JHA/non-JHA partners 

53 

SPD 2018-2020  - 12.12.2017 

 
 
 
 
 
 
 
 
- 

- 
- 
- 

Joint Annual Report and other reports stemming from strategic cooperation with key JHA and non-JHA 
partners 
Organisation of at least one Consultative Forum Meeting and follow-up to its conclusions 
Organisation of two meetings of the EJCN 
Increase  in  number  of  Eurojust  press  releases  and  other  media  communications  jointly  or 
collaboratively  developed  with  relevant  JHA  agencies  and  EU  bodies  and  institutions,  Secretariats 
hosted at Eurojust (EJN, JITs and Genocide) and the Consultative Forum 

4.2.

Actions 
- 

Promote the added value of the judicial prosecutorial dimension of the fight against serious 
cross-border crime in the European Union 

- 

To strengthen Eurojust’s institutional communication with relevant EU policy bodies (i.e. Council and 
EEAS, Commission) so as to better promote the added value of its operational services and key expert 
role in international judicial cooperation, and to gain recognition of its function and commitment to EU 
security and ensure that the agency is properly resourced to achieve its goals. 
To create and disseminate to the wider EU public a narrative to promote the added value of Eurojust’s 
support  to  the  judicial  and  prosecutorial  dimension  of  the fight  against serious  cross-border  crime in 
the European Union, based on Eurojust’s unique operational and strategic work. 

Expected results 

- 

- 

Increased  awareness  by  EU  policy  bodies  and  understanding  of  Eurojust’s  indispensable  role  in 
assisting national authorities in the fight against serious cross-border organised crime and 
Increased  awareness  by  EU  citizens  and  understanding  of  the  work  of  Eurojust  and  added  value  of 
judicial cooperation to protect them against serious cross-border organised crime. 

SPD 2018-2020  - 12.12.2017 

54 

 
 
 
 
 
 
 
 
 
 
KPIs 

Indicators 

New or revised Memoranda of Understanding and working 

Implementation of activities and mandate: 
Number of 
o
arrangements 
o
o
o
meetings (JITs, EJN, Genocide) 
o
Training - Legal English. 

EJTN trainees 
Trainings supported by Eurojust at CEPOL 
Level of satisfaction expressed in relation to Network 

Level of satisfaction expressed in relation to EJN Language 

Reports and publications: 
Number of  
o
Genocide Network Secretariats 

Outcome reports of the plenary meetings of the EJN, JITs and 

Latest 
Result 2016 

Target 

0 
 10 
16 

95% 

95% 

 >10% 
16 

95% 

95% 

EJN:3 

EJN:3 

GEN: 4 
JITs : 2 
Total:  9  (all 
Secretariats) 

GEN: 4 
JITs : 2 
Total:  9  (all 
Secretariats) 

Reports and other publications from the EJN  regarding 

o
international cooperation in criminal matters 

Papers, publications and reports to share expertise on JITs, 

o
elaborated by the JITs Network Secretariat 

Expert papers on investigating and prosecuting core 

o
international crimes and other publications, elaborated by the 
Genocide Network Secretariat 

Volume of actions directed towards external stakeholders: 
Implementation of stakeholder-related initiatives. Number of: 
o      

17 

18 

5 

17 

15 

5 

EJN Secretariat meetings with  external stakeholders

o      

3 plenaries 

3 plenaries 

JITs Network Secretariat meetings with external stakeholders

1 plenary 

1 plenary 

Genocide Network meetings with external stakeholders

2 plenaries 

2 plenaries 

o      

o      

European Judicial Cybercrime Network meetings with 

external stakeholders

Website and multimedia: 
Number of  

2 plenaries 

2 plenaries  

SPD 2018-2020  - 12.12.2017 

55 

 
  
  
  
  
      
  
      
      
      
      
  
  
  
  
      
  
  
  
      
      
      
  
  
  
  
 
 
 
 
  
  
  
  
 
20

Page views/

o
including to the EJN website online tools for judicial cooperation   

visits to different sections of the EJN  website, 

1,830,522 

1,950,000 

Overall media outreach and on coverage figures in media 

o
monitoring report 

N/A 

25,000 

o

Number of new registrations on the JITs Restricted areas 

54 

60 

Publications: 
Number of 

o
Joint/collaborative press releases with JHA agencies and EU 
bodies and institutions, Secretariats hosted at Eurojust and  the 
Consultative Forum  

10 

Eurojust Newsletters on important topics of judicial 

o
cooperation in criminal matters (e.g. EAW and prison conditions) 

1 

12 

2 

Resources 

Description 

Total FTE (#)  Total FTE 

(€) 

Total 
Expenses(
€) 

Total 
FTE + 
Expense
s€) 

% of 
Total 
Posts  

% of 
Total 
Budget  

Enhance strategic 
cooperation with 
partners  and 
stakeholders in 
the Area of 
Freedom, Security 
and Justice

40.93

€3,246,975

€2,665,270

€5,912,245

16,21%

15,31%

20 

Each webpage of the site that is visited counts as one page view. Hence, during one visit to the website, the visitor normally generates 

56 

SPD 2018-2020  - 12.12.2017 
several page views. 

      
      
      
  
  
  
  
      
      
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
Strategic Action Area 3: 

Professional EU Organisation with positive reputation 

5. Ensure effective organisational governance21 

Overview 

The decision of the Management Board to reorganise the Eurojust Administration was a response to Eurojust’s 
objective  to  remain  flexible  and  responsive  to  new  legislative  proposals  regarding  Eurojust  and  its  potential 
relationship with the EPPO. Eurojust will continue monitoring and analysing developments in this field as well 
as  in  the  wider  legislative  proposals  in  the  Area  of  Freedom,  Security  and  Justice,  providing  timely  and 
constructive input to the relevant stakeholders. 

Should  the  Eurojust  Regulation  be  adopted  within  this  timeframe,  Eurojust  will  ensure  its  full  and  smooth 
implementation,  amending  as  necessary its  internal  procedures and  adapting  its strategy  and  related  Annual 
Work Programmes. 

Recurring actions taken to achieve these goals include: 
Legal advice and legal analysis in corporate area 

- 
- 

- 
- 

- 

Legal advice related to JIT and EJN grants; 
Legal advice related to cooperation with other EU institutions/bodies/agencies in corporate area (e.g. a 
potential SLA with Europol on shared services); 
Legal support related to bi-and multilateral agreements and MoUs in corporate area; 
Legal advice related to EU classified information and handling/dissemination of other documents (e.g. 
LIMITED documents); 
Legal advice on the implementation of the Anti-Fraud Strategy and policy on the protection of whistle-
blowers. 

Objectives 2018 

5.1.
Actions 
- 

Ensure contributions  to  legislative  development of new EJ/EPPO Regulations and smooth 
implementation of the organisational changes stemming from the new Regulations 

- 

- 

. If the Eurojust Regulation is adopted by 2018, Eurojust will draw up a concrete action plan to review 
its rules, procedures and governance structure and to implement the changes brought about. 
New initiatives are expected to be necessary in 2018 to implement the Eurojust Regulation, which will 
introduce a new governance structure for Eurojust and change several aspects of Eurojust’s technical 
and  operational  functioning.  Eurojust  will  put  in  place  new  structures  (e.g.  the  Executive  Board)  and 
procedures  and  revise,  if  necessary,  internal  rules  such  as  on  data  protection  and  public  access  to 
documents  to  align  with  the  new  Regulation.  Substantial  data  protection  changes  would  include  the 
applicability  of  Regulation  45/2001  (which  will  be  amended)  to  non-case-related  data  and  the 
replacement of the Joint Supervisory Body of Eurojust with the European Data Protection Supervisor as 
supervisor in the field of data protection for Eurojust. 
  by  enhanced  cooperation,  its  physical  location,  functioning, 
The  establishment  of  the  EPPO 
competences and expected close interaction with Eurojust will have a cross-cutting impact on Eurojust. 
The working agreement(s) between Eurojust and the EPPO will be a priority to ensure the creation of 
synergies and complementarity between the two entities. Eurojust will keep the European institutions 
informed of the initiatives taken in this field
 The Eurojust Strategy and Work Programme 2018 will be 
adjusted depending on progress with the establishment of the EPPO. 

.

21 Links to Strategic Objective 3.1 of the MAS 2016-2018. 
SPD 2018-2020  - 12.12.2017 

57 

 
 
 
 
 
 
 
 
 
                                                           
Expected results 

- 
- 
- 
- 
- 

KPIs 

Reports and contributions to the adoption and implementation of the Eurojust Regulation; 
Action Plan for implementation of the Eurojust Regulation; 
Revision of key internal rules and processes in compliance with the Eurojust Regulation; 
Exploration of working arrangements with the EPPO; 
Clarification of role of Eurojust in support of Member States not participating in the EPPO, enhancement 
of  Eurojust  role  in  coordinating  actions  between  EPPO  participating  Members  and  those  not 
participating. 

Indicators 

Latest Result 
2016 

Target 

Legal analysis and legal advice regarding the 
Eurojust Regulation and the EPPO Regulation 

Number of legal analyses provided to College, 
o
College Teams and bodies, Presidency Team, Task 
Force on the Future of Eurojust 

29 

Number of legal opinions add opinions provided 

o
to College, College Teams and bodies, Presidency 
Team, Task Force on the Future of Eurojust 

8 

Policy work regarding the Eurojust Regulation and 
the EPPO Regulation 

Number of contributions/opinions provided to 

o
relevant stakeholders  on the two Regulations 

3 

40 

20 

3 

Influence 

Eurojust references in EU legislation or in EU 

o
policy documents 

41 

45 

o
Proportion of Eurojust opinions, advice and 
documents used by stakeholders (Commission, 
Council, EP, MS) with regard to the Eurojust and 
EPPO Regulations 

Events 
o
§
§
o
(coordination meetings) 

Number of: 
VIP visits 
Study visits 
Number of external participants in key events 

o

 Level of participant satisfaction with events 

SPD 2018-2020  - 12.12.2017 

58 

70% 

70% 

64 
138 

2223 

Average 4 of a 
max of 5 

70 
200 

2500 

4 

 
  
  
      
      
 
 
      
 
 
      
 
 
 
      
  
  
      
  
  
    
    
      
      
 
 
Resources 

Description 

Total FTE (#) 

Total FTE (€) 

Total 
Expenses(€) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

Ensure 
effective 
organisational 
governance

4.23

€403,039

€0

€403,039

1.67%

1.04%

6. Efficient and effective support and administration22 

Overview 

To  increase  its  efficiency  and  flexibility  in  the  deployment  of  human  and  financial  resources  and  to  continue 
delivering high-quality services, Eurojust has been undergoing a reorganisation of its Administration and of its 
internal  procedures.  This  reorganisation  has  a  direct  impact  on  the  support  that  it  provides  to  the  National 
Desks and to the Administration. 

The  full  implementation  of  the  reorganisation  of  the  Administration  that  commenced  at  the  end  of  2016 
represents the greatest challenge for 2017. Further phases of the internal reorganisation and the improvement 
in internal procedures will be implemented in 2017 and they will be regularly reviewed during 2018.  

In these times of change, the promotion of a strong and positive organisation culture will be empowered so as 
to foster embracing change in innovation. 

Internal  work  processes  and  working  arrangements  will  be  reviewed  to  encompass  the  new  organisational 
structure  to  continue  to  providing  efficient  and  effective  management  of  Eurojust  human  resources  and  to 
observe the principles of sound financial management. Eurojust’s internal control mechanisms will continue to 
ensure the highest level of compliance with EU standards. 

As part of its strategy to increase its positive organisational culture, Eurojust will enhance its ability to manage 
institutional  knowledge  and  to  strengthen  its  capability  to  effectively  communicate  with  EU  stakeholders, 
institutional partners and media, key factors in these times of crisis, by the implementation of a Communication 
Plan. 

Data  protection  rules  are  systematically  applied  in  different  sectors,  ensuring  compliance  with  the  rules 
(including data subjects’ rights) for non-case-related data across the organisation. To enhance accountability to 
stakeholders,  Eurojust  applies  robust  document  and  records  management  procedures  and  is  improving  its 
performance monitoring and reporting practices. 

Appropriate resources are dedicated to ICT projects, giving priority to operational needs, such as the redesign 
of the CMS, which was decided by the College in April 2017. 

The  consolidation  of  the  move  to  the  new  premises  and  the  assurance  of  business  continuity  ((from  the 
perspectives of ICT and facilities management) are essential elements of the efficient and effective support of 
Eurojust. This support is based on a variety of recurring actions: 
Internal coordination 

Links to Strategic Objectives 3.1 and 3.2 of the MAS 2016-2018.

SPD 2018-2020  - 12.12.2017 
22

59 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
- 

High-level  support  to  the  College,  Management  Board,  College  sub-structures,  President,  Presidency 
Team and Administrative Director. 

 College and Management Board and its substructures  

- 
- 
- 

- 

Management and coordination 
Adoption of strategic and policy documents 
Adoption of internal processes and work arrangements to enhance the effective and efficient support to 
the operational and policy work of Eurojust 
Adoption of the implementation of Eurojust Staff Regulations and Financial Regulations. 

 Corporate planning, monitoring and reporting 

Development of Eurojust’s Multi-Annual Strategy; 
Activities related to the monitoring of the Implementation of Action Plans on evaluation processes 
Preparation  of  the  Annual  and  Multi-annual  business  planning  integrating  work  programmes  of  the 
College, National Desks and the Administration (SPD & AWPs) 
Preparation  of  quarterly,  bi-annual  and  annual  corporate  performance  reporting  (Annual  Report, 
Consolidated Annual Activity Report, reporting to Management Board) 
Participation  and  exchange  of  best  practice  in  planning  and  performance  development  interagency 
network (PDN).

Internal Control 

Coordination  of  audit  activities  and  Eurojust’s  response  to  audit  activities  and  findings  from  the  ECA 
and the IAS 
Implementation of Internal Control Standards 
Identification of Eurojust’s corporate risks and maintenance of risk log. 

Human Resource Management 

Development  and  implementation  of  HR-related  strategies,  implementing  rules,  policies,  guidelines, 
processes and templates 
Establishment, monitoring and reporting on the staff establishment plan 
Provision of regular reports to management and external stakeholders on human resources issues 
Management of internal and external recruitment procedures for staff, SNEs, interns and interim staff 
Efficient administration of rights and entitlements of Eurojust staff and SNEs 
Assurance  of  HR-related  relations  with  the  Host  State,  including  the  Protocol  on  Privileges  and 
Immunities for Eurojust National Members and staff 
Delivery of health and wellbeing-related services, including occupational health 
Planning, organisation and monitoring of the training of Eurojust post-holders 
Organisation of the appraisal and reclassification exercises 

Corporate Communications 

External communication  

Maintain media, press and public relations 
Maintain and develop Eurojust’s website 
Deliver annual media impact reports 
Support high-level visits and organise high-level events  
Coordinate external publications 
Organise awareness-raising activities in Member States and third States  
Support  the  Member  States  in  organising  EJN  regional  and  national meetings  with  the support  of  the 
EJN Secretariat 

Internal communication 

- 
- 

Implement the Internal Communication Guidelines, e.g. through staff surveys 
Provide training and advice to management in internal communication 

SPD 2018-2020  - 12.12.2017 

60 

- 
- 
- 

- 

- 

- 

- 

- 

- 
- 
- 
- 
- 

- 
- 
- 

- 
- 
- 
- 
- 
- 
- 

 
 
 
 
 
 
 
- 

- 

Maintain  and  develop  Eurojust’s  intranet  and  Eurojust  Monthly  newsletter  as  the  main  internal 
communication tools 
Support the organisation of staff and managerial events 

Manage and provide information resources 

- 
- 
- 
- 

Manage the physical and online library and provide related services; 
Set up and manage repositories of legal documents and databases; 
Finalise the setup and maintain Eurojust historical archives; 
Support the internal knowledge capital building of Eurojust staff. 

Legal services – Regulatory and administrative matters 

Legal advice on access to documents and requests for information; 
Legal advice on staff-related matters, including pre-litigation; 
Litigation and administrative inquiries; 
Handling of European Ombudsman inquiries and complaints; 
Legal advice and management of the adoption process of implementing rules; 
Legal advice related to privileges and immunities, including Host State relations; 
Legal advice related to financial matters, contracts and procurement procedures; 
Legal advice related to audits and management of exception procedure; 
Legal advice on security-related matters and interpretation/application of the security rules; 
Legal advice and support in relation to the Eurojust Premises. 

Budgetary and financial administration 

in  robust 

Develop  and  implement  policies  and  procedures  in  relation  to  the  Financial  Regulations  and 
Implementing Rules 
In  accordance  with  the  Financial  Regulations,  engage 
in-year  budget  planning, 
implementation and forecasting, including mitigation to reduce risk to operational/compliance related 
work 
Coordinate, verify and consolidate the activity-based (multi-)annual budgets and related documents of 
Eurojust within eMS, and any subsequent amendments 
Monitor  the  implementation  of  the  budget  and  the  Establishment  Plan  at  corporate  level  using 
appropriate IT tools such as ABAC, eRec and a Mission Management System 
Report on Eurojust’s financial and human resources to different stakeholders 
Monitor activity-based budgeting 
Provide sufficient and timely support for JITs grant awards and claims 
Deliver timely and valued mission support services 
Prepare and maintain the general ledger and budgetary accounts of Eurojust in accordance with Article 
IX FRR and assure effective cash management
Support  timely  procurement  tenders  for  goods  and  services  in  conformity  with  procurement 
regulations as foreseen in the AWP 
Support and respond to internal and external audit, evaluations and risk assessment 
Timely and incisive internal and external reports on budgetary and financial matters in accordance with 
management plan and statutory requirements 

Security 
Physical security 

Ensure security of Eurojust staff, building and installations in compliance with European standards on 
operational  security  (e.g.:  develop  and  update  facilities-related  policies,  guidelines,  processes  and 
templates) 
Manage security clearances 
Provide internal first aid, emergency response and evacuation training for staff (floor warden team 
Deliver risk assessments related to Eurojust and its staff (e.g. for events, operational missions) 
Business continuity and crisis management activities 

Confidentiality & information security 

- 
- 

SPD 2018-2020  - 12.12.2017 

Ensure timely accreditation of information systems 
Perform regular risk assessment of systems prior to becoming operational as well as compliance audits 

61 

- 
- 
- 
- 
- 
- 
- 
- 
- 
- 

- 

- 

- 

- 

- 
- 
- 
- 
- 

- 

- 
- 

- 

- 
- 
- 
- 

 
 
 
 
 
 
 
- 
- 
- 

- 
- 
- 

- 

- 
- 
- 
- 
- 
- 

- 

- 

- 

- 

- 

- 

Security engineering (ICT Security) 

Update information security policies 
Regularly report to the Security Committee 
Handle clearance requests 

Provide on-call assistance for technical security issues 
Adjust, finalise and implement all technical security installations 
Implement changes of security requirements in infrastructure 

Facilities management 

Preventive and corrective maintenance of building, landscape, parking facilities, user installations and 
refurbishments and assurance of efficient space allocation 
Management of the conference centre and delivery of audio-visual and virtual conferencing services 
Provision of canteen and catering services 
Workspace allocation 
Waste management activities 
Coordination of postal and courier services 
Purchase and maintenance of office supplies 

ICT 
ICT infrastructure maintenance and support services 

ICT  infrastructure  maintenance  services:  maintain  the  ICT  infrastructure  in  compliance  with  the  ICT 
service  catalogue  and  SLA,  including  infrastructure,  communication,  connectivity  and  IT  security 
services 
ICT  support  services:  deliver  ICT  support  services,  including  user  support,  incident  and  change 
management, identity and access management, training and end-user equipment 
ICT  infrastructure  and  architecture  upgrades:  develop  architectural  designs  and  technical  roadmaps 
and apply patch management on operational ICT systems 

ICT governance 

o 
o 
o 

o 

o 

o 
o 
o 
o 

ICT Service Portfolio Management 

Manage business demand and stakeholders’ expectations for ICT services;  
Develop and monitor multi-annual ICT strategies and plans;  
Manage  risks  related  to  ICT  strategies  and  plans;  design  and  implement  business  continuity 
plans; 

ICT contributions to new initiatives and external working groups/projects 

Participate and contribute to a number of EU programmes/projects/platforms in the JHA area 
including UMF and SIS; 
Take an active role in ICTAC initiatives and JHA interagency ICT collaboration tools; 

ICT quality and control 

Design ICT policies and procedures; manage access and monitor usage of ICT services; 
Coordinate security activities in cooperation with ICT Security; 
Monitor quality of delivered ICT products/services and manage deviations/issues; 
Manage IT audits and assessments to ensure compliance with rules, regulations, best practices 
and quality standards. 

Objectives 2018 

 Promote a strong and positive organisational culture 

6.1
Actions 
- 

Eurojust  will  continue  to  implement  initiatives  to  enhance  an  atmosphere  of  confidence,  in  which  all 
post-holders  behave  respectfully  towards  each  other  and  value  each  other’s  views  and  opinions. 
Eurojust strives to instil a culture in which teamwork is valued, everyone is treated with fairness and 
post-holders mutually support each other. Moreover, Eurojust will continue efforts to create a working 

SPD 2018-2020  - 12.12.2017 

62 

 
 
 
 
 
 
 
 
 
- 

- 

- 

environment  that  provides  opportunities  for  personal  and  professional  development,  leading  to  staff 
driven towards organisational and personal success. 
Review, adopt and implement processes and policies to outline the mechanisms, principles, procedures 
and key objectives for Eurojust’s internal communication, to improve institutional knowledge sharing 
and  management  as  well  as  post  holders’  better  understanding  and  awareness  of  Eurojust  core 
mandate and activities. 
Review,  adopt  and  implement  processes  and  policies  concerning  external  communication  in  order  to 
affirm/consolidate  Eurojust’s  reputation  and  central  role  in  supporting  national  authorities  dealing 
with serious cross-border organised crime. 
Review, adopt and implement processes and policies to set out communication response mechanisms 
to enable Eurojust senior management and post-holders to rapidly navigate in times of crisis, including 
a  crisis  in  a  Member  State  that  may  affect  Eurojust’s  reputation.  Such  mechanisms  include  practical 
communication  procedures  to  support  ongoing  operations  during  a  crisis,  as  well  as  measures 
necessary for supporting a rapid return to normal operations. 

Expected results 

Improved perception of work ethic across the organisation 
Increased wellbeing and performance of post-holders and the organisation 
o 
Implementation of the Communication Plan in its three main areas: 

o 

o 

external  communications:  strengthen  Eurojust’s  relationship  with  national  practitioners, 
institutional stakeholders and media community to reaffirm Eurojust’s reputation and central role 
in supporting national authorities dealing with serious cross-border organised crime; 
crisis  communications:  increase  Eurojust’s  ability  to  properly  and  timely  react  in  times  of  crisis, 
including a crisis in a Member State that may affect Eurojust’s reputation; and 
internal  communications:  improve  institutional  knowledge  sharing  and  management  as  well  as 
post-holders’ awareness of Eurojust’s core mandate and activities. 

Further  strengthen  Eurojust's  organisational  capacity  to  further  improve  performance 
reporting, standardising internal processes, optimise technological and physical infrastructure 
to  meet  operational  needs  and  to  enhance  flexible  use  of  financial  and  human  resources  to 
deliver quality services to the College and National Desks 

Actions 
- 

see

In  the  context  of  organisational  growth,  while  materialising  efficiency  improvements  (e.g.  policy  on 
Eurojust  meetings)  and  increasing  operational  delivery,  Eurojust  has  adjusted  the  organisational 
structure of  the  Administration,  effective  from 1  January  2017  (
  Annex XI).  In  parallel,  the  College 
sub-structures and contact points will be restructured in 2017. 
The creation in 2017 of the Planning, Programming and Reporting Office responded to the requirement 
of implementing a new approach to strategic planning and reporting and resource capacity planning. In 
2018, this new approach will be consolidated. 
Operational  and  support  processes  are  being  refined  to  improve  efficiency  and  effectiveness  on  a 
permanent basis. For example, all planning and reporting activities will be managed centrally to create 
synergies  and  consistency  between  the  activities  of  the  College,  National  Members  and  the 
Administration. Improved planning and priority setting in the organisation of meetings. 
Ensuring  that  Eurojust’s  resources  are  aligned  to  its  operational  priorities,  including  development  of 
the  competencies  of  Eurojust’s  staff  to  enhance  its  operational  and  strategic  capabilities  to  support 
Member States, remains a priority. Improvement of practical arrangements for the Liaison Prosecutors 
seconded to Eurojust. 
Eurojust  maintains  and,  if  needed,  further  develops,  the  ICT  tools  that  assist  the  efforts  to  increase 
performance  of  Eurojust  post-holders,  such  as:  the  Document  Management  System,  Human  Resource 
Management System and Mission Management System.  

SPD 2018-2020  - 12.12.2017 

63 

- 
- 
- 

6.2

- 

- 

- 

- 

 
 
 
 
 
 
- 

- 

- 

In 2017, Eurojust moves to its new premises. In 2018, the New Premises Programme will be properly 
closed, ensuring proper aftercare for post-move activities for the period of 30 June 2017 - 30 June 2018. 
The EU Eco-Management and Audit Scheme (EMAS) that supplies benchmarking in managing Eurojust’s 
carbon footprint will commence in the new premises. 
Options  for  shared  services  are  being  reviewed  with  Europol  to  lead  to  concrete  measures  for 
implementation. 
In  parallel,  participation  in  networks,  including  the  JHA  agencies,  will  be  pursued,  such  as  the  Inter-
Agency  Legal  Network  and  the  various  sub-groups  of  the  EU  Agencies  Network,  to  harmonise  and 
develop common practices. 

Expected results 

-
-
-
-

-
-
-
-

Increased efficiency and effectiveness of internal processes in the organisation 
Streamlined and aligned processes and working arrangements 
Implementation of new approach to strategic planning and reporting and resource capacity planning 
Sound financial management; effective and efficient management of human resources, IT and physical 
resources 
Regular reviewing of organisational structure 
Proper closure of the New Premises Programme 
Preparation for implementation of targeted shared services with Europol
Implementation of the priorities of the Organisational Project Briefs

KPIs 

Indicators 

Management 

Latest Result 
2016 

Target 

o    % of the Work Programme implemented 

o  Timeliness of documents dispatched to Management 
Board  

0% 

o  Timeliness of Board decisions distributed 

o    Timeliness of preparing planning documents 

Quality Management 
o     Degree  of  fulfilment  of  Quality  Management 
Standards 
o    Number of complaints/commendations received
o    
o   

% of implementation of Internal Control Standards
%  of    high-level  risks  in  the  risk  management 

systems
o    

100% 

N/A 

N/A 

N/A 

Staff  satisfaction  with  quality  of  internal  services 
legal,  communication,  IT, 

finances, 

(procurement, 
facilities, HR)

o     
Strong and positive organisational culture 

90% 

In 20% of MB 
meetings, all 
documents to be 
distributed 3 
working days in 
advance

100% 

90% 

<5% 
60% 

<3% 

Communication:60% 
HR: 75% 
Office infrastructure 
(IT, building, etc): 
60%

Stakeholders satisfaction; perception of Eurojust 

SPD 2018-2020  - 12.12.2017 
survey

64 

56% 

75% 

 
 
 
 
 
 
 
 
 
 
 
 
  
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Media and external presentation 

o    Number of press communications published (press 
releases, news items)
o    Number of media inquiries
o    Number of EJ Newsletters published
o    
roadshows/national workshops
Publications 

of  marketing 

seminars 

Number 

and 

o     Number  of  reports/studies/leaflets  published  by 
Eurojust on its activities and achievements

Website and multimedia: 
Number of  
o    Number of unique visitors per year 
o    Number of returning visitors per year 
o    Page views
Eurojust website per year 

23

24

/visits to different sections of the 

/visits to different sections of the EJN  

o    Page views
website, including to the EJN website online tools for 
judicial cooperation 

Audit 

implementation  of 

o    Number of critical and important recommendations 
received on risk/compliance management
o     %  of 
recommendations 
deadline
o     Number  of  exceptions  in  Eurojust’s  register  of 
exceptions

implemented  within 

audit 
agreed 

internal 

ICT 

related 

o     Quality  management:  %  of  service  commitment 
targets 
responsiveness, 
efficiency and satisfaction met, measured during a full 
calendar year over all service commitments described 
in the IMU SLA.

availability, 

to 

123 

50 
1 

13 

5 

130 

60 
2 

6 

6 

48,000 
21,500 

49,000 
22,500 

14,000,000 

15,000,000 

1,830,522 

1,950,000 

3 

83% 

6 

<2 

100% 

5 

95% 

96% 

Budget 
o    Budget implementation 
o     Deviation  in  resource  utilisation  from  ABB  plan 
(including any mitigation); 
o    #/value of transfers year on year 
o     #  audit  findings;  proportion  of  action  plan 
implemented; 
o     percentage  of  budget  transferred  between  Titles, 
above the threshold of 10%
o    Decrease in carry forwards cf 2017 year on year
Decrease in C8 cancellations year on year; 

98.89% 

5 

€2.34 m 

Zero findings 

0 

19.50% 
5.60% 

>98%; 

<15%; 

<2017 values; 
Zero audit 
findings;100% 

<10% 
< 5% 

23

 Each webpage of the site that is visited counts as one page view. Hence, during one visit to the website, the visitor normally generates 

several page views. 
24
SPD 2018-2020  - 12.12.2017 
several page views. 

 Each webpage of the site that is visited counts as one page view. Hence, during one visit to the website, the visitor normally generates 

65 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
Accounting 

o    Timeliness of payments after authorisation

4 days 

o    # delays due to cash availability (cash balance +ve 
for 30d period)

zero 

o     External  audit  findings  related  to  reliability  of  the 
annual  accounts  proportion  of  corrective  action  plan 
implemented, if applicable

Human Resources 
o    Gender diversity, % of male employees
o    % staff turn-over
o    % vacancy rate 
o    Average length of recruitment process 
o    % of staff appraisals and % PDPs completed
o     %  informal  learning  activities  vs  classroom  based 
training

Zero findings 
related to 
reliability of 
accounts 

33% 
7.1% 
3.45% 
7 months 
99% 

10% 

Procurement 

o     Performance 
timeframes (%)

critical  phases  vs 

expected 

o    # breaks in planned contract continuity
o    # audit findings/annual procedures

Facilities (incl. ICT infrastructure) 

o     Availability  and  accessibility  of  the  premises  for 
mission-critical operational work outside office hours 
o     Level  of  satisfaction  of  the  National  Members  and 
meeting  participants  with  the  functioning  of  the 
conference  facilities  on  a  scale  0-5  on  the  evaluation 
forms 

N/A 

Zero 
Zero 

99% 

≥4 

Average less 
than/equal to prior 
years 

Average less 
than/equal to prior 
years 

Zero findings related 
to reliability of 
accounts 

35% 
<4% 
2% 
6 months 
100% 

50% 

> 90%; <or equal to 
best 3 years 

Zero 
Zero 

99% 

≥4 

supporting 

o     Office 
infrastructure  availability 
superior  to  95%  office  hours  (max  of  103  hours  of 
accumulated down time over the year) 

>95% 

>95% (max of 103 
hours of 
accumulated down 
time over the year) 

o     Overall  corporate  and  operational  infrastructure  
(websites,  databases,  web  applications,  security  etc.): 
runs  on  24/7  basis  with  overall  availability  (excl. 
planned maintenance windows) 
o    Average time to resolve an internal, facility-related 
request 

Min 99% 

Min 99% 

< 8h 

< 8h 

SPD 2018-2020  - 12.12.2017 

66 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
Resources 

Description 

Total FTE (#) 

Total FTE (€) 

Total 
Expenses(€) 

Total FTE + 
Expenses€) 

% of Total 
Posts  

% of Total 
Budget  

and 

Efficient 
effective 
support 
and 
administration 

75.97

€6,079,976 

€3,683,175 

€9,763,151

30.09%

25.29%

SPD 2018-2020  - 12.12.2017 

67 

 
 
 
 
 
 
 
 
 
Annex I 

Resources allocation per activity 

Resources per 2018-2020 STRATEGIC OBJECTIVE and 2018 ANNUAL 
Resource allocation per Annual Organisational Objective 
ORGANISATIONAL ACTIVITY / OBJECTIVE
STRATEGIC GOAL 1 -  OPERATIONAL WORK
1.1 

25

Total FTE (#)

Total  FTE (€)

Total  BL Expenses 
(€)

Total FTE + BL 
Expenses (€)

% Posts Total

% Budget Total

                                   37.74                            3,224,946                            3,908,248                            7,133,194 

14.95%

18.48%

-  Encourage referral of complex cross-border crime cases and 
information to Eurojust, offering operational and legal expertise, in 
1.2
particular on EAWs, MLAs, EIOs and JITs
1.3

 - Optimise use of ENCS in MSs
 - Improve efficiency and effectiveness of coordination meetings & 

2.1
coordination centres and ensure expeditious follow-up

                                      0.98 
                                92,978 
                                   53.07                            3,940,764                            6,403,355 

                                           -                                   92,978 
                       10,344,118 

0.39%
21.02%

10.72%

0.24%
26.79%

9.01%

 - Continue to develop operational cooperation with JHA Agencies, 

2.2 
Europol in particular, and other EU bodies

                                   27.08                            2,103,637                            1,373,326                            3,476,963 

- Continue to develop operational cooperation with third States, through 

Total for GOAL 1                               118.87 

9,362,325                     11,684,928 

                    21,047,254 

47.08%

54.52 %

use of Eurojust contact points
STRATEGIC GOAL 2 - STRATEGIC WORK 
3.1

 - Promote a European approach to judicial cooperation in priority crime 

3.2 
areas and legal instruments to overcome judicial challenges across borders
- Share expertise and knowledge, best practices and lessons learned to 

the extent possible on the basis of existing casework
 4.1 

- Prioritising and reinforcing strategic cooperation in the area of 
criminal justice with: EU Institutions, JHA Agencies, the Secretariats hosted 
at Eurojust (EJN, JIT and GEN) and the Consultative Forum of Prosecutors 
4.2
General and Directors of Public Prosecution of the MS

                                   12.51                                964,125                                516,924                            1,481,049 

4.95%

3.84%

                                   23.73                            1,878,738                            1,518,749                            3,397,488 

9.40%

8.80%

 - Promote the added value of the judicial and prosecutorial dimension of 

Total for GOAL 2                                  53.43 

                                   17.20                            1,368,237                            1,146,521                            2,514,758 
                       7,393,294 

                       4,211,100 

                       3,182,194 

the fight against serious cross-border crime in the EU
STRATEGIC GOAL 3 - ORGANISATIONAL DEVELOPMENT
5.1

 - Ensure timely internal preparation for implementing organisational 

6.1
change

 - Promote a strong and positive organisational culture (including an 
increase in Eurojust’s ability to manage its institutional knowledge and 
communication and effectively communicate with EU stake-holders, 
6.2
institutional partners and media, including in times of crisis)

                                      4.23                                403,039 

                                           -                                 403,039 

                                   63.45                            4,959,744                            1,687,622                            6,647,365 

6.81%
21.16%

6.51%
19.15 %

1.67%

25.13%

1.04%

17.22%

 - Further strengthen Eurojust's organisational capacity to improve 

                                   12.52                            1,120,232                            1,995,553                            3,115,785 

4.96%

8.07%

performance reporting, standardise internal processes, optimise 
technological and physical infrastructure to meet operational needs and 
enhance flexible use of financial and human resources to deliver quality 
services to the College and National Desks
Total

Total for GOAL 3                                  80.20 
252.50

                       6,483,015 
20,056,440

                       3,683,175 
18,550,297

                    10,166,190 
38,606,737

31.76%
100%

26.33 %
100.00 %

25 The horizontal support costs are pro-rated based on the number of FTE’s working on theAOA’s and divided over the Strategic Goals using the same indication applied in the budget assumptions for the work of the non-statutory staff, being: 70% strategic goal 1; 20% strategic goal 2 
and 10% for strategic goal 3. 
SPD 2018-2020  - 12.12.2017 

68 

 
 
 
 
                                                           
Annex I-A     Overview of requests to Eurojust in main EU Strategic Documents 

Overview of requests to Eurojust in main EU Strategic Documents 

EU DOCUMENTS 

REQUESTS TO EUROJUST 

REQUESTS TO EUROJUST 

Operational work 

Policy work 

Approved  by  the 
College 

Yes/No 

• 

• 

European 

Offer more expertise and 
assistance to financial 
investigations [link to 
smuggling of migrants 
investigations]  

Priorities: 

- 

- 

- 

Terrorism 

Cybercrime 

Organised crime 

CRIME AREAS 

TERRORISM 

The European Agenda on 
Security  
Doc. 8293/15 
COM(2015) 185 final, 
28.4.2015 
http://ec.europa.eu/dgs/ho
me-affairs/e-
library/documents/basic-
documents/docs/eu_agenda
_on_security_en.pdf 

Council Conclusions on 
the  Criminal justice 
response to 
radicalisation leading to 
terrorism and violent 
extremism 

Doc. 

14192/1/15 REV1, 
18.11.2015 

LIMITE  

SPD 2018-2020  - 12.12.2017 

69 

Counter Terrorism Centre (ECTC) 
Be fully involved in the activities of the 

at Europol to 

improve coordination of investigations and 
prosecutions. Eurojust has recruited a specialised 
counter-terrorism prosecutor to be temporarily 
placed at the ECTC. 

• 

• 

• 

variety of training

 Provide EJTN and CEPOL with expertise to 
support MSs with a 
whole chain of criminal justice actors dealing 
with terrorism 
Terrorism Conviction Monitor 
 Continue monitoring trends and developments, 
(TCM)
by use of its 

 for the 

, of the applicable legislative framework 

and relevant jurisprudence in the Member 
States as regards terrorism and violent 
radicalisation, including the use of alternatives 
to prosecution and detention
Foster (with RAN, EJTN, Europol CEP and 
criminal justice 
Europris) the exchange of national practices and 
the lessons learnt on the 

Yes 

? 

Yes 

? 

 
 
 
 
 
 
 
 
 
 
Renewed EU Internal 
Security Strategy and 
counter terrorism 
Implementation Paper: 
first half of 2017 

Doc. 5645/2/17 REV 2 COR 
1 of 13 March 2017 

Roadmap to enhance 
information exchange 
and information 
management including 
interoperability solutions 
in the Justice and Home 
Affairs area: Update 
following Council 
conclusions on 
interoperability 

12223/17 
 LIMITE, 21 September 2017

SPD 2018-2020  - 12.12.2017 

70 

response to radicalisation

 leading to 

• 

terrorism and violent extremism. Since July 
2017, Eurojust is represented at the High-Level 
Commission Expert Group on Radicalisation 
EU network of cyber officers at 
(HLCEG-R).
Eurojust.” 
Establish an “

Yes 

Eurojust and the European Judicial Network are invited to 
contribute to the discussions at the COPEN meetings 
where initiatives relating to mutual legal assistance in 
criminal proceedings, the surrender and transfer of 
sentenced persons, the enforcement of judicial decisions 
are examined. 

Ways of improving information exchange between JHA 
agencies, including ways to improve Member States' data 
supply to the JHA Agencies, as described in the Roadmap 
on information exchange, will be discussed at COSI with a 
view to deepening the cooperation between JHA Agencies. 

With regards to the Eight Round of Mutual Evaluation on 
Environmental Crime, Member States, Institutions and 
Agencies will be invited to share their views on a 
questionnaire which is expected to be adopted by June 
2017 

Under CHAPTER 2: INFORMATION MANAGEMENT AND 
EXCHANGE IN THE AREA OF LAW ENFORCEMENT AND 
OF JUDICIAL COOPERATION 

Theme 1: Better information management, access to 
information, data quality and data protection (EJ 
mentioned among primary responsible parties under 
“Enhance data quality” and as a stake-holder in others).  

Theme 2: Stronger cross-border cooperation and 
improving information exchange (EJ mentioned among 
primary responsible parties under “Improve the sharing 
of criminal records, particularly relating to terrorism 

 
  
 
 
 
 
 
 
 
 
 
convictions” and as a stake-holder in others).  

Theme 3: Strengthening EU agencies and improving the 
use of EU information systems (EJ mentioned among 
primary responsible parties under “Enhance the 
coordination and monitoring capabilities of Eurojust 
members” and as a stakeholder in others). In addition, 
College of Eurojust responsible for monitoring of 
“Improve the information potential of EU agencies; 
Increase the data supply to Europol and Eurojust as well 
as systematic sharing of cases as appropriate” and 
“Enhance the coordination and monitoring capabilities of 
Eurojust Members; Enable the setting up and connection 
of the members of the Eurojust National Coordination 
System (ENCS) to the Eurojust’s Case Management 
System (CMS)” 

Under CHAPTER 3: STRENGTHEN INFORMATION 
MANAGEMENT IN THE AREA OF COUNTER-TERRORISM 

Theme 1: Improving the use of SIS (EJ mentioned among 
stake-holders under “Ensure structural information to 
SIRENE Bureaux and SIS end users on persons involved in 
terrorism or terrorism related activity as well as 
additional information on criminal records). 

Theme 2: Improving the use of other EU and of 
international instruments (EJ mentioned among primary 
responsible parties under “Ensure that Member States are 
informed on all prosecutions and convictions on terrorist 
offences in the EU; Transmit to Eurojust information on 
all prosecutions and convictions on terrorist offences). 

Enhancing security in a 
world of mobility: 

• 

SPD 2018-2020  - 12.12.2017 

71 

The European Border 
and Coast Guard will 

 
 
 
Eurojust

[…] work with other EU 
agencies such as 
Europol and 
to prevent and detect 
cross-border crime 
such as migrant 
smuggling, trafficking in 
human beings and 
terrorism 

ongoing 

improved information 
exchange in the fight 
against terrorism and 
stronger external 
borders 

COM(2016) 602 final, 
http://ec.europa.eu/dgs/ho
14.9.2016 
me-affairs/what-we-
do/policies/european-
agenda-security/legislative-
documents/docs/20160914
/enhancing_security_in_a_w
orld_of_mobility_en.pdf 

Internal and external 
dimensions of the CT/CVE 
policies in the context of 
the Global Strategy and 
the Security Union 

13683/17 
LIMITE 
30.10.2017 

• 

No 

Enhanced information exchange and cooperation in 
the following actions:

Eurojust

The contribution of JHA Agencies (in particular 
) in ensuring 
Europol, Frontex, CEPOL and 
better synergies between the internal and external 
aspects of CT should be further explored. This 
includes their closer interaction and exchange with 
the EU CT experts, in areas such as preservation of 
battle-field evidence for subsequent criminal 
investigations in Member States and their increased 
involvement in cooperation with priority partner 
countries; 

A national liaison magistrate could be invited to represent 

Council doc. 

- 
12347/1/17 REV1 of 21 
September 2017 (EU 

SPD 2018-2020  - 12.12.2017 

72 

Eurojust in a pilot country and evaluate the outcome. 

• 

Participate in the policy debate at PSC and COSI level; 

 
 
 
 
 
 
 
 
 
 
RESTRICTED) 
“Strengthening military, 
law enforcement and 
judicial information 
exchange in counter-
terrorism”; 

Council working 

- 
document WK 
9396/2017 REV1 of 15 
September 2017 “EEAS 
non-paper on «enhancing 
cooperation between 
CSDP 
Missions/Operations and 
JHA Agencies”; 

- 
Council doc. 
10880/17 of 11 July 2017 
“Strengthening military, 
law enforcement and 
judicial information 
exchange in counter-
terrorism”. 

doc. 12299/17 + 
12356/17 (RESTREINT 
UE/EU RESTRICTED) EU-
Ukraine internal security 
cooperation 

THB 

SPD 2018-2020  - 12.12.2017 

73 

•  Contribute to the preparatory document (10880/17); 

•  Contribute with actions as described in document 

12347/1/17 REV1 in relation to the use of data from 

CSDP missions and utilisation of battlefield 

information (with regards to this last point, a 

Questionnaire to MSs was issued; replies expected by 

30 November 2017. Findings to be presented for 

College approval at the beginning of 2018. 

Contribution to the CTC to be provided next year asap) 

Participate in the policy debate at PSC and COSI level; 

• 
•  Contribute to the document to insert the Eurojust role 

in the EU-Ukraine internal security cooperation 

•  Contribute to the document in view of maintaining 

independence of JHA Agencies vis-à-vis the envisaged 

coordination role of the SGUA. 

 
 
 
EU Strategy towards the 
Eradication of THB 2012-
201626 
Doc. 11780/12, 25.6.2012 
https://ec.europa.eu/anti-
trafficking/sites/antitraffick
ing/files/eu_strategy_towar
ds_the_eradication_of_traffic
king_in_human_beings_2012
-2016_1.pdf 

Conclusions of the 
Council of the European 
Union and of the Member 
States meeting within the 
Council on addressing 
THB for labour 
exploitation  

http://data.consilium.europ
9938/16, 9.6.2016 
a.eu/doc/document/ST-
9938-2016-INIT/en/pdf 

Eurojust 

No 

Action Plan against THB. 
Implement with support from MSs the 

 joint statement of JHA Agencies

Implement
the
signed on the 5
October 2011. 

th

 EU Anti-Trafficking Day of 18 

• 

• 

financial 

Assist in ensuring 
investigation in THB 
proactive 
cases. 

judicial cooperation in 
Assist in increasing 
THB cases. 

• 

• 

• 

actively share 
EU agencies should 
information

 among 
themselves and with 
•  Continue to assist 
Member States.
Member States

 in the 
coordination of judicial 
cross-border cooperation 
against THB for labour 
exploitation 

Contribute to strengthening 
Member States’ joint capacity in 
this area, including by 
increasing the number of cases 
of investigations and 
prosecutions into THB for 
labour exploitation 

ILLIGAL IMMIGRANT SMUGGLING 

European Agenda on 
Migration  

Doc. 8961/15 

COM(2015) 
http://ec.europa.eu/dgs/ho
240 final, 13.5.2015 
me-affairs/what-we-

• 

• 

use 

• 

hotspots27 

Yes 

information to 
Pool and better 
identify and target 
smugglers 

on-the-spot 

Participate in 

26  On 20th October 2017, the EU Anti-Trafficking Coordinator indicated that the Commission will publish its priority actions to address THB “next month”.  
27 .  EU agencies are mentioned in the Note dated 7 March 2017 (Ref. 6717/17 “Security checks in case of irregular immigration – mapping exercise”, in relation to hotspots, see point 14 on 
page 5. The document is Limite and hence not reproduced here. 
SPD 2018-2020  - 12.12.2017 

74 

Provide 

 
 
 
 
 
 
 
 
 
 
 
 
                                                           
operational and 
information support

• 

to the frontline states  

identify 

smugglers, investigate 
Help 
them, prosecute them, 
freeze 
their assets

 confiscate 

and

• 

• 

• 

money laundering
Assist actions against 

connected to migrant 
smuggling 

MSs, Eurojust and other 
operational 
relevant EU Agencies to 
cooperation
strengthen 
information exchange

 and 

mutual 

legal assistance
Support for 

 in 

criminal matters.

do/policies/european-
agenda-
migration/background-
information/docs/communi
cation_on_the_european_ag
enda_on_migration_en.pdf 

EU Action Plan against 
migrant smuggling 
(2015-2020)  

http://ec.europa.eu/dgs/ho
me-affairs/e-
library/documents/policies/
asylum/general/docs/eu_ac
tion_plan_against_migrant_s
muggling_en.pdf 

COM(2015) 285 final, 
Doc. 9345/15 
27.5.2015 

Council conclusions on 
measures to handle the 
refugee and migration 
crisis  

SPD 2018-2020  - 12.12.2017 

75 

• 

• 

• 

• 

 Contact Group of EU 

agencies
 Participate in the

smuggling
Set up a 

thematic group on migrant 
 on migrant smuggling. 

. 

e-evidence

Facilitate the exchange of best practice and 
identify challenges regarding the collection and 
use of 
prosecutions related to migrant smuggling. 

 in investigations and 

third States  

? 

Yes 

Part of EJ’s 
operational work 

Yes 

The general JIT 
funding rules apply 

•  Finance

JITs

Facilitate co-operation with 

 on migrant smuggling 

• 

European Migrant 

Smuggling Centre 
“Closely cooperate” with the 

(EMSC) at Europol  

Yes? 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
Doc. 13880/15, 9.11.2015 
http://www.consilium.euro
pa.eu/press-releases-
pdf/2015/11/40802204716
_en.pdf 

FIREARMS AND EXPLOSIVES 

EU action plan against 
illicit trafficking in and 
use of firearms and 
explosives 

COM(2015) 624 
final,2.12.2015 
http://ec.europa.eu/dgs/hom
e-affairs/what-we-
do/policies/european-
agenda-security/legislative-
documents/docs/20151202_c
ommunication_firearms_and
_the_security_of_the_eu_en.
pdf 

ENVIRONMENTAL CRIME 

EU Action Plan against 
Wildlife Trafficking  

2016-2020 

COM(2016) 87 final, 
26.2.2016 
http://ec.europa.eu/environ
ment/cites/pdf/WAP_EN_W
EB.PDF 

SPD 2018-2020  - 12.12.2017 

•  Security dialogues 

No 

with key partner 

specific joint action 

countries and organisations - to also lead, 
plans on firearms
whenever relevant, to 

Eurojust

 and where possible also 

explosives, including EU agencies such as 
Europol, 

 and CEPOL 

Eurojust
Sufficient resources earmarked in Europol and 

 for work on wildlife trafficking 

No 

• 

cooperation

• 

cross-border 

Improve 
among Member States on 
wildlife trafficking
cases of 
•  Regular joint 
operations

• 

 involving 

cross-border cooperation 
carried out by EU 
Member States 
oint Investigation 
Teams
J

 involving Europol 

76 

and/or Eurojust 

 
 
 
 
 
 
 
 
Discussion Paper on 
Countering 
Environmental Crime  

12297/16 LIMITE, 
27.9.2016 

Council Conclusions on 
countering 
environmental crime - 
Council conclusions (8 
December 2016) 

15412/16 

12.12.2016
8th round of mutual 
evaluations:Joint Action 
of 5 December 1997 
adopted by the Council 
establishing a mechanism 
for evaluating the 
application and 
implementation at 
national level of 
international 
undertakings in the fight 
against organised crime 
and specific 
implementing Council 
acts  

Eighth round of mutual 
evaluations – 

SPD 2018-2020  - 12.12.2017 

77 

•  Eurojust should 

encourage and support

•  Eurojust should

:  

No? 

-

-

support the specialisation of prosecutors and 
judges in the field of environmental crime in 
Member States, 
establish the network of prosecutors and judges 
specialised in the field of fight against 
environmental crime in order to share experience 
and knowledge between the Member States,  

the establishment of joint 
investigation teams in the 
field of investigating 
environmental crime, 

• 

EUROJUST to encourage 
and if necessary support 
the establishment of 
joint investigation teams 
as well as the sharing 
and exchange of 
information in the field 
of investigating 
environmental crime;

Decision at the 
extraordinary 
operational mtg of 
the College on 27 
June 2017 

• 

• 

• 

The  College  acknowledged  that  environmental 
crime  is  one  of  the  EU  priorities  in  the  fight 
against organised and serious international crime 
for 2018-2021;  

The  College  decided  that,  due  to  budgetary  and 
human  resources  constraints,  EJ  will  not  be  in  a 
position  to  participate  as  an  observer  in  the  on-
site evaluation visits taking place in the context of 
the  8th  Round  of  Mutual  Evaluations;  however, 
Eurojust  provides  written  contributions  aimed  at 
assisting  in  the  preparation  of  the  evaluation 
visits.    

The  results  of  the  8th  Round  shall  be  monitored 
and  analysed  with  the  support  of  the  EJ  Contact 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Questionnaire (final) 

Doc.  8919/1/17 REV1 of 
30.05.2017 
Eighth round of mutual 
evaluations - Order of 
visits 

Doc.7834/2/17 REV2 of 
31.05.2017 

CYBERCRIME 

Conclusions of the 
Council of the European 
Union on the European 
Judicial Cybercrime 
Network 

http://data.consilium.euro
10025/16, 9.6.2016 
pa.eu/doc/document/ST-
10025-2016-INIT/en/pdf 

Council Conclusions on 
improving criminal 
justice in cyberspace of 9 
June 2016 
http://www.consilium.euro
pa.eu/en/press/press-
releases/2016/06/09-
criminal-activities-
cyberspace/ 

SPD 2018-2020  - 12.12.2017 

• 

Point on environmental crime. 

The EJ Contact Point on environmental crime will 
provide the visiting team with questions for each 
MS 
combatting 
environmental  crime,  drafted  on  the  basis  of  EJ’s 
cases. 

to  EJ’s 

relating 

role 

in 

• 

The Network should meet regularly depending on 
the needs of the members, in principle twice a 
year, hosted by 

Eurojust 

•  Eurojust

A BN is prepared by 
the OoP to 
determine the 
support to the EJCN 

 will provide the support required for the 
tasks [of the Network] set out in point 3, ensuring 
alignment with the work of the European Judicial 
Network and in relation to the e-Justice portal.  

• 

The Council will assess the functioning of the 
Eurojust
Network on the basis of a report drawn up by 

 after completion of the first two-year 

work programme.  

•  Support 

Commission

the 

• 

(together 
third  States, 
with  MS, 
other 
actors 
JHA 
depending on the actions) 
in the following: 

Consider and make 
recommendations on how to 
adapt, where appropriate, existing 
standardised forms and 

78 

 
 
 
 
 
 
 
 
 
 
• 

• 

procedures to request the securing 
and obtaining of e-evidence. 
Develop, while using where 
appropriate, existing electronic 
tools, and while respecting 
competences and channels of 
communication under existing 
legal frameworks. 
 Explore possibilities for a 
common EU approach on 
enforcement jurisdiction in 
cyberspace in situations where 
existing frameworks are not 
• 
sufficient. 

Eurojust

Eurojust

 should continue 

, Europol and ENISA should consider raising 

to support and facilitate the 
setting up of JITs and make 
available adequate funding to 
help Member States to use them 
more frequently. 

awareness of their services and the existing possibilities 
for cooperation and specialised training that they offer in 
the area of cybercrime and actively supporting events 
that strengthen international cooperation with regard to 
• 
combating cybercrime. 

EU institutions

The Member States and the 

should continue to reflect on methodologies to maintain 
and enhance the cooperation between the public and the 
• 
private sector […] 

Eurojust
Member States should consider engaging in, and 

maintaining, with the possible involvement of 
and the European Judicial Cybercrime network, a 
constant dialogue with the private sector and discuss 
methodologies to ensure that the gathering of e-evidence 
• 
takes place in a way to allow its admissibility in courts. 

EU institutions

Member States and the 

 are 

recommended to consider solutions [to address 
encryption] and to intensify an open dialogue with the 
private sector. 
Development of a Emergency Response Protocol for a 
coordinated EU law enforcement response in case of 

Final Report on the 7th 
round of mutual 
evaluations on  
"The practical 
implementation and 
operation of the 
European polices on 
prevention and 
combating cybercrime" 

ST12711/1/17, 9.10.2017 
http://data.consilium.euro
pa.eu/doc/document/ST-
12711-2017-INIT/en/pdf 

Improving the EU’s fight 
against cybercrime: EU 
law enforcement 

SPD 2018-2020  - 12.12.2017 

79 

 
 
 
 
 
 
 
response. Outcome of the 
Expert Workshops with 
policy proposals 

13461/17 LIMITE, 
19.10.17 
Improving the EU's fight 
against cybercrime: EU 
law enforcement 
response (Council doc. 
11809/17) 

-

response 
held 

Eurojust was invited to attend 
four  workshops  on  EU  law 
enforcement 
to 
28-29 
cybercrime 
September  (the  first  three) 
and 13 October 2017 (the last 
one) at Europol, namely: 
improved fight against 
1.
criminality on the Dark 
Web; 
joint EU law enforcement 
response to major cyber-
attacks; 
reform of the WHOIS; 
Carrier-Grade NAT and 
online crime attribution

3.
4.

2.

28
. 
Eurojust participated in the first 
three workshops; concept papers 
for the workshop were 
disseminated beforehand. The 
aim of the workshops was to 
strengthening cyber security as a 
priority under the EE Presidency 
of the Council of the EU.

major cyber-attacks.  
• 

Eurojust

The role of judiciary as well as 
be examined  

 and EJCN will 

• 

Yes?  

the  competent  national  authorities 

Support 
in 
meeting the challenges stemming from the encryption 
Eurojust
[close  cooperation  and  consultations  with    Europol, 
vital].  

seems 

EJCN 

and 

be 

to 

Encryption of data:  
mapping of the problem 
(Discussion Paper BE EU 
Presidency)  

28  
SPD 2018-2020  - 12.12.2017 

80 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
13434/16, 21.10.2016  
Council conclusions on 
the Joint Communication 
to the European 
Parliament and the 
Council: Resilience, 
Deterrence and Defence: 
Building strong 
cybersecurity for the EU, 
adopted by the General 
Affairs Council on 20 
November 2017 

14435/17, 20.11.2017

FINANCIAL CRIME 

Euro counterfeiting 

29  
SPD 2018-2020  - 12.12.2017 

9916/17 and C/2017/6100 final. 

Eurojust 
• 
Europol and ENISA) invited: 

(together  with 

to contribute jointly 

with Member States a 

coordinated 

approach for EU law 

enforcement 

response to large-

scale cyber-incidents 

and crises to 

complement the 

procedures outlined 

29
in the relevant 

frameworks

;  

Regulation  (EU)  No  331/2014  of 
the  European  Parliament  and  of 
the  Council  of  11  March  2014 
exchange, 
an 
establishing 
training 
and 
assistance 
programme  for  the  protection  of 
the  euro  against  counterfeiting 
(the  ‘Pericles  2020’  programme) 

81 

• 

Eurojust (together with Europol and ENISA) invited: 

to continue strengthening their cooperation 

in the fight against cybercrime, both among 

themselves and with other relevant 

stakeholders, including the CSIRTs 

community, Interpol, the private sector and 

academia ensuring synergies and 

complementarities, in accordance with their 

respective mandates and competences. 

• 

No 

Possible  involvement  in  training  actions  within  the 
Pericles 2020 programme jointly with other partners. 

 
 
 
 
 
 
 
 
 
 
                                                           
• 
[...] 

Article 7(2)(d): Actions under the 
Programme may be organised 
jointly by the Commission and 
other partners having relevant 
expertise, such as: [...] (d) Europol, 
Eurojust and Interpol [...]. 
Article 10(5): where eligible 
actions [...] are organised jointly by 
the Commission and the ECB, 
Eurojust, Europol or Interpol, the 
ensuing expenses shall be divided 
among them [...].  

•  Develop as an expertise hub on financial 

investigations

No 

• 

• 

 in order to support operational 

cooperation.  
Include financial investigations in Joint 
3) 
Investigation Teams on migrant smuggling (

Action 

Adjust the model agreement for the setting up of 
Joint Investigation Teams by including the 
definition and principles for the application of 
N.B. In Council doc. 13578/17, p. 2, Member States are 
financial investigations (
encouraged to build up financial expertise at the national 
desks, if not already present. 

Action 4

)  

Council Conclusions 
and Action Plan on the 
way forward with 
regard to financial 
investigation 

10125/16, 13.6.2016 
13382/17, 19.10.17 
http://data.consilium.eur
13578/27, 23.10.17 
opa.eu/doc/document/ST
-10125-2016-INIT/en/pdf 

RACISM  

Racism and Xenophobia 

Council  Framework  Decision  on 
forms  and 
combating  certain 
expressions 
and 
of 
xenophobia by means of criminal 
law (2008/913/JHA) 

racism 

82 

Article  10(3):  Before  28  November 

SPD 2018-2020  - 12.12.2017 

• 

No 

Submit a report at the request of the Council. 

 
 
 
 
 
 
 
For 
this  review, 

2013,  the  Council  shall  review  this 
the 
Framework  Decision. 
preparation  of 
the 
Council  shall  ask  Member  States 
they  have  experienced 
whether 
judicial  cooperation 
difficulties  in 
with  regard  to  the  conduct  under 
may  request  Eurojust
Article  1(1).  In  addition,  the  Council 
  to  submit  a 
report,  on  whether  differences 
between  national  legislations  have 
resulted  in  any  problems  regarding 
judicial  cooperation  between  the 
Member States in this area. 

• 

• 

• 

intelligence and information-
Utilise to best effect available 
sharing 

law enforcement 
instruments, channels and 
communication tools used to 
collate and analyse drug-
related information
cooperation
Strengthen EU 

judicial 

 in targeting cross-
border drug trafficking, money 
confiscation
laundering, and in the 

 of the proceeds of 

drug-related organised crime

Implement new EU legislative 
measures to address the 
emergence, use and rapid 
spread of new psychoactive 
substances
83 

Provide targeted technical 

DRUGS 

EU Action Plan on Drugs 
2017-2020 (COM(2017) 
195 final of 15 March 
2017) 

https://ec.europa.eu/home
-
affairs/sites/homeaffairs/fi
les/what-we-
do/policies/organized-
crime-and-human-
trafficking/drug-
control/eu-response-to-
drugs/20170315_evaluatio
n_communication_en.pdf

SPD 2018-2020  - 12.12.2017 

number of financial 

investigations and confiscations
Report on the 

the proceeds of drug-related organised crime 
through EU judicial cooperation  
mutual assistance requests and European 
Report on the timely and effective 
Arrest Warrants

 in relation to 
responses to 

trafficking 

 in relation to illicit drug 

• 

• 

• 

Identify strategic responses to address the role of 
new information communication technologies 
(ICT) and the hosting of associated websites, in 
the production, marketing, purchasing and 
distribution of illicit drugs and new psychoactive 
substances at national and EU level. 

Report on the number of drug-related cases referred to 
Eurojust, including qualitative, contextual information 
about the cases.

   
 
 
 
 
 
 
 
 
assistance, and other assistance 
and support as necessary, to 
acceding countries, candidate 
countries, and potential 
candidates to facilitate their 
adaptation to and alignment with 
the EU acquis in the drugs field

EU POLICY CYCLE- MASP/OAs 

the 

Council  conclusions  on 
setting  the  EU’s  priorities 
for 
fight  against 
serious  and  organised 
crime  between  2014  and 
2017 

A.
B.
C.
D.
E.
F.

Illegal immigration 
THB 
Counterfeit goods 
Excise and MTIC fraud 
Synthetic drugs 
Cocaine and Heroin 
trafficking 
Cybercrime 
G.
Trafficking in firearms 
H.
I.
Organised property 
crime committed by 
Council conclusions on 
MOCG. 
the continuation of the 
EU Policy Cycle for 
organised and serious 
international crime for 
the period 2018-2020 – 
Council Conclusions 27 
March 2017 

SPD 2018-2020  - 12.12.2017 

-

-

contribute  to  develop  a  MASP 
and  OAP 
for  each  crime 
priority 
to  develop  an 
contribute 
independent  mechanism 
to 
evaluate  the  implementation 
of  the  EU  Policy  Cycle  and 
transmit  the  results  thereof  to 

84 

75 Operational Actions (OAs)

leader or co-leader

In  the  last  year  of  the  current  Policy  Cycle  (year  2017), 
Eurojust is involved in 
 in 
total. As a 
 Eurojust is involved in 12 
OAs.  Involvement  in  these  roles  requires  from  Eurojust 
dedication of a certain amount of resources.  
• 
These OAs fall under the categories: 

• 
• 
• 
• 

‘Increase coordinated investigations and 
prosecutions’ (4 OAs),  
‘Financial investigations, incl. asset recovery’ (1 OAs),  
‘Awareness raising’ (3 OAs),  
‘Legal/practical obstacles’ (1 OA)  
‘Cooperation with third States’ (3 OAs).  

supporting role

For the remaining 63 OAs, a 
 is foreseen 
which,  in  general,  does  not  require  other  workload  than 
attendance and follow-up to relevant meetings. 

-

Commit  in  the  annual  work  programme  to implement 
the actions developed within the EU Policy Cycle 

Yes (Common 
position on the 
Eurojust’s 
participation in the 
drafting of yearly 
OAPs, adopted on 
24/09/2013)  

Yes (Eurojust’s 
common position in 
relation to the 
potential EMPACT 
priorities 2018-
2021, adopted on 
19/04/2017) 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Doc. 7704/17 of 28 March 
2017 
Council conclusions on 
setting the EU’s priorities 
for the fight against 
organised and serious 
international crime 
between 2018 and 2021 - 
Council conclusions

(9450/17 of 18 May 2017) 

-

-

-

to 

develop 

the Council 
a 
contribute 
opportunities 
funding 
information 
to 
package 
support  the  activities  of  the 
new EU Policy Cycle 

contribute  to  provide  training 
packages  and  exploring  other 
awareness raising measures 

contribute  to  the  exchange  of 
best  practices  and  sharing  of 
experiences 

contribute  to  develop  in  2019 
the 
under 
of 
leadership 
in  cooperation  an 
Europol 
interim 
new, 
on 
report 
changing  or  emerging  threats, 
paying  particular  attention  to 
priorities 
crime 
the 
decided  in  2017  and  the  EU 
SOCTA in 2021 

EU 

-

To  contribute  to  the  selection 
of the new EU crime priorities 
for  the  next  EU  Policy  Cycle 
2018-2021 

Draft Policy Advisory 
Document (PAD) for the 
years 2018 to 2021 

-

To  contribute  to  the  selection  of  the  new  EU  crime 
priorities for the next EU Policy Cycle 2018-2021 

Doc 7824/1/17 REV 1 of 
Multi  Annual  Strategic 
18 April 2017 
Plans (

MASPs): 

the 
Active  participation 
drafting process of the MASPs  

in 

-

-

Doc.  15080/17:  MASPs 
the  EU’s 
related 
priorities  for  the  fight 
SPD 2018-2020  - 12.12.2017 

to 

85 

Monitoring consistency at COSI level. 

The  MASPs  envisage  for  JHA  Agencies  (including 
Eurojust)  their 
identified 
o 
Strategic Goals: 

involvement 

in  the  7 

Intelligence Picture 

 
 
 
 
 
 
 
 
 
 
 
 
o 
o 
o 
o 
o 

Operational Activities 

Prevention and Capacity building 

Cooperation with non-EU partners 

Financial Investigations 

On-line trade in illicit goods and services 

serious 

and 
against 
crime 
organised 
between  2018  and  2021 
validated  by  COSI  on  1 
December 2017  

and 

10838/17 

Doc. 
12561/17: 
Implementation  2018-
2021 EU Policy Cycle for 
organised  and  serious 
crime: 
international 
common 
horizontal 
minimum strategic goals 

Doc. 
and 
11805/17 
12811/17:  MASP  on 
Criminal 
/ 
Money  Laundering  / 
Asset Recovery Priority 

Finances 

Doc.  11806/17:  MASP 
on Environmental crime 

Doc.  12998/1/17  REV1: 
MASP  on  attacks  against 
information systems 

Doc.  13231/17:  MASP 
on Excise Fraud 

Doc.  13232/17:  MASP 
on  Facilitation  of  illegal 
immigration 

Doc  13233/17  :  MASP 
on  child  sexual  abuse 
and 
sexual 
exploitation 

child 

SPD 2018-2020  - 12.12.2017 

Doc  13738/17  :  MASP  
on 
and 
Fraud 
Counterfeiting  of  Non-

86 

 
Cash Means of Payment 

Doc  13739/17  :  MASP 
on  Cannabis,  Cocaine 
and Heroin 

Doc  13764/17  :  MASP 
on  Missing  Trader  Intra 
Community 
(MTIC) 
Fraud 

Doc  13854/17  :  MASP 
on firearms 

Doc  14020/17  :  MASP 
on  Organised  Property 
Crime Priority 

Doc  14027/17  :  MASP 
on  Synthetic  Drugs  and 
Psychoactive 
New 
Substances (NPS) 

Doc  14146/17  :  MASP 
on  Trafficking  in  Human 
Beings (THB) Priority 

Doc. _______/17: MASP on 
Document Fraud 

SPD 2018-2020  - 12.12.2017 

87 

 
 
 
 
 
 
 
 
 
OAPs drafting exercise: 

-

-

-

-

-

-

Doc 14543/17: OAP 
Trafficking in Human 
Beings 
Doc. 13713/17: Attacks 
against information 
systems 
Doc. 14318/17: 
Firearms 
Doc. 14309/17: 
Synthetic drugs and new 
psychoactive substances 
Doc. 14289/17: Child 
sexual abuse and child 
sexual exploitation 
Doc. 13874/17: 
Facilitation of illegal 
immigration 
Doc. 14489/17: 
Organised property 
crime 
Doc. 14484/17: 
Environmental crime 
Doc. 14421/17: 
Cannabis, Cocaine and 
Heroin 
Doc. 14281/17: Fraud 
and counterfeit non-
cash means of payment 
Doc. 14257/17: Excise 
Fraud 
Doc. 14250/17: MTIC 
-
SPD 2018-2020  - 12.12.2017 
Fraud 

-

-

-

-

-

Active  participation 
drafting process of the OAPs 

in 

the 

-

-

Correction and adjustments at NEC level 

Between  the  boundaries  of  the  7  Strategic  Goals 
identified in the MASPs, a large number of Operational 
Actions (OAs) have been selected while elaborating the 
OAPs.  Eurojust  participates in several  OAs,  either as a 
Participants  or  a  co-Leader.  Such  activities  have  an 
operational focus. 

88 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
-

Contribution as regards the Eurojust participation in 
the crime priorities related to the EU Policy Cycle 
2018-2021. In line with the College decision of the 
beginning of 2017 on this matter, Eurojust will 
participate in all OAPs as Participant while will be co-
Leader in priority areas such as Illegal Immigration, 
Cybercrime and financial crimes. The active 
participation in the Document Fraud project is for 
Eurojust linked to Illegal immigration mostly. 

interest  and  participation 

Expression  of 
in  the 
horizontal expert group. Envisaged role for Eurojust in 
Joint  Operational  Task  Force  on 
the 
Document  Fraud.  This  is  an  horizontal  priority  which 
integrates in almost all OAPs per crime priorities. 

foreseen 

• 

No 

Doc. 13866/17: Criminal 
and  money 
finances 
laundering  and  facilitate 
Implementation of the 
asset recovery
Council conclusions 
setting priorities in the 
fight against organised 
crime for 2018 - 2021: 
identification of the 
relevant actors (Council 
doc. 10011/3/17 REV3) 

Establishment of the 
horizontal expert group 
on document fraud 
(Council doc. 11528/17) 

-
JUDICIAL COOPERATION AREA 

-

•   

• 

The EU Justice Agenda for 
2020 - Strengthening 
Trust, Mobility and 
Growth within the 
Union. 

COM(2014) 144 

http://ec.europa.eu/justice/
final, 11.3.2014 
effective-
justice/files/com_2014_144_
en.pdf 

SPD 2018-2020  - 12.12.2017 

89 

coordinating 

Continue to play a key 
prosecution of 
role in 
transnational crimes

also after EPPO’s 
establishment, with 
need to strengthen 
potential to be used to 
effectiveness and 
the maximum

JITs 

. 

-

-

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
The European Agenda on 
Security
Doc. 8293/15 

COM(2015) 185 final, 
http://ec.europa.eu/dgs/ho
28.4.2015 
me-affairs/e-
library/documents/basic-
documents/docs/eu_agenda
_on_security_en.pdf 

• 

• 

complex MLA 

requests
Assist 
countries outside the 
 with 
EU
network of the EJ 
contact points. 

, especially with the 
operational 

cooperation
Enhanced 
Europol

 Eurojust - 

• 

Facilitate the exchange of best practice and 
identify the challenges regarding the collection 
and use of e-evidence in investigations and 
prosecutions of Internet-facilitated crimes. 
Eurojust is participating in the e-evidence expert 
meetings organized by the Commission. 

Conflicts of Jurisdiction 

• 

Yes 

On  the  basis  of  the  operational  experience:  Eurojust 
casework  report  on  conflicts  of  jurisdiction  and  other 
documents to support practitioners in this area. 

Framework  Decision 
Council 
2008/841/JHA  of  24  October 
2008  on 
fight  against 
the 
organised crime 

Article  7:  […]  the  Member  States 
concerned  shall  cooperate  in  order 
them  will 
to  decide  which  of 
prosecute  the  offenders,  with  the 
if  possible,  of  centralising 
aim, 
proceedings 
in  a  single  Member 
may have recourse to Eurojust
State.  To  this  end,  Member  States 
 […] 
in  order  to  facilitate  cooperation 
between  their 
judicial  authorities 
and the coordination of their action.  

on 

Council 
Framework  Decision 
2009/948/JHA  of  30  November 
and 
2009 
settlement of conflicts of exercise 
of 
criminal 
• 
proceedings 
90 

jurisdiction 

prevention 

in 

Recitals (4), (9), (10) and (14) 

SPD 2018-2020  - 12.12.2017 

  
  
 
 
 
 
 
 
 
 
 
 
 
 
• 

Article 12 (Cooperation with 
o 
Eurojust): 

o 

Art. 12(1): This Framework 
Decision shall be 
complementary and without 
prejudice to the Eurojust 
Decision. 
Art. 12(2): Where it has not 
been possible to reach 
consensus in accordance with 
Article 10, the matter shall, 
where appropriate, be 
referred to Eurojust by any 
competent authority of the 
Member States involved, if 
Eurojust is competent to act 
under Article 4(1) of the 
Eurojust Decision.  

Articles  6,  7  and  13(7)  EJD 

terrorism 

2002/475/JHA 

Directive  (EU)  2017/541  of  the 
European  Parliament  and  of  the 
Council  of  15  March  2017  on 
combating 
and 
replacing  Council  Framework 
Decision 
and 
Council 
amending 
Decision 
When  an  offence  falls 
2005/671/JHA 
within the jurisdiction of more than one 
Article  19(3): 
Member  State  and  when  any  of  the 
Member  States  concerned  can  validly 
prosecute on the basis of the same facts, 
the  Member  States  concerned  shall 
cooperate  in  order  to  decide  which  of 
them  will  prosecute  the  offenders  with 
if  possible,  of  centralising 
the  aim, 
91 

SPD 2018-2020  - 12.12.2017 

• 

• 

Upon request, provide input to the future Commission’s 
impact evaluation. 
On  the  basis  of  the  operational  experience:  Eurojust 
casework  report  on  conflicts  of  jurisdiction  and  other 
documents to support practitioners in this area    

No 

Yes 

 
 
 
 
 
 
proceedings  in  a  single  Member  State. 
To  this  end,  the  Member  States  may 
have  recourse  to  Eurojust  in  order  to 
their 
facilitate  cooperation  between 
judicial  authorities  and  the  coordination 
of their action.

EIO 

• 

• 

Assist  the competent  national  authorities in  relation  to 
the issuing, transmission and execution of the EIO. 
Advise on the choice of the use of the EIO in relation to 
other mutual recognition instruments, such as the EAW. 
(SOURCE:  LS  Note  “European  Investigation  Order  –  State  of 
play,  main  features,  key  questions  and  role  of  Eurojust”, 
28.9.2016
• 

) 

Currently 
under 
discussion 
(College 
meeting of 
2.5.2017)

Note  on  the  meaning  of  “corresponding  provisions”and  the 
applicable legal regime in case of delayed transposition of the 
EIO Directive 

• 

inter-agency and a cross-

sectorial
7A more joined-up 
 approach 

Directive  2014/41/EU  of  3  April 
2014  regarding  the  European 
Investigation  Order  in  criminal 
matters 

Recital (13): With a view to ensuring 
the  transmission  of  the  EIO  to  the 
competent authority of the executing 
State,  the 
issuing  authority  may 
make use of any possible or relevant 
means  of  transmission,  for  example 
telecommunications 
the 
system  of  the  European 
Judicial 
Network, Eurojust, […]  

secure 

• 

MSs to make full use of EU 
Eurojust plays a key 
in place mechanisms. 

92 

CORPORATE AREA 

The European Agenda on 
Security
Doc. 8293/15 

COM(2015) 185 final, 
http://ec.europa.eu/dgs/ho
28.4.2015 
me-affairs/e-
library/documents/basic-
documents/docs/eu_agenda
_on_security_en.pdf 

First progress report 
towards an effective 
and genuine Security 

SPD 2018-2020  - 12.12.2017 

 
 
  
 
 
 
 
 
 
Union 

role. 

COM(2016)670 final, 
19.10.2016  
http://ec.europa.eu/dgs/h
ome-affairs/what-we-
do/policies/european-
agenda-
security/legislative-
documents/docs/2016101
2/first_progress_report_to
wards_an_effective_and_g
enuine_security_union_en.
pdf 

Questionnaire for the 
comprehensive 
assessment of EU Security 
Policy 

-

Doc CM 1575/17 of 14 
February 2017 

Application of the 
Schengen acquis 

SPD 2018-2020  - 12.12.2017 

input 

should  be 
Valuable 
provided  by 
relevant  EU 
Agencies considering their role 
to support the implementation 
of  the  EU  policies:  complete 
and  return  the  questionnaire 
to the Commission; participate 
dedicated  workshops. 
in 

-

Valuable  input  should  be  provided  by  relevant  EU 
Agencies  considering  their  role  to  support  the 
implementation  of  the  EU  policies:  complete  and 
the  Commission; 
return 
the  questionnaire 
participate in dedicated workshops. 

to 

• 

Council Regulation (EU) No 
1053/2013 of 7 October 2013 
establishing an evaluation and 
monitoring mechanism to verify 
the application of the Schengen 
acquis [...]  

Support,  where  relevant,  the  implementation  of  the 
evaluation  mechanism  to  verify  the  application  of  the 
Schengen acquis.  

No? 

Preamble  paragraph  18:  Other 
Union  bodies,  offices  and  agencies, 
such 
the  European  Police 
Office("Europol"),  […],  and  Eurojust, 
[…],  should,  where  relevant,  support 

as 

93 

 
 
 
 
 
 
 
 
 
 
the implementation of the evaluation 
mechanism  in  the  areas  covered  by 
[…] 
mandate. 
their 

SPD 2018-2020  - 12.12.2017 

94 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annex I-B     Legal obligations for Eurojust relevant to policy work as laid down in EU legal instruments 

I. Crime-related area  

Approved 
by College 
Yes/No 

Crime 
Terrorist 
offences

Title of Document & Relevant Provisions 

Legal obligations for /requests to Eurojust  
• 

Council Decision 2005/671/JHA of 20 September 2005 on the exchange 
of 
information  and  cooperation  concerning  terrorist  offences/in 
• 
connection with Article 13a(1) EJD 

Article 2(2): Each Member State shall designate one, or where its legal 
system so provides more than one authority, as Eurojust national 
correspondent for terrorism matters or an appropriate judicial or other 
competent authority which, in accordance with national law, shall have access 
to and can collect all relevant information concerning prosecutions and 
convictions for terrorist offences and send it to Eurojust [...]. 

• 

Article 2(3): Each Member State shall take the necessary measures to ensure 
that at least the information referred to in paragraph 4 concerning criminal 
investigations and the information referred to in paragraph 5 concerning 
prosecutions and convictions for terrorist offences which affect or may affect 
two or more Member States, gathered by the relevant authority, is transmitted 
to:[...] 

• 

(b) Eurojust, in accordance with national law and where the provisions of 
the Eurojust Decision so allow. 

Article 13a(1) EJD: Provide the competent national authorities with 
information and feedback on the results of the processing of information. 

• 

• 

for 

the 

the  clock 

Provide  the  competent  national  authorities  with 
information  and  feedback  on  the  results  of  the 
processing  of  information  (Article  13a(1)  EJD), 
e.g. Terrorism Convictions Monitor. 
informal  network  of  national 
Activate 
correspondents 
terrorism 
for  Eurojust 
matters  in  case  of  terrorist  threats  or  major 
incidents  with  cross-border  elements  in  order  to 
rapidly  exchange  information  and  stand  ready 
around 
to  receive  and  process 
immediately  any  request  for,  or  decision  on, 
judicial cooperation. 
Designate  a  bridge-maker  between  Eurojust  and 
the European Counter Terrorism Centre (ECTC) at 
is  recruiting  a  specialised 
Europol:  Eurojust 
counter-terrorism 
be 
prosecutor/judge 
temporarily  placed  at  the  ECTC  to  facilitate  the 
early  involvement  of  the  judiciary,  and  make  full 
use  of  Eurojust's  coordination  tools  and  its 
informal  network  of  national  correspondents  for 
terrorism  matters,  also  in  accordance  with  the 
European Agenda on Security.  

to 

and Directive (EU) 2017/541 of the European Parliament and of the 
Council of 15 March 2017 on combating terrorism and replacing Council 
Framework Decision 2002/475/JHA and amending Council Decision 
2005/671/JHA 
Article 19 (3): When an offence falls within the jurisdiction of more than one 
Member State and when any of the Member States concerned can validly 
95 
prosecute on the basis of the same facts, the Member States concerned shall 

SPD 2018-2020  - 12.12.2017 

 
 
 
 
 
 
 
 
 
 
cooperate in order to decide which of them will prosecute the offenders with the 
aim, if possible, of centralising proceedings in a single Member State. To this 
end, the Member States may have recourse to Eurojust in order to facilitate 
cooperation between their judicial authorities and the coordination of their 
action. 

II. Judicial Cooperation Instruments-related area   

Instrument 
European 
Arrest Warrant

JITs 

ENCS – Access 
to the CMS at 
national level  

European 
Protection 
Order 

Title of Document & Relevant Provisions 

Legal obligations for /requests to Eurojust  
• 

see

Framework  Decision  on  the  European  Arrest  Warrant  and  the 
surrender  procedures  between  Member  States  (2002/584/JHA)/in 
• 
connection with Article 13a(1) EJD

Article 17(7): Where in exceptional circumstances a Member State cannot 
observe the time limits provided for in this Article, it shall inform Eurojust, 
giving the reasons for the delay.

• 
Eurojust  Decision  

joint investigation team, whether it is set up 

Article 13(5): Member States shall ensure that national members are 
informed of the setting up of a
under Article 13 of the Convention on
between the Member States of the European
Decision 2002/465/JHA, and of the results of the work
Article 13a(1). 
Article 9f: participation of national members in JITs

of such teams.

Union or under Framework 

Mutual Assistance in Criminal Matters 

• 
• 

• 
Eurojust Decision  

Article 12(6): In order to meet the objectives referred to in [Article 12(5)], 
persons referred to in paragraph 1 and paragraph 2(a), (b) and (c) shall […] 
be connected to the Case Management System […].  

DIRECTIVE 2011/99 of 13 December 2011  on the European protection 
• 
order 
o 
Article 8 (Transmission procedure): 

(

  also  Council  doc. 

Report  on  delays 
10270/14).   
Information on the application of Article 17(7) is 
included  in  the  Report  on  Eurojust  casework 
(2014-2016).  

Yes 

Provide  the  competent  national  authorities  with 
information  and  feedback  on  the  results  of  the 
processing of information (Article 13a(1) EJD); 
Prepare  JITs  evaluation  reports  (coordination 
with JIT Network Secretariat).   

• 

• 

• 

• 

Establish  a  connection  to  the  CMS  at  national 
level*. 

(*Obligation also tackled in the “Roadmap to enhance 
information exchange and information management 
including interoperability solutions in the Justice and 
see
Home Affairs area” (13554/16 LIMITE, of 26.10.2016), 
• 

 Action 15).   
Support MS in identifying relevant authorities for 
issuing  or  executing  the  European  Protection 
Order. 

Art. 8(2): If the competent authority of either the executing State or 
the issuing State is not known to the competent authority of the other 
State, the latter authority shall make all the relevant enquiries, 
including via […] the National Member of Eurojust or the National 

96 

SPD 2018-2020  - 12.12.2017 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
III. Cooperation with Partners (incl. External Relations)   

System for the coordination of Eurojust of its State, in order to obtain 
the necessary information. 

Partners 
(Strategic) 
Cooperation 
with the EJN 

(Strategic) 
Cooperation 
with other 
Networks 

Contact-point 
Network 
against 
Corruption 

Title of Document & Relevant Provisions 

• 
Eurojust Decision  

• 

Article 25a(1)(2) and (3): Eurojust  and the European Judicial Network 
shall maintain privileged relations with each other, based on consultation 
and complementarity […]  
Articles 6(1)(e) and 7(1)(e): Eurojust – through its national members 
and as a College – shall make use of and contribute to the 
improvement of EJN documentary database  

• 
Eurojust Decision  

• 

• 

Article 25a(2): Without prejudice to Article 4(1), the Secretariat of the 
Network for Joint Investigation Teams and of the network set up by Decision 
2002/494/JHA [genocide network] shall form part of the staff of Eurojust. 
These secretariats shall function as separate units. They may draw on the 
administrative resources of Eurojust which are necessary for the 
performance of their tasks. Coordination between the secretariats shall be 
ensured by Eurojust. This paragraph shall apply to the secretariat of any 
new network set up by a decision of the Council where that decision 
provides that the secretariat shall be provided by Eurojust. 
Article 25a(3): The network set up by Decision 2008/852/JHA [contact-
point network against corruption] may request that Eurojust provide a 
secretariat to the network. If such request is made, paragraph 2 shall apply. 
College Decision 2017-33 on practical arrangements for Eurojust 
support to the organisation of the meetings of the Consultative 
Forum. 
Conclusions of the Council of the European Union on the European 
Judicial Cybercrime Network of 9 June 2016 (Council doc. 10025/16) 
– Eurojust is requested to support the activities of this Network.  

Legal obligations for /requests to Eurojust  
• 

Maintain  privileged  relations  (mutual  obligations 
EJ/EJN).  
Support the activities of the Network. 
Obligation  for  Eurojust  to  contribute  to  the 
improvement of EJN documentary database.  

Provide  a  secretariat  to  other  networks  and 
ensure coordination among them. 
Support the activities of the Networks.  
Support  the  organisation  of  meetings  of  the 
Consultative Forum. 
Support the organisation of meetings of the EJCN. 

• 
• 

• 

• 
• 

• 

• 

Council Decision 2008/852/JHA of 24 October 2008 on a contact-point 
• 
network against corruption 

Support the activities of the Network. 

SPD 2018-2020  - 12.12.2017 

Article 1: [...] The European Commission, Europol and Eurojust shall be fully 
associated with the activities of the Network. 

97 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
• 

Cooperation 
with partners 

Article 2: [...] Within their respective competencies, Europol and Eurojust 
may participate in the activities of the Network. 

• 
Eurojust Decision 

• 
• 

Articles 26 and 26a: Cooperation agreements/memoranda of 
understanding/other cooperation arrangements between Eurojust and 
partners, incl. third States. 
Other (e.g. Letter of Understanding with EUNAVFORMED and EEAS) 
College Decision 2017-24 on practical arrangements for Liaison Prosecutors 
seconded from third States to Eurojust.  

Regulation (EU) 2016/794 of 11 May 2016 on Europol  

Article 21(2): Europol and Eurojust may conclude a working arrangement 
ensuring, in a reciprocal manner and within their respective mandates, 
access to, and the possibility of searching, all information that has been 
provided for the purpose specified in point (a) of Article 18(2).
Article 21 (4): Europol shall allow searches in accordance with paragraphs 
1 and 2 only after obtaining from Eurojust information on which National 
Members, Deputies and Assistants, as well as Eurojust staff members, […].
Article 21(5): If, during Europol's information-processing activities in 
respect of an individual investigation, Europol or a Member State identifies 
the need for coordination, cooperation or support in accordance with the 
mandate of Eurojust […], Europol shall notify them to that effect and shall 
initiate the procedure for sharing the information, in accordance with the 
decision of the Member State providing the information. In such a case, 
Eurojust […] shall consult with Europol.
Article 21(7): Europol, Eurojust and OLAF shall inform each other if, after 
consulting each other's data in accordance with paragraph 2 or as a result of 
a hit in accordance with paragraph 1, there are indications that data may be 
incorrect or may conflict with other data.

2010 Cooperation Agreement Eurojust-Europol 

• 

Joint Annual Report (Article 22) 
Exchange of information (Chapter 3), to be partially superseded by 
implementation of Article 21 Europol Regulation by Europol, and 
Article 40 Draft Eurojust Regulation, see 
Temporary placement of Eurojust representative(s) to Europol (see 
EC3 and ECTC agreements) 

Regulation (EU) 2016/794 of 11 May 2016 on Europol  

infra.

Cooperation 
with Europol – 
Information 
sharing  

Cooperation 
with Europol – 
2010 
Cooperation 
Agreement 

Cooperation 
with Europol – 
JITs 

• 

• 

• 

• 

• 
• 

• 

SPD 2018-2020  - 12.12.2017 

98 
Article 61(4): In respect of the financial support to be given to joint 

• 

• 

• 
• 

• 

• 

• 

Arising obligations for Eurojust as relevant.  

Update/review existing cooperation and working 
agreements, as appropriate. 

information,  operational  and 

Drafting of Joint Annual Report. 
Exchange  of 
strategic. 
Appointment  of  Eurojust  Contact  Point 
to 
Europol’s  Analysis  Projects  (formerly  known  as 
Focal Points) 
Temporary  posting  of  Eurojust  representative  at 
Europol 

Eurojust  and  Europol  will  jointly  establish  rules 
and  conditions  regarding  the  processing  of  JIT 
full 
funding 

applications, 

ensure 

to 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Cooperation 
with the 
European 
Border and 
Coast Guard 
Agency
Frontex
Regulation (EU) 
(
) 
2016/1624 

of 14 
September 2016 
on the European 
Border and 
(Strategic) 
Coast Guard
Cooperation 
with eu-LISA, 

investigation teams' activities, Europol and Eurojust shall jointly establish 
the rules and conditions upon which applications for such support are to be 
processed. 

Obligation for Frontex to cooperate with Eurojust (Articles 8(1)(m) and 
52, Frontex Regulation).

complementarity  of 
schemes; possibility to conclude MoU. 

the  respective 

• 

funding 

Frontex  and  Eurojust  to  replace  MoU  with 
cooperation  agreement  allowing  exchange  of 
operational information including personal data. 

Memorandum of Understanding signed on 19 September 2017 

• 

Eurojust  and  eu-LISA 
obligations stemming from MoU. 

to 

implement 

Regulation (EU) 
No 1077/2011 
of the European 
Parliament and 
of the Council, 
having regard to 
the Treaty on the 
Functioning of 
the European 
IV. Corporate areas    
Union.

Areas 

Title of Document & Relevant Provisions 

Legal obligations for /requests to Eurojust  

Eurojust 
Annual Report 
(activities and 
management)/
opinions  

• 
Eurojust Decision  

SPD 2018-2020  - 12.12.2017 

Article 32(1): The President, on behalf of the College, shall report to the 
Council in writing every year on the activities and management, including 
budgetary management, of Eurojust. To that end, the College shall prepare 
an annual report on the activities of Eurojust and on any criminal policy 

99 

• 

• 

• 

Produce  an  annual  report  on  Eurojust’s  activities 
and on management. 
Report  on 
conclusions on the Eurojust Annual Reports. 
Provide opinions upon request.  

implementation  of  Council 

the 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Consolidated 
Annual Activity 
Report 

Budget 

Implementa-
tion of the 
budget and 
discharge 

Implementa-
tion Article 13 
EJD 

Evaluation of 
Eurojust  

• 

problems within the Union highlighted as a result of Eurojust’s activities […]. 
Article 32(3): The Commission or the Council may seek Eurojust’s opinion 
on all draft instruments prepared under Title VI of the Treaty.  

• 
Eurojust Financial Regulation 

• 

• 

Article 47(1): The authorising officer shall report to the College on the 
performance of his duties in a form of a consolidated annual activity report 
containing [...] The consolidated annual report shall be submitted to the 
College for the assessment.  
(2): No later than 1 July each year the consolidated annual activity report 
together with its assessment shall be sent by the College to the Court of 
Auditors, to the Commission, to the European Parliament and the Council.  
(3): Additional reporting requirements may be provided in the Eurojust 
Decision in duly justified cases, in particular when it is required by the 
nature of the field in which Eurojust operates. 

• 
Eurojust Decision  

• 

Article 35(1): Each year the College, on the basis of a draft drawn up by the 
Administrative  Director,  shall  produce  an  estimate  of  revenue  and 
expenditure for Eurojust for the following financial year […]. 
Article  35(4):  Before  the  beginning  of  the  financial  year,  the  College  of 
Eurojust shall adopt the budget […]. 

• 
Eurojust Decision  

• 

• 

Article 36(1): The Administrative Director shall report to the College on the 
implementation of the budget. 
Article 36(5): The College shall deliver an opinion on Eurojust’s final 
accounts. 
Article 36(6): The Administrative Director shall […] forward the final 
accounts to the European parliament, the Council, the Commission and the 
Court of Auditors, together with the College of Eurojust’s opinion.  

• 
Eurojust Decision  

Article 13(12): By 04 June 2014, the Commission shall establish, on the 
basis of information transmitted by Eurojust, a report  on the 
implementation of [Article 13], accompanied by any proposal it may deem 
appropriate, including with a view to considering an amendment of 
paragraphs 5, 6 and 7 and the Annex. 

• 
Eurojust Decision  

SPD 2018-2020  - 12.12.2017 

Article 41a(1): Before 04 June 2014 and every five years thereafter, the 
College shall commission an independent external evaluation of the 
100 
implementation of [the Eurojust Decision] as well as of the activities carried 

• 

• 

• 

• 

• 

• 

• 

• 

• 

Production  and  assessment  of  the  Consolidated 
Annual Activity Report (CAAR). 
Submission  of  the  CAAR  to  the  relevant  EU 
Institutions. 
Additional  reporting  obligations  as  relevant  and 
as provided for in the EJD. 

Prepare and adopt the budget.   

Produce  a  report  on  the  implementation  of  the 
budget  (AD)  and  deliver  an  opinion  on  Eurojust 
final accounts (the College). 
Forward  the  final  accounts  to  the  relevant  EU 
institutions to obtain a discharge in respect of the 
yearly implementation of the budget.   

Provide information about the state of play of the 
implementation  of  Article  13  in  view  of  the 
Commission’s report.   

Commission  independent  external  evaluations  of 
Eurojust as prescribed.  
Process  the  resulting  evaluation  reports  as 
prescribed.  

   
 
 
 
 
 
 
 
 
 
 
 
 
Audits  

Planning 
Documents 

Access to 
documents 

• 

out by Eurojust.  
Article 41a(3): The evaluation report shall include the evaluation findings 
and recommendations. This report shall be forwarded to the European 
Parliament, the Council and the Commission and shall be made public. 

• 
Eurojust Decision  

• 

Article 38(3): […] Eurojust shall, in the light of the auditor’s reports, take 
the necessary measures in response to these recommendations. 
Article 36(8): The Administrative Director shall send the Court of Auditors 
a reply to its observations […].  

• 
College Decision 2014-1 on Financial Regulation applicable to Eurojust  

Article 32(1): Eurojust shall draw up a programming document containing 
multi-annual and annual programming taking into account guidelines set by 
the Commission.  

• 
Article 15 TFEU 

Any citizen of the Union, and any natural or legal person residing or having 
its registered office in a Member State shall have the right of access to 
documents of the Union’s institutions, bodies, offices and agencies [...] 

• 
Eurojust Decision 

Article 39: The College shall adopt rules regarding public access to 
documents, taking account of the principles and limits of Regulation 
1049/2001. 

• 
College Decision of 13 July 2004 

• 

• 

Security 

1. Any citizen of the Union, and any natural or legal person residing or 
having its registered office in a Member State, has a right of access to 
documents of Eurojust, subject to the principles, conditions and limits 
defined by these rules. 
2. These rules shall apply to all documents held by Eurojust, that is to say, 
documents drawn up or received by it and in its possession, concerning 
matters relating to the policies, activities and decisions falling 
Article 15: Eurojust shall include in its annual report the number of cases in 
which it refused to grant access to documents and the reasons for such 
refusals. 

Take measures in response to (the internal) 
auditor’s recommendations.  
Reply to the Court of Auditor’s observations (on 
the implementation of Eurojust’s budget).  

Draw up multi-annual and annual programming 
documents.  

Receive and process public access to documents 
requests 
Report in Eurojust’s annual report on the number 
of cases in which access was refused and the 
reasons for refusal. 

• 

• 

• 

• 

• 

• 

2013/488/EU: Council Decision of 23 September 2013 on the security 
• 
rules for protecting EU classified information 

Protect the EUCI by applying the applicable 
principles and minimum standards.  

SPD 2018-2020  - 12.12.2017 

Preamble paragraph 7: Union bodies and agencies established under Title 
V, Chapter 2, of the Treaty on European Union (TEU), Europol and Eurojust 
should apply, in the context of their internal organisation, the basic 
101 

 
 
 
 
 
 
 
 
 
Archives 

principles and minimum standards laid down in this Decision for protecting 
EUCI, where so provided in the act establishing them. 

• 

COUNCIL REGULATION (EEC, EURATOM) No 354/83 of 1 February 
1983 concerning the opening to the public of the historical archives of 
the European Economic Community and the European Atomic Energy 
• 
Community 

Article 1 […] agencies […]  shall establish its historical archives and open 
them to the public on the terms provided for by this Regulation after the 
expiry of a period of 30 years starting from the date of the creation of the 
document. 

Article 7 Each institution shall transfer to its historical archives all documents 
contained in their current archives no later than 15 years after their date of 
creation. According to the criteria laid down by each institution pursuant to 
Article 9, there shall be an initial sorting process with the purpose of 
separating documents that are to be preserved from those that have no 
administrative or historical value. 

Transfer documents to historical archive no later 
than 15 years after creation. 

SPD 2018-2020  - 12.12.2017 

102 

 
 
 
Annex II 

Financial Resources 

(The below tables contain preliminary figures based on the Budget Circular 2018

and the Financial Accounts of 2016)  

Table 1 – Expenditures 30 

Eurojust uses differentiated appropriations for grants related to JIT grants. The amounts shown in the Final Budget 
2018 under budget line 3720 (€1,442,000) reflect the commitment appropriations for 2018. The payment 
appropriations for budget line 3720 amount to €1,200,000. Details of the breakdown between commitment 
appropriation and payments appropriation are also highlighted to the Commission through the Budget Circular 2018. 

2017 

2018 

Expenditures 

Commitment 
appropriations 

Payment 
appropriations 

Commitment 
appropriations 

Payment 
appropriations 

Title 1 

Title 2 

Title 3 

18,501,261 

18,501,261 

20,876,805 

21,601,302 

21,601,302 

6,896,178 

8,276,674 

7,776,674 

10,833,754 

38,606,737 

20,876,805 

6,896,178 

10,591,754 

38,364,737 

Total expenditures 

48,379,237 

47,879,237 

The envisaged expenditures for 2019 are based on the Draft Budget 2019 submitted for the 1st College Reading on 14 November 2017 and 

for 2020 on the expectation that Title 1 costs will increase by 3% per year; while Title 2 and Title 3 costs with 2% per year. 
30

SPD 2018-2020  - 12.12.2017 

103 

 
 
 
 
 
 
 
                                                           
EXPENDITURE

Executed Budget 
2016 

Budget 2017

Commitment appropriations

Budget 2018

Agency request

Budget 
forecast

VAR 
2018/2017 
(%)

Envisaged for 
2019

Envisaged for 
2020

Title 1 - Staff expenditure

Salaries & allowances

- Of which establishment plan posts

- Of which external personnel

- Of which suppplementary services

Expenditure relating to Staff recruitment

Mission expenses

Socio-medical infrastructure

Training

External Services

Receptions, events and representation

Social welfare

Other Staff related expenditure

Title 2 - Infrastructure and operating expenditure

Rental of buildings and associated costs
Of which extraordinary (non staff) costs related to Transition Period Interim Premises 
(Eurojust occupant of two buildings, when the ICC moves out)

Information, communication technology and data processing

Movable property and associated costs

Current administrative expenditure

Postage / Telecommunications

Meeting expenses

Running costs in connection with  operational activities

Information and publishing

Studies

Other infrastructure and operating expenditure
[Including cost related to the New Eurojust Premises Project]

Of which ‘Ring fenced’ budget

Title 3 - Operational expenditure

Meetings, seminars, trainings and representation

Operational and experts missions

Public relations and publications

Data and documentation expenditures

Translation case work

EJN projects, meetings and representation expenses

JSB meetings and representation expenses

JITs grants, meetings and representation expenses

Genocide meetings and other expenses

TOTAL

- Of which ‘Ring fenced’ budget of €18.4 million

TOTAL ‘Regular’ Budget

18,980,395

18,501,262

21,800,574

20,876,805

13%

22,612,547

23,290,923

17,632,617
18,383,231
366,907

383,707

17,162,785
17,814,928
50,000

19,796,703
20,825,310
400,000

18,803,703
19,832,310
400,000

602,143

628,607

628,607

53,770

35,227

100,369

184,834

192,673

2,550

60,000

47,500

172,000

160,334

201,500

5,000

60,930

67,500

227,834

205,000

366,500

7,500

60,930

55,000

164,565

355,000

363,500

5,500

27,741
16,125,944

40,000
21,601,302

40,000
8,174,842

40,000
6,897,678

11%

10%

700%

4%

2%

16%

-4%

121%

80%

10%

0%
-68%

20,278,805
21,512,946
408,000

20,887,169
22,158,334
420,240

826,141

850,925

62,151

71,000

170,450

384,000

366,500

5,500

64,016

73,130

175,564

395,520

377,495

5,665

40,000
7,930,919

41,200
8,089,537

1,740,000
3,805,766

549,000
7,195,000

                       -   

6,564,000

                       -   

5,133,636

-29%

6,288,760

6,414,535

1,737,060

1,239,217

1,215,417

1,405,417

174,807

73,900

109,212

69,500

63,700

171,685

115,000

85,000

135,425

-

-100%

13%

62%

0%

112,500

63,700

122,425

-29%

-

-

-

-

All Title 1 and Title 2 expenditures

-

-

-

-

-

-

-

-

-

1,505,200
6,980,000

8,387,127

2,012,161

1,608,232

163,272

2,988,970

84,000

379,446

26,253

1,050,000
43,493,467
74,793
6,980,000

1,183,200
11,130,000

                       -   

60,000

                       -   

60,000

-95%
-100%

8,586,674

9,650,092

10,832,254

26%

2,183,925

1,651,500

165,500

2,359,825

1,651,500

378,500

2,771,750

1,801,237

27%

9%

386,000

133%

2,571,649

3,496,867

3,678,867

130,000

416,000

31,000

130,000

460,000

30,400

133,000

460,000

30,400

1,362,100
48,689,237
75,000
1,830,000

1,058,000
39,625,508
85,000

1,500,000
38,606,737
71,000

                       -   

                       -   

43%

2%

11%

-2%

10%
-21%
-5%
-100%

-18%

36,513,467

46,859,237

39,625,508

38,606,737

-

-

1,361,649

1,388,882

112,950

64,000

103,560

115,209

65,280

105,631

-

-

-

0

-

-

-

-

11,045,717
-

11,266,631
-

2,610,890

1,862,248

293,500

2,663,108

1,899,493

299,370

3,587,679

3,659,433

130,000

460,000

30,400

132,600

469,200

31,008

2,000,000
41,589,183
71,000

2,040,000
42,647,092
72,420

41,589,183
0

42,647,092
0

SPD 2018-2020  - 12.12.2017 

104 

 
 
 
 
Table 2 – Revenue 

Revenues 

2017 

2018 

Revenues estimated by the agency 

Budget Forecast 

EU contribution 

Other revenue 

Total revenues 

48,689,237 

- 

48,689,237 

38,606,737 

- 

38,606,737 

REVENUES

Executed Budget 
2016

Budget 2017

General Revenues

Budget 2018

Agency request Budget forecast

VAR 
2018/2017 
(%)

Envisaged 2019 Envisaged 2020

1  REVENUE FROM FEES AND CHARGES (including balancing reserve from 
previous years surplus)

2  EU CONTRIBUTION

- Of which assigned revenues deriving from previous years ‘surpluses

3  THIRD COUNTRIES CONTRIBUTION (incl. EEA/EFTA and candidate countries)

- Of which EEA/EFTA (excl. Switzerland)

- Of which candidate countries

4  OTHER CONTRIBUTIONS

- Of which additional EU funding stemming from ad hoc grants (FFR Art.7)

- Of which additional EU funding stemming from delegation agreements (FFR Art.8)

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

-

-

-

-
202,243
202,243

2,620
2,620

-

-

43,744,600

-

-

-

-

591,000
43,539,737

597,000
48,689,237

255,269
39,625,508

255,269
38,606,737

-
-

-

-
-
-

-
-

-
-

-

-
-
-

-
-

-
-

-

-
-
-

-
-

-

-21%

-57%

-
-

-

-
-
-

-
-

-

-

-
41,589,183

-
42,647,092

-
-

-

-
-
-

-
-

-
-

-

-
-
-

-
-

-
48,689,237
-

-
39,625,508
-

-
38,606,737
-

-
-21%
-

-
41,589,183
-

-
42,647,092
-

SPD 2018-2020  - 12.12.2017 

105 

 
 
 
 
 
Table 3 – Budget Outturn and cancellation of appropriations 

Calculation Budget Outturn 

Reserve from the previous years' surplus (+) 

Budget outturn 

Revenue actually received (+) 

Payments made (-) 

Carryover of appropriations (-) 

Cancellation of appropriations carried over (+) 

Adjustment for carryover of assigned revenue appropriation from 
previous year (+) 

Exchange rate differences (+/-) 

Adjustment for negative balance from previous year (-) 

TOTAL 

Cancellation of appropriations 
Cancellation of commitment appropriations:  

EUR    46,270 

Cancellation of payment appropriations for the year:   

EUR    46,270 

2014 

2015 

2016 

0 

0 

0 

33,898,594 

33,872,939 

43,744,600 

-30,096,272 

-30,109,211 

-35,030,919 

-4,256,427 

-3,700,127 

-8,679,933 

533,911 

517,146 

525,194 

205,113 

9,701 

16,766 

-5,875 

-846 

-357 

591,077 

597,650 

255,269 

Cancellation of payment appropriations carried over:  

EUR    205,113 from C8; EUR 235 from C5 

Justification 

Budget outturn  

The financial constraints in 2016 are seen in a higher budget execution rate of 99.89% (compared to 2015 99.86%)  

The level of carry-over of appropriations however increased significantly (EUR 8,679,933 in 2016) compared to 2015. 
These are however justified for the following reasons: 

•  A high level of these commitments, EUR 4,867,483 are related to orders of services/ equipment for the new 
premises  which  will  not  be  completed/delivered  or  invoiced  until  Eurojust  takes  receipt  of  the  building 
(delayed from December 2016 to March 2017); 

•  An  amount  of  EUR  559,042  for  JITs  grants  is  carried  forward  in  accordance  with  the  provisions  for 
differentiated  appropriations  (which  Eurojust  uses  for  JITs  Grants  for  the  first  time  in  2016);  the 
corresponding payment appropriations are also carried forward.   

•  With the delay in the delivery of the new premises announced in Q4, appropriations allocated for security and 
facilities  for  the  building  not  required  (postponed  to  2017).  These  funds  were  allocated  to  ICT  projects 
foreseen  inter  alia  in  the  Annual  Work  Programme/ICT  Strategy  which  had  been  de-prioritised  due  to 
budgetary constraints earlier in the year when the building project was on schedule.  

Cancellation of appropriations 

2016 C1: EUR 46,270 

Cancellation of commitment and payment appropriations continue to decrease in absolute and relative terms. 
In 2016 these cancellations totalled EUR € 46,270.10 (€ 2,252.3 lower than in 2015) and represent only 0.11% 
of the total budget. Unused commitment appropriations were mostly a result of de-commitments in missions 
due to revised estimation of mission reimbursements, and some unused amounts in security and other 
expenditures on buildings.  

SPD 2018-2020  - 12.12.2017 

106 

 
 
 
 
 
 
 
 
 
2015 C8: EUR 205,112.65: 

The cancellation of amounts carried forward has decreased significantly from EUR 525,193.86 (2015) to EUR 
205,112.65 (2016) (from 12.37% of total automatic carryovers to 5.57%). 

Cancellations  of  carry  forwards  to  2016  were  due  to  a  low  budget  implementation  of  ICT  projects  and 
consultancy, missions reimbursements, rent costs (part of which are only calculated retroactively by the Host 
State the following year), training reimbursements, and other minor areas.  

The level of cancellations of 2016 and carried forward 2015 payment appropriations were only 0.75%, which 
is significantly less than the Commission’s penalty threshold of 5%. 

SPD 2018-2020  - 12.12.2017 

107 

 
 
Annex III-A  Human Resources (Quantitative) – Staff population and its evolution. Overview of all categories of staff 

Staff Population 

Actually filled as of 
31.12.2015 

Authorised under EU 
budget 2016²  

Actually filled as of 
31.12.2016³  

Authorised under EU 
budget for year 2017² 

Authorised 
budget for year 
2018 

Envisaged 
in 2019 

Envisaged in 
2020 

AD 

AST 

AST/SC 

AD 

AST 

AST/SC 

Officials 

TA 

Total¹ 

CA GF IV 

CA GF III 

CA GF II 
Total CA⁴ 
CA GF I 

0 

0 

0 

71 

129 
200 
0 

7 

7 

8,5 
22,5 
0 

23 

SNE⁵ 
Structural service providers

TOTAL 

⁶

8,26 
253,76 

External staff for occasional 
replacement

⁷

¹Headcounts 

8 

0 

0 

0 

83 

120 
203 
0 

5 

6 

11 
23 
1 

35 

8 
269 

0 

0 

0 

70 

126 
196 
0 

15 

11 

5 
31 
0 

21 

8,09 
256,09 

8 

0 

0 

0 

93 

115 
208 
0 

5 

8,5 

11 
24,5 
0 

21 

8 
261,5 

0 

0 

0 

96 

113 
209 
0 

7 

8 

7,5 
22,5 
0 

21 

4,5 
257 

0 

0 

0 

96 

121 
217 
0 

8 

7 

1 
16 
0 

21 

0 

0 

0 

96 

121 
217 
0 

8 

7 

1 
16 
0 

21 

4,5 
258,5 

4,5 
258,5 

²As authorised for officials and temporary agents (TA) and as estimated for contract agents (CA) and seconded national experts (SNE) 

 3 

³Offer letters sent are counted as posts filled. By 31 December 2016

offer letters have been sent in relation to a vacant post. 

⁴FTE 

⁵FTE 

⁶Service providers are contracted by a private company and carry out specialised outsourced tasks of horizontal/support nature, for instance in the area of information technology.  

 The following general criteria should be fulfilled: 1) no individual contract with Eurojust; 2) on Eurojust premises, usually with a PC and desk;  

SPD 2018-2020  - 12.12.2017 

108 

  
 
 
  
  
  
  
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
3) administratively followed by Eurojust (badge, etc.) and 4) contributing to the value added of Eurojust.  

⁷FTE 

SPD 2018-2020  - 12.12.2017 

109 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annex III-B  Human Resources (Qualitative) 
Annex III. Table 2 - Multi-annual staff policy plan 2018 – 2020 

Category and 
grade 

Establishment plan in 
EU Budget 2016  

Filled as of 
31.12.2016 

Modifications in year 2016 
in application of flexibility 
rule 

Establishment plan in 
voted EU Budget 2017 

Modifications in year 2017 
in application of flexibility 
rule 

Establishment plan in 
voted EU Budget 2018 

Establishment 
plan 2019 

Establishment 
plan 2020 

AD 16 
AD 15 
AD 14 
AD 13 
AD 12 
AD 11 
AD 10 
AD 9 
AD 8 
AD 7 
AD 6 
Total AD 
AD 5 

AST 11 
AST 10 
AST 9 
AST 8 
AST 7 
AST 6 
AST 5 
AST 4 
AST 3 
AST 2 
Total AST 
AST 1 

AST/SC 1 
AST/SC 2 
AST/SC 3 
AST/SC 4 
AST/SC 5 
Total AST/SC 
AST/SC 6 
TOTAL 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

9 
8 
22 
27 
12 
83 
3 

1 

2 
19 
62 
25 
11 
120 

203 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

0 
1 

6 
8 
18 
9 
25 
70 
3 

1 

1 
9 
42 
38 
33 
126 
2 

196 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

SPD 2018-2020  - 12.12.2017 

110 

TA 

0 

0 

0 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

9 
10 
26 
30 
12 
93 
4 

1 

3 
24 
54 
22 
11 
115 

208 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

3 
6 
10 
26 
30 
12 
93 
4 

1 

3 
24 
54 
22 
11 
115 

208 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

3 
8 
13 
30 
32 
5 
96 
3 

1 

4 
34 
51 
17 
6 
113 

209 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

5 
12 
22 
21 
31 
3 
96 

1 

1 
5 
52 
51 
11 

121 

217 

Officials 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 

TA 

1 
1 

5 
12 
22 
21 
31 
3 
96 

1 

1 
5 
52 
51 
11 

121 

217 

  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
 
 
Annex IV 

Annex IV-A   Recruitment Policy 

The  engagement  and  use  of  Temporary  and  Contract  Agents,  and  procedures  for  their 
recruitment  and  selection,  are  laid  down  in  the  respective  implementing  rules  and  policies 
adopted  by  Eurojust.  The  aim  of  selection  procedures  is  to  recruit  staff  that  best  fit  the  job 
profile in a timely and transparent manner.  

In  2017,  Eurojust  will  adopt  a  new  recruitment  policy  taking  into  account  the  new 
implementing rules on engagement and use of temporary agents 2f, contract agents and middle 
management. 
Temporary agents 

Entry grades 

Temporary agents, who will take up long-term positions, will, as a rule, be recruited at the levels 
indicated below, in order to permit a long term career perspective: 

• AST/SC 1 to AST/SC 2 for function group AST/SC; 
AST1 to AST4 for function group AST;  
• AD5 to AD8 for the function group AD.  

Temporary Agents for managerial positions at the level of Head of Unit are normally recruited at 
the level of AD9. Any engagement at a level above AD9 must be justified. 

In  all  cases,  and  before  publishing  any  posts,  all  options  are  carefully  evaluated  in  order  to 
match  function  grade  and  responsibilities  appropriately.  An  internal  publication  is  launched 
prior to any external publication.  

The diagram below shows the type of key functions and the respective entry grades: 

AST 

AD 

16 

15 

14 

13 

12 

11 

10 

9 

8 

7 

6 

5 

Administrative Director 
Head of Operational Support 

Head of Unit 

Administrator 

  11 

  10 

Senior Assistant 

9 

8 

7 

6 

5 

4 

3 

2 

1 

Assistants 

SPD 2018-2020  - 12.12.2017 

111 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
- 
- 
- 
- 

- 
- 
- 
- 

Temporary Agents on long term employment 

Temporary  Agents  on  long  term  employment  (Art.  2(f)  CEOS)  may  be  offered  a  fixed-term 
contract of up to 5 years. The criteria for identification of long-term posts are the following: 

- 

- 

Posts covering tasks of a permanent nature as resulting from the mandate and business 
plan of the Agency; 
Posts ensuring continuous expertise in a specific field. 

The first renewal may be for up to 5 years. Any subsequent renewal is for indefinite period. The 
general considerations that are taken into account for contract renewal include: 

confirmation of Eurojust’ future human resources allocation by the Budgetary Authority; 
the requirement for the specific post; 
an examination of the specific competences of the jobholder, and 
a review of the performance of the staff member. 

Temporary Agents on short term employment 

The  Administrative  Director  is  employed  on  a  short-term  contract  with  a  fixed  period  not 
exceeding  five  years  with  a  possibility  of  one  renewal  for  another  fixed  period  not  exceeding 
five years.  

The post of European Judicial Network Secretary is a short-term contract with a fixed period of 
four  years.  The  contract  may  be  renewed  only  once  for  an  additional  four  years  with  no 
possibility of becoming indefinite. 
Contract agents 

Contract Agents are employed for short/medium term needs. The criteria used to identify the 
need to recruit/maintain such category of staff are the following: 

Reinforcement of existing capacities in support functions when necessary; 
To work on specific, time-limited projects; 
To fill gaps during long-term absences of Temporary Agents; 
Exceptionally,  to  reinforce  capacities  in  areas  of  work  where  a  specific  competence 
profile is needed for a limited time period. 

Contract Agents may be offered a fixed-term contract of up to 5 years. Their contracts may be 
renewed for a second fixed-term period, not exceeding five years. Any subsequent renewal for 
an  indefinite  duration  is  exceptional. The  diagram  below  shows  the  type  of  key  functions  and 
the respective entry grades: 

CA 

FG IV 

FG III 

FG II 

Administrative, advisory, specialist and equivalent technical tasks 
Executive  tasks,  drafting,  accountancy  and  other  equivalent 
technical tasks 
Clerical  or  secretarial  tasks,  office  management  and  other 
equivalent tasks 

SPD 2018-2020  - 12.12.2017 

112 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Seconded national experts31 

FG I 

Manual and administrative support-service tasks 

The use of Seconded National Experts (SNEs) at Eurojust is regulated by College Decision 2013-
6 (08/10/2013) on the implementing arrangements for the secondment to Eurojust of national 
experts.  SNEs  are  used  for  highly  specialised  positions  at  National  Desks  and  in  operational 
support areas. 

SNEs working at the National Desks are selected and nominated by the home authorities. Their 
nomination is authorised by Eurojust who facilitated their arrival/departure.   

SNEs working in the Administration are selected through a Selection Procedure similar to the 
one for TA and CA posts.  Their contract length varies according to the needs of each position. 
Structural service providers32 

A number of structural service providers are recruited in the Information Management Unit and 
the  Corporate  Services  Unit  to  provide  specific  expertise  in  the  development  of  key  projects 
such as the New Premises Project.  

An  increase  in  the  use  of  external  service  providers  will  be  required  for  the  new  premises 
project throughout 2017-2018. In 2018 the use of external service providers should return to 
the  normal  levels.  Framework  contracts  are  being  established  with  selected  providers  for  a 
maximum period of 4 years. 

Information Management Unit has recently outsourced the software development for Eurojust 
in  view  of  post  reductions.    Thus  structural  service  providers  will  continue  to  be  on  site  for 
testing and commissioning in accordance with business needs.   
Interim staff 

Interims  may  provide  administrative  support  at 

Eurojust continues to limit its dependency on interim staff and uses them in exceptional cases 
only. 
the  National  Desks  where 
absences/vacancies  have  to  be  temporarily  filled  with  specific  language  requirements.  The 
contract length varies according to the needs of each position but the maximum contract length 
is one year. 

Eurojust  has  a  2  year  framework  contract  (2017-2019)  with  local  Interim  Agencies,  with  an 
automatic renewal of 2 years. 

31

32

 NB: SNEs are not employed by the agency. 
 NB: structural service providers are not employed by the agency. 

SPD 2018-2020  - 12.12.2017 

113 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                           
Annex IV-B   Appraisal of Performance and Reclassification/Promotion 
Table 1 - Reclassification of temporary staff / promotion of officials 

Category and grade 

Staff in activity at 
01.01.2015 

How many staff 
members were 
promoted / 
reclassified in 
2016 

Average number of 
years in grade of 
reclassified/promoted 
staff members 

officials 

TA 

officials 

TA 

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/SC 1 
AST/SC 2 
AST/SC 3 
AST/SC 4 
AST/SC 5 
AST/SC 6 
Total AST/SC 
Total 

1 
1 

4 
7 
15 
11 
26 
8 
73 

1 

2 
21 
56 
45 
3 
128 

4 years and 7.5 months 
4 years and 5 months 
4 years and 5 months 
4 years 

5 
4 
4 
2 
15 

0 

8 
4 
2 

3 years and 11 months 
4 years and 10 months 
4 years and 4 months 

0 

14 

0 
201 

0 
0 

0 
29 

0 

0 

0 
0 

SPD 2018-2020  - 12.12.2017 

114 

 
 
 
 
 
 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
 
 
 
 
 
 
 
 
Table 2 - Reclassification of contract 
staff 

Function 
Group 

Grade 

Staff in 
activity at 
01.01.2015 

How many staff 
members were 
promoted / 
reclassified in 
2016 

Average number of 
years in grade of 
reclassified/promoted 
staff members 

CA IV 

CA III 

CA II 

CA I 

Total 

18 
17 
16 
15 
14 
13 
12 
11 
10 
9 
8 
7 
6 
5 
4 
3 
2 
1 

Reclassification 

0 

0 

No CA staff were 
reclassified in 
2016 

N/A 

The  2016  reclassification  exercise  was  completed  successfully  in  November  2016.  The 
reclassification  in  the  grades  AST2  and  AST3  is  slower  compared  to  the  rates  for  career 
multiplication presented in Annex 1B of the Staff Regulations. This is due to the fact that eligible 
staff  members  that  reached  the  threshold  for  reclassification  had  not  successfully  met  their 
third  language  requirement  by  the  time  of  the  reclassification  exercise.  HR  Development  is 
actively  supporting  those  staff  members  so  that  they  can  be  considered  eligible  for  the  2017 
reclassification exercise. 

As  of  2017,  Eurojust  will  apply  the  new  implementing  rule  on  reclassification  for  Temporary 
Agents and will also apply for the first time reclassification for Contract Agents.   

Performance

Appraisal 

Eurojust appraises all staff annually. The annual performance appraisal exercise is conducted at 
the beginning of each year and the reference period runs from 01 January to 31 December of the 
year before. All staff members who were in active service for a continuous period of at least one 
115 
SPD 2018-2020  - 12.12.2017 

 
 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
 
 
 
month during the reference period are appraised. Probationary staff are assessed in accordance 
with Articles 14 or 84 of CEOS. 

The appraisal system aims to evaluate the staff member’s efficiency, competencies and conduct 
in  the  service.  In  this  2016  appraisal  exercise,  the  new  Eurojust  Competency  framework  was 
used in the assessment. The Eurojust Competency framework was recognised by both managers 
and staff, as a useful indicator for the conduct and competencies expected in their function. In 
addition it also helped managers steer staff performance in the desired direction. 

th

 annual performance appraisal exercise took place in 2016 and 99% completed appraisal 

The 8
reports were received by 31 December 2016.  

The new implementing rule on appraisal was adopted by the Management Board in 2016. From 
2017 the new appraisal system will apply. 
Reclassification 

A  reclassification  exercise  is  organized  every  year  after  the  yearly  performance  appraisal 
exercise  is  completed.  In  2016,  the  reclassification  exercise  was  conducted  with  success  and 
within the agreed timeframe set by Eurojust.  

In  2016,  Eurojust  adopted  the  new  decision  on  general  implementing  provisions  regarding 
Article 54 and Article 87 (3) of the CEOS of the CEOS. The new rules enter into force from 2017 
and will be applicable to both temporary agents and contract agents.  

SPD 2018-2020  - 12.12.2017 

116 

 
 
 
Annex IV-C   Mobility Policy 

Eurojust’s Internal Mobility Policy has been adopted by Decision of the Administrative Director 
in October 2016. Mobility is open to all temporary or contract agents falling within the range of 
grades specified in the call. In the interests of efficiency, the procedure is simplified and includes 
a  call  for  the  expression  of  interest,  an  electronic  application  form  and  an  interview  with  the 
hiring manager and a representative of the Human Resources Unit. 

The contractual conditions of the successful candidate (grade, contract end date etc.) remain the 
same. Candidates must  have  been in  their current  post  for at  least  two  years  and  the internal 
mobility is implemented by a transfer in the interest of the service (Article 7(1) SR).  

An  internal  mobility  procedure  is  launched  for  all  vacant  Eurojust  posts  prior  to  external 
publication. 

Posts filled in 2016 
Staff are recruited from: 

TA's 

Total  Public Sector  Agencies 

Institutions  Private 

4 

2 

Total 

13 

Public 
Sector 

2 

1 

CA's 

0 

1 

Agencies 

Institutions  Private 

3 

1 

7 

Total TA + CA 

Total  Public Sector  Agencies 

Institutions  Private 

17 

4 

4 

1 

8 

100% 

23.53% 

23.53% 

5.88% 

47.06% 

SPD 2018-2020  - 12.12.2017 

117 

 
 
 
 
 
 
Annex IV-D   Gender and Geographical Balance 

The  gender  balance  at  Eurojust  is  characterised  by  a  high  percentage  of  females  in  AST 
functions as per the graph below: 
93 

100

90

80

70

60

50

40

30

20

10

0

40 

30 

33 

Male

Female

21 

10 

10 

11 

TA AD

TA AST

CA

SNE

This  discrepancy  is  explained  by  the structure  and  job  profiles  of  each  unit.  Units  with  a  high 
number of administrative assistants (e.g. National Desks) are predominantly staffed by women 
while in units with more technical roles (e.g. Corporate Services) the majority of employees are 
men. This is also reflected in the applications that Eurojust receives for published vacant posts. 
For administrative/secretarial posts the applications are predominately from females while for 
technical posts the candidates are mainly male. Eurojust strives to reduce this gender imbalance 
by encouraging, through the vacancy notice, male candidates to apply to Eurojust vacancies. The 
Recruitment sector will be advising the selection panels to give preference to male candidates to 
be  invited  for  interviews  should  they  score  equally  to  female  candidates.  Eurojust  will  be 
publishing  its  vacancies  through  multiple  channels  such  as  online  job  portals.  The  increased 
visibility  of  Eurojust  vacancies  will  hopefully  lead  to  attracting  more  male  candidates  for 
assistant positions. The staff gender distribution in Eurojust in 2016 is shown below by unit and 
for the organisation as a whole. 

Male/Female Ratio 

Male

Female

33% 

67% 

SPD 2018-2020  - 12.12.2017 

118 

  
 
 
 
50
45
40
35
30
25
20
15
10
5
0

18 

18,5 

3 

3,5 

5 

5 

6 

1 

26 

14 

9 

7 

3 

1 

13 

2 

20 

9 

14,5 

5 

6 

6 

1 

7 

1 

Male

Female

43,5 

The  geographical  breakdown  of  Eurojust  staff  by  function  can  be  seen  below.  Eurojust  does  not  use  nationality  quotas  when  filling  vacant  posts. 
Since the agency is based in the Netherlands, Dutch employees are the most represented followed by Romanian, Italian and Spanish. Eurojust does 
not currently employ staff with Cypriot nationality. 

Eurojust Staff Nationality 

25

20

15

10

5

0

AT

BE

BG

CZ

DE

DK

EE

EL

ES

FI

FR

HR HU

IE

IT

LT

LV MT NL

PL

PT

RO SE

SI

SK

UK

AD

AST

CA

SNE

SPD 2018-2020  - 12.12.2017 

119 

 
 
 
 
Annex IV-E  

Schooling 

The  establishment  of  the  European  School  of  The  Hague  was  agreed  in  2011  and  the  school 
opened its doors to children in Nursery years 1 and 2 and Primary years 1 and 2 in school year 
2012/2013.  The  setting-up  of  this  school  is  gradual  and  the  school  sections  are  being  offered 
according to the following timeline: 

September 2012 

Nursery (N1, N2) 

Primary (P1, P2) 

September 2013 

Primary  (P3,  P4, 
P5) 

September 2014 

secondary  (S1,  S2, 
S3) 

September 2015 

secondary (S4) 

September 2016 

secondary (S5) 

September 2017 

secondary (S6) 

September 2018 

secondary (S7) 

The school is based in the International Zone within The Hague. 

The School is an accredited European School which, although not forming part of the network of 
European Schools organised by the intergovernmental organisation ‘The European Schools’, still 
offers  a  European  education  that  meets  all  the  pedagogical  requirements  laid  down  for 
European Schools. It is set within the framework of the Dutch national school network and thus 
remains  outside  the  legal,  administrative  and  financial  framework  to  which  the  European 
Schools are compulsorily subject.  

When  the  school  opened  it  started  with  three  language  sections:  English,  Dutch  and  Spanish. 
Since  then  there  have  been  developments  in  the  offerings  of  language  sections.  In  September 
2014 the school opened a German and a French Nursery class as well as a French Primary 1 & 2 
class.  The  new  sections  are  envisaged  to  grow  every  year.  A  Spanish  language  section  is  not 
foreseen in the secondary school programme and secondary classes were opened in the English, 
Dutch and French section. The children currently in the primary classes of the Spanish section 
will integrate into these language sections.  

For the school year 2016-2017, 76 children of Eurojust Staff have been registered in the school. 
In addition, 17 children of SNE’s and National Members have enrolled. 

SPD 2018-2020  - 12.12.2017 

120 

 
 
The  Mandate  and  Service  agreement  between  the  Commission  and  the  European  School  was 
signed by Europol on 28 May 2014. The Contribution Agreement between the European School 
The Hague and the Commission was signed by the European School the Hague on 17 July 2014. 
Eurojust’s estimates on the number of children of Eurojust staff that will attend the school are 
based on the actual circumstances of the staff.  This estimate is further based on the gradually 
widening  provision  for  the  European  School  the  Hague  and  a  conservative  extrapolation  of 
actual  situation  of  staff  in  the  current  2015/16  school  year,  rather  than  an  assumption  all 
children will attend.  This projection includes reductions for 
 children residing outside 
of  the  Hague  and  Dutch nationals  unlikely  to use the  European  School,  known  withdrawals  of 
children  from  the  European  School,  children  benefitting  from  school  allowances  of  the 
organisations of the other parent and children for which there is currently no language stream 
at  the  European  School.  The  final  figure  obtained  is  inflated  by  1.5%  in  order  to  take  into 
consideration  children  of  future  employees  enrolling  in  the  school.  Based  on  the  estimated 
number  of  children,  Eurojust  is  making  the  necessary  budgetary  provisions  for  the 
reimbursement of the fees to the Commission as per the process explained in the MSA. 

inter alia

For the years 2018/2020 the forecasted number of children and related budget estimates are as 
follows: 

SCHOOL YEAR 

2018/2019 
2019/2020 
2020/2021 

ESTIMATED NUMBER OF 
PUPILS 
89 
107 
113 

TOTAL BUDGET 

€ 628,607 
€ 826,141  
€ 866,277  

The European School adds to the education facilities currently provided in The Hague. Children 
of  Eurojust staff currently  attend  the  International  School,  the  British  School  Netherlands,  the 
French  Lyceum,  the  German  International  School  or  the  American  School.  Alternatively  they 
may  attend  Dutch  schools,  based  on  parental  choice.  However,  since  the  setting-up  of  the 
Accredited  European  School  of  The  Hague  and  therefore  the  reduction  of  the  education 
allowance, most of the international schooling possibilities became out of reach for the majority 
of the Eurojust staff. 

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121 

 
 
 
 
 
Annex V 

Building Policy 

Information to be provided per 
building: 

Surface area (in square metres) 
Of which office space 
Of which non-office space 
Annual rent (in EUR) 

Name, location and type of building 

New Premises, 
Johan de Witlaan 9 
 2517 JR The Hague 
The Netherlands 
18,548 m2 
11,097 m2 
  7,451 m2 
2,740,000 2,668,262 EUR (amount lease agreement + 
annual indexation as stated in Article 5 of the lease 
agreement) 

Type and duration of rental contract  20 years, as of date of delivery 

Host country grant or support 

Present value of the building 

Other comment 

n.a. 

n.a. 

-Annex  VI  Service  Level  Agreement  (part  of  lease 
agreement):  In  addition  to  the  rent,  the  estimated  annual 
cost for building maintenance is 624,910 EUR 

-Annex VI-I Supply of utilities (part of lease agreement):  
In addition to the rent, projected annual cost for gas, water 
and electricity EUR 480,775 

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122 

 
 
 
 
  
 
 
 
Annex VI  Privileges and Immunities 

Agency privileges 

Privileges granted to staff 

the  Netherlands, 

The privileges and immunities of the agency are 
based  on  the  Seat  Agreement  between  Eurojust 
and 
the  Agreement  on 
Privileges and Immunities between Eurojust and 
the Netherlands and on Protocol No7 annexed to 
the EU Treaty. 

Within the scope of its official activities, Eurojust 
is  exempt  from:  import  taxes  and  duties,  motor 
vehicle tax, tax on passenger motor vehicles and 
motorcycles, value added tax paid on  goods and 
services  supplied  on  a  recurring  basis  or 
considerable  expenditure,  excise 
involving 
duties 
the  price  of  alcoholic 
beverages  and  hydrocarbons  such  as  fuel  oils 
and  motor  fuels,  real  property  transfer  tax, 
insurance  tax,  energy  tax,  tax  on  water  mains, 
and  any  other  taxes  or  duties  of  a  substantially 
similar  character  as  the  taxes  provided  for 
above.  

included 

in 

Protocol of privileges and immunities /diplomatic status 

Education / day care 

Eurojust staff receives an education allowance 
regarding  the  school  fees  staff  has  to  pay  for 
the  education  of  its  children.  Day-care  or 
financial  assistance  for  day-care  costs  is  not 
provided  as  this  is  private  matter  of  staff 
members. 

As  courtesy  of  the  Host  State,  Eurojust  post 
holders may request the Dutch subsidy for the 
reimbursement  of  a  percentage  of  day-care 
and  after-school  care  costs  of  accredited 
centres. 

Eurojust  reimburses  in  full  the  tuition  fees  of 
staff  whose  children  are  studying  at  the 
European school in The Hague. 

The  privileges  and  immunities  of  Eurojust  post-holders  are 
based  on  the  Seat  Agreement  between  Eurojust  and  the 
Netherlands,  the  Agreement  on  Privileges  and  Immunities 
between  Eurojust  and  the  Netherlands  and  on  Protocol  No7 
annexed to the EU Treaty. Two different regimes apply:  

National  Members,  Deputies  and  Assistants  as  well  as  the 
Administrative  Director  and  Heads  of  Units/Services  and  their 
family members are granted ‘AO’ status by the host state. This 
status  provides  for  certain  VAT  exemptions,  exemption  from 
excise duties for alcoholic beverages, tobacco products and fuel.  

‘AO’  status  also  provides  for  exemption  from  tax  on  cars  and 
motorcycles  (BPM)  as  well as  the  road  tax  (MRB)  for  two  cars 
registered on the post-holder’s name at the same time.  

Other staff members, which are granted ‘BO’ status by the host 
state, are entitled to exemption from BPM and MRB for one car 
registered  on  their  name  during  the  first  ten  years  from  the 
date of taking up employment. 

‘BO’  status  also  grants  an  exemption  from  excise  duties  for 
motor vehicle fuel for the first 10 years of taken up employment 
at Eurojust.  

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123 

 
 
 
Agency privileges 

Privileges granted to staff 

Protocol of privileges and immunities /diplomatic status 

Education / day care 

Eurojust post-holders are exempted from VAT for the purchase 
of cars.  

For staff members with ‘BO’ status, this exemption applies only 
for one car at the same time during the first ten years of taking 
up employment. 

Eurojust  post-holders  enjoy  an  exemption  from  import  duties 
for durable goods.  

For staff members with ‘BO’ status, this exemption only applies 
at the time of their first installation which has been defined as 
the first year after taking up employment. 

Additional  exemptions  include,  inter  alia,  duties  in  relation  to 
water  authority  charges,  municipal  tax  on  second  homes,  dog 
licences and tax for installations on public land or water.   

The Host State authorities exercise, as far as it is 
within  their  competence,  and  to  the  extent 
requested  by  the  Administrative  Director  on 
behalf  of  the  College,  the  respective  powers  to 
ensure that the Headquarters is supplied, on fair 
conditions  and  on  equitable  terms,  with  the 
including,  among  others, 
necessary  services 
electricity, water, sewerage, gas, post, telephone, 
telegraph, 
drainage, 
collection  of  refuse,  fire  protection  and  snow 
removal from public streets.  

transportation, 

local 

The  Dutch  Government  shall  permit  Eurojust  to 
communicate  freely  and  without  a  need  for 
special  permission,  for  all  official  purposes,  and 
shall  protect  the  right  of  Eurojust  to  do  so. 
Eurojust and its National Members shall have the 
right  to  use  codes  and  to  dispatch  and  receive 
official  correspondence  and  other  official 
communications  by  courier  or  in  sealed  bags 
which  shall  have  the  same  privileges  and 
immunities as diplomatic couriers and bags.  

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Annex VII  Evaluations 

Article  41a  of  the  Council  Decision  2009/426/JHA  on  the  strengthening  of  Eurojust  required  that  the  College  of  Eurojust  shall  commission  an 
independent external evaluation of the implementation of the 2008 Eurojust Council Decision and the activities carried out by Eurojust every five 
years. In line with Article 41a, Eurojust appointed the consulting firm EY (formerly Ernst & Young) to conduct the independent external evaluation in 
July 2014. 

The evaluation ran from September 2014 to June 2015 and was conducted in three sequential phases. The final phase of the evaluation was focused 
on  processing  and  analysing  the  data  collected  and  formulating  conclusions  and  recommendations,  which  resulted  in  the  EY  Final  Report  on  the 
Evaluation of the Eurojust Council Decision and the activities carried out by Eurojust, issued on 30 June 2015.  

For the implementation of this Recommendations provided in this Report, the College of Eurojust approved the internal Action Plan at the end of 
2015, which includes Actions to be put in place across the organisation during 2016 and 2017 for the evaluation of Eurojust under Article 41a of the 
Eurojust Council Decision.  

In 2015, Eurojust set up an Action Plan for the implementation of the recommendations addressed to Eurojust in the context of the 6th round of 
mutual evaluation. Progress is monitored on a regular basis. In 2016, Eurojust continued to work on the implementation of activities and projects 
marked  as  high-level  priorities  and  significant  results  were  achieved  in  response  to  key  recommendations.  Remaining  high-level  priorities  are 
currently ongoing or in the process of being completed.  

During 2017, both Action plans have been updated and include forecast of the activities that would continue ongoing over 2018. 

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125 

 
 
 
 
Annex VIII  Risks  

No.  Risk Title and 

Description 

Risk 
Type 

Residual Risk 
Level 

Risk Response 

Action Plan Summary 

(Avoid/Transfer/Reduce/Accept)

Retention of staff 

(1 lowest - 5 highest)

Internal 

3 

Reduce 

JITs funding

Case load 

External 

External 

3 

3 

Reduce 

Reduce 

1 

2 

3 

• 

• 

• 

• 

• 

SPD 2018-2020  - 12.12.2017 

126 

Endeavour 
organisation 
establishment plan; 

that  Eurojust 
despite 

remains  a  career 
the 

reductions 

in 

Ensure  that  annual  reclassification  exercises  are 
used to the appropriate extent.  

Ensure  that  Eurojust  is  an  ethical  harassment-free 
workplace. 

Further 
forecasting of the JITs’ demand for future funding. 

the  methodology  used 

improve 

for 

Mitigate  through  intensified  priority  planning  by 
the College the resource constraints resulting from 
an  increase  of  the  number  of  cases  referred  to 
Eurojust  by  the  competent  authorities  of  the 
Member  States  due  to  new  criminal  phenomena 
such  as  e.g. 
immigrant 
smuggling  or  the  increased  need  to  reinforce  the 
responses in counter terrorism 

cybercrime, 

illegal 

 
 
 
 
 
 
 
 
 
Annex IX   Procurement Plan for 2018 

In 2018, Eurojust estimates that the global budgetary envelope
expenditure.  Within the global budgetary envelope reserved for procurement, Eurojust purchases its goods and services via procurement channels 
as appropriate, mostly via framework contracts.  As of December 2017, Eurojust has 153 active contracts. 

 reserved for procurement will be approximately 40-45% of Eurojust’s overall 

33

Indicative list of the major procurement initiatives in terms type of contracts 
and subject in generic terms 

Indicative estimated value of 
the contract (for the whole 
contract duration)

34

Indicative time for launching 
the procurement 
procedures

35

Specific contracts under Eurojust’s active framework contracts and contracts 
resulting from low value procurement procedures. These contracts are 
meant to cover the ongoing administrative and operational needs 

As necessary and within to the 
allocated funds 

Contracts spread over 2018 

Promotional Materials 

Evaluation of Eurojust 

Print and electronic subscriptions 

Global Reference Solutions Database 

0.5M 

0.2M 

0.3M 

0.2M 

Q2 / Q3 2018 

Q4 2018 / Q1 2019 

Q4 2018 / Q1 2019 

Q1 / Q2 2018 

Framework contracts resulting from inter-institutional calls for tenders or 
from joint procurement procedures with a Member State or an international 
organisation 

As applicable and according to 
the estimated needs for the 
(framework) contract duration 

Depends on the leading 
contracting authority 

33

 Cumulated changes

to the allocations to the specific actions not exceeding 20% of the maximum contribution authorised by this Decision are not considered to be substantial 

provided that they do not significantly affect the nature and objective of the Annual Work Programme. This may include the increase of the maximum contribution authorised by this 
Decision up to 20%. 
34

 The amounts presented reflect the estimated value of the contract over the envisaged maximum contract duration (for example the total value of the framework contract for 4 

years). The estimated values might change until the launch of the procedure as the needs will be more accurately defined. 
35

 The term “indicative time for launch” refers to the placement of specific contract (in case of specific contracts under the active framework contracts), dispatch of the invitation to 

tender/ contract notice (in case of new direct / framework contracts).
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127 

 
 
 
 
 
 
 
                                                           
Annex X 

Organisation Chart (valid until 31.12.2016)

SPD 2018-2020  - 12.12.2017 

128 

 
SPD 2018-2020  - 12.12.2017 

129 

 
 
SPD 2018-2020  - 12.12.2017 

130 

 
 
 
 
Annex XI  New organisational structure 2017 (valid as of 01.01.2017) 

SPD 2018-2020  - 12.12.2017 

131 

 
 
Annex XII  New organisational structure 2018 (from Q2 2018 onwards) 

SPD 2018-2020  - 12.12.2017 

132 

 
 
 
Annex XIII  Eurojust Grants 

Grants pertaining to financial assistance to joint investigation teams 

a.  Legal Context and General Objectives 

Providing  technical  and  financial  support  to  JITs  is  part  of  Eurojust’s  mission  to  stimulate 
and  improve  the  coordination  of  investigations  and  prosecutions  in  cross-border  criminal 
cases, as defined in Article 3 of Council Decision 2002/187/JHA of 28 February 2002 as last 
amended  by  Council  Decision  2009/426/JHA  of  16  December  2009  (the  ‘Decision  on 
Eurojust’). The relevant budget line for this activity is BL 3720. 

According  to  Article  13(5)  of  the  Decision  on  Eurojust,  Eurojust  National  Members  are 
informed  of  the  establishment  of  a  JIT  and  the  results  of  the  work  of  such  teams  and, 
according  to  Article  9f,  they  shall  be  entitled  to  participate  in  JITs  concerning  their  own 
Member  State  and  should  be  invited  to  do  so  each  time  the  JIT  benefits  from  EU  funding 
(Article 9f). 

JITs are a heavily promoted and efficient judicial cooperation tool. These grants enhance the 
use  of  JITs  by  ensuring  that  financial  and  other  organisational  constraints  linked  to  the 
cross-border  nature  of  a  case  do  not  hinder  the  establishment  and  operational  needs  of  a 
JIT. A further benefit comes from the ability of Eurojust, through its involvement in JITs and 
funding applications, to gain valuable information on the operation, needs and effectiveness 
of JITs as a whole. This information enables Eurojust to act as a central point of reference 
and  to  actively  disseminate  valuable  feedback  to  national  authorities  and  other 
stakeholders. 
b.  Action Grants 

The  grants  provided  under  this  heading  co-finance  cross-border  investigative  activities  of 
JITs. 

An overview of the exclusion, eligibility, selection and award criteria is provided below and 
will be further detailed in the calls for proposals. Eurojust reserves the right to modify, add 
or remove the below criteria if it considers such action necessary. 

Type of action 

Financial 
provisions 

Timetable 

Main selection 
criteria 

• 
Grant award for an action. 

• 
• 
• 

Eurojust  will  financially  support  JITs  with  a  projected  total  amount  of 
EUR 1 442 000 
A ceiling of EUR 50 000 has been set for each application 
No pre-financing payments will be available 
Eurojust  will  reimburse  95%  of  the  total  eligible  costs  under  this 
procedure 

Eight calls are currently foreseen for 2018 (one every 1,5 months). 

In accordance with Article 132(1) of the General Financial Regulation and 
Article 202 of the Rules of Application, proposals for action grants that meet 
the eligibility criteria will be further evaluated on the basis of the following 
• 
selection criteria: 

SPD 2018-2020  - 12.12.2017 

The applicant's operational and professional competency and capacity to 
implement JIT activities 
133 

 
 
 
 
Formal 
requirements 

All applications received within the relevant application deadline will initially 
• 
be assessed by Eurojust according to the following formal requirements: 
• 

completed application submitted via the appropriate medium; 
copy of the signed JIT agreement (edited to exclude any identifying data), 
including possible extensions (unless a copy of the signed JIT agreement 
and an extension covering the action period of this call for proposals have 
already been provided in a previous application); 
completed Financial Identification Form of a public institution of a State 
involved in the JIT (unless the application identifies at least one bank 
account of a public institution of a State involved in the JIT that is already 
known and acknowledged by Eurojust); 
deadline for receipt of the application has been respected; 
action for which the funding is sought is to be executed during the 
corresponding timeframe; 
only one application for the same JIT to be submitted within one 
application deadline; and 
a JIT that received funding within the framework of a call for proposals 
cannot apply for funding in the call for proposals that immediately follows 
(unless the application relates to exceptional urgent actions that
overlap with the already awarded actions and could not have been 
anticipated in the framework of the previous application).  

do not 

• 

• 
• 

• 

• 

Award criteria 

Eligible  applications  will  be  evaluated  and  ranked,  taking  into  account  the 
following award criteria: 

(1)  investigation  of  a  terrorist  offence  and/or  of  a  crime  identified  as  a 
priority in the Council conclusions on setting the EU’s priorities for the fight 
against organised and serious international crime between 2018 and 2021; 
(2) number of States involved; 
(3)  number  of  previous  successful  applications  submitted  to  Eurojust  by  the 
JIT; 
(4) execution rate of previous grants awarded by Eurojust, if applicable; 
(5) complexity of the JIT; and 
(6) purpose of the actions and justification of estimates. 

Actions to be 
supported 

A  maximum  of  10  points  can  be  awarded  for  each  criterion.  Proposals 
attaining an individual score of 2 points or less for criteria 5 and 6 will not be 
considered for the award of a grant.  
Through these grants, Eurojust provides support to the following actions: 

• 

• 

• 

meetings of the JIT, participation in investigative measures carried 
out in the territory of another State, 
interpretation during activities of the JIT, including during 
investigative measures and translation of evidentiary material, 
procedural or case-related documents, and 
cross-border transfer of seized items, evidentiary material, or 
procedural or case-related documents. 

• 
• 
• 

Eligible costs related to these actions are the following: 

travel and accommodation costs, 
interpretation and translation costs, and 
transport costs. 

Logistical support will also be provided through the loan of equipment
(mobile telephones with communication costs included, laptops, mobile 
scanners and printers) for the duration of the JIT, including possible 
extensions. 

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134 

 
 
 
 
 
Grants pertaining to Regional and National Meetings of the European Judicial Network 
Contact Points  

Legal Context and General Objectives

The Annual Work Programme of the EJN Secretariat for 2018 foresees the possibility of financial 
assistance to the organisation of national and regional meetings. 

Article  4(1)  of  the  Council  Decision  2008/976/JHA  of  16  December  2008  on  the  European 
Judicial Network provides for that the contact points may travel to meet other Member States 
contact points.  

The regional meetings of the EJN Contact Points are organised  to help focus on problems that 
have a particular regional character, following the Vision Paper adopted during the 25th Plenary 
Meeting of the EJN contact points in Rovaniemi on 1 December 2006.

36

The term “regional” in this context should not be construed in a narrow geographical sense. EJN 
regional  meetings  may  be  organised  by  the  Member  States  regardless  of  their  geographic 
proximity or distance. Therefore, countries involved in the meetings do not necessarily have to 
be neighbouring States and third States might also participate. 

The  national  meetings  of  the  EJN  Contact  Points  are  included  in  the  Conclusions  of  the  35th 
Plenary of the EJN of 28-30 November 2010.  

The Member States are encouraged to provide support to their EJN Contact Points to organise 
regularly,  at  least  once  each  year,  working  meetings  between  themselves  and  between 
themselves and the national judicial networks in criminal matters, where applicable.  

The EJN Contact Points participating in these meetings are encouraged to provide information 
to  the  EJN Secretariat so that  this  information  can  be  included  in  the  Bi-Annual  Report  to  the 
European Parliament, the Council and the Commission on its activities and management.  
Guidelines on the European Judicial 

Information about the procedure on application for the financial assistance for the organisation 
Network meetings37
of regional and national meetings is provided for in the 

, approved by the EJN on 16 February 2016. 

 a.  Action Grants

The  grants  provided  under  this  heading  shall  co-finance  EJN  regional  and  national  meetings 
organised by a Member State. 

An overview of the exclusion, eligibility, selection and award criteria is provided below and will 
be further detailed in the call for proposals:  
Type of action 

Financial 
provisions 

Timetable 

Main selection 
criteria 

Grant award for a meeting of EJN Contact Points 

The EJN will provide for financial support of EJN regional and national meetings up 
to a maximum of 95% of the eligible organisational costs (a maximum of EUR 5 000 
per meeting). The foreseen total budget in 2018 for these grants is EUR 30 000.  

No pre-financing payments will be available. 

Publishing the call for proposals is foreseen for January. 

The selection criteria should enable assessment of the applicant’s ability to complete 
the proposed action or EJN work programme. 

36

37

 Document 16444/06 EJN 28. 
 EJN/2016/4 of 16 February 2016.  

SPD 2018-2020  - 12.12.2017 

135 

 
  
 
 
                                                           
Formal 
requirements 

Award criteria 

Actions to be 
supported 

The application for financial assistance must be submitted by an EJN contact point in 
his/her professional capacity to demonstrate the professional competencies 
required to organise the meeting. 

To be considered eligible, the application must contain the following points:  

a)

b)
c)

d)
e)
f)

Application submitted by the EJN Contact Point from the Member State(s) 
organising the meeting; 
Written description of the purpose of the meeting and a draft agenda; 
Information about the participating Member States (and/or third States), 
estimated number of participants, and provisional venue of the meeting; 
Estimated date of the meeting; 
Budget estimate form; 
Regional  meetings  must  be  organised  with  EJN  Contact  Points  of  no  less 
than: three (3) Member States, or two (2) Member States and one (1) third 
State. 

The award criteria will be published in the call for proposals. Applications will be 
evaluated and points awarded in accordance with the award criteria. 

The topic of the meetings must contribute to the implementation of one or more of 
the following goals: 

a)
b)
c)

d)

e)

f)

To exchange information and best practice in judicial cooperation; 
To promote the work of the EJN in the participating States; 
To promote the use of and training on the EJN website in the participating 
States; 
To increase networking among the judiciary in the participating States, and 
between the EJN Contact Points and the internal structures of the EJN in the 
participating States; 
To increase mutual information exchange about current legislative and 
institutional matters in the participating States, particularly in the field of 
criminal law and judicial cooperation in criminal matters; 
To find solutions to difficulties arising from the implementation of EU 
instruments on judicial cooperation in criminal matters at regional or 
national level. 

An appointed evaluation committee will make recommendations to the Authorising 
Officer on the award decision. The Authorising Officer will provide an award 
decision, which will be adopted shortly after the evaluation. The successful Member 
States (beneficiaries) will be notified by the EJN Secretariat.  

The EJN Secretariat will provide financial support up to a maximum of 95% of the 
eligible organisational costs of EJN regional meetings (organised for the EJN Contact 
Points of at least three Member States or two Member States and a third State) and 
of EJN national meetings (organised for EJN Contact Points of one Member State), 
with a maximum of EUR 5 000 per meeting. 

SPD 2018-2020  - 12.12.2017 

136 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Eurojust

, Johan de Wittlaan 9, 2517 JR The Hague, Netherlands

Phone: +31 70 412 5000 - E-mail: info@eurojust.europa.eu - Website: www.eurojust.europa.eu

Catalogue number

ISBN

doi

 QP-05-17-263-EN-N  • 

 978-92-9490-212-2  • 

 10.2812/549223