Consolidated Annual Activity Report 2015 · follow‐up to coordination meetings and coordination centres is supported upon request, including the provision of preliminary case notes,

Consolidated Annual Activity Report 2015


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ConsolidatedAnnualActivityReport2015


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TableofContents

Acronymsandabbreviations....................................................................................................................................................4ManagementBoard’sanalysisandassessment................................................................................................................5Introduction.....................................................................................................................................................................................5ExecutiveSummary......................................................................................................................................................................6PartI.PolicyAchievementsoftheyear................................................................................................................................7PartII(a)Management............................................................................................................................................................462.1 ManagementBoard.......................................................................................................................................462.2 Majordevelopments.....................................................................................................................................472.3 Budgetaryandfinancialmanagement...................................................................................................472.4 HumanResources(HR)management...................................................................................................552.5 Assessmentbymanagement.....................................................................................................................562.6 Budgetimplementationtasksentrustedtootherservicesandentities..................................572.7 Assessmentofauditresultsduringthereportingyear..................................................................572.7.1 InternalAuditService(IAS).............................................................................................................572.7.2 EuropeanCourtofAuditors(ECA)................................................................................................58

2.8 Follow‐upofrecommendationsandactionplansforaudits.......................................................582.9 Follow‐upofobservationsfromthedischargeauthority..............................................................59

PartII(b)ExternalEvaluation..............................................................................................................................................62PartIII Assessmentoftheeffectivenessoftheinternalcontrolsystems...................................................653.1 RiskManagement...........................................................................................................................................653.2 ComplianceandeffectivenessofInternalControlStandards......................................................68

PartIV ManagementAssurance.......................................................................................................................................704.1 Reviewoftheelementssupportingassurance..................................................................................704.2 Reservations.....................................................................................................................................................704.3 Overallconclusionsonassurance...........................................................................................................70

PartV DeclarationofAssurance.....................................................................................................................................71Annexes..........................................................................................................................................................................................72AnnexI. Corebusinessstatistics......................................................................................................................73AnnexII. Statisticsonfinancialmanagement..............................................................................................74AnnexIII. EurojustOrganisationalChart....................................................................................................75AnnexIV. EurojustEstablishmentPlanat31December2015.........................................................76AnnexV. Humanandfinancialresourcesbyactivity................................................................................78Enclosure:EurojustReportonBudgetaryandFinancialManagementforthefinancialyear2015..............................................................................................................................................................................................78AnnexVI. (draft/final)FinancialAccounts2015..................................................................................79


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AcronymsandabbreviationsCAAR(Consolidated)AnnualActivityReportABACAccrualBasedAccountingSystemADAdministrativeDirectorAOOAnnualOrganisationalObjectiveAWPAnnualWorkProgrammeCAContractAgentCBRN‐EChemical,biological,radiological,nuclearandexplosiveCEPOLEuropeanPoliceCollegeCMSCaseManagementSystemCOSICouncil’sStandingCommitteeonOperationalCooperationonInternalSecurityCPMTCentralProjectManagementTeamDGBUDGEuropeanCommission’sDirectorateGeneralforBudgetDGHOMEEuropeanCommission’sDirectorateGeneralforHomeAffairsDGJUSTEuropeanCommission’sDirectorateGeneralforJusticeEASOEuropeanAsylumSupportOfficeEAWEuropeanArrestWarrantECAEuropeanCourtofAuditorsEC3EuropeanCybercrimeCentreEIOEuropeanInvestigationOrderEJICSEurojustInternalControlStandardsforEffectiveManagementandRequirementsEJDEurojustDecisionEJNEuropeanJudicialNetworkEMCDDAEuropeanMonitoringCentreforDrugsandDrugAddictioneMSenterpriseManagementSystemENCSEurojustNationalCoordinationSystemEMPACTEuropeanMultidisciplinaryPlatformagainstCriminalThreatsEPPOEuropeanPublicProsecutor’sOfficeEUEuropeanUnionEUIPOEuropeanUnionIntellectualPropertyOrganisationEU‐LISAEuropeanAgencyfortheOperationalManagementoflarge‐scaleITSystemsintheareaofFreedom,SecurityandJusticeEuropolEuropeanPoliceOfficeFTFForeignTerroristFightersFRAtheEuropeanUnionAgencyforFundamentalRights

FRONTEXEuropean AgencyfortheManagementofOperationalCooperationattheExternalBordersoftheMemberStatesoftheEuropeanUnionFTEFull‐timeEquivalentHoU/SHeadsofUnitsandServicesHRHumanResourcesIASInternalAuditServiceICCInternationalCriminalCourtICTInformationCommunicationTechnologyJHAJusticeandHomeAffairsJITJointInvestigationTeamJSBJointSupervisoryBodyofEurojustJSCJointSteeringCommitteeMASPMulti‐AnnualStrategicPlanMLAMutualLegalAssistanceMOCGMobileOrganisedCrimeGroupMoUMemorandumofUnderstandingMPJMMaritimePiracyJudicialMonitorMTICMissingTraderIntra‐CommunityNPSNewPsychoactiveSubstancesOAPOperationalActionPlanOCGOrganisedCrimeGroupOHIMTheOfficeforHarmonizationintheInternalMarketOLAFEuropeanAnti‐FraudOfficeOPCOrganisedPropertyCrimeOSROrganisationalStructureReviewPBfNPProjectBoardfortheNewPremisesPIFProtectionofthefinancialinterestsoftheEuropeanUnionPMOOfficeforAdministrationandPaymentofIndividualEntitlementsPoRProgrammeofRequirementsSIENASecureInformationExchangeNetworkApplicationSLAServiceLevelAgreementSMARTSpecific,Measurable,Accepted,RealisticandTimedSNESecondedNationalExpertTATemporaryAgentTCMTerrorismConvictionsMonitorTE‐SATTerrorismSituationandTrendReportTFEUTreatyontheFunctioningoftheEuropeanUnionTHBTraffickinginhumanbeingsUMFUnifiedMessageFormat


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ManagementBoard’sanalysisandassessmentSee Eurojust College Assessment of the Consolidated Annual Activity Report 2015,enclosed.

Introduction

EurojustistheEuropeanUnion’sJudicialCooperationUnitestablishedin2002withthemission to support and strengthen coordination and cooperation between nationalauthoritiesinthefightagainstseriouscross‐bordercrimeaffectingtheEuropeanUnion.Based inTheHague, its strategic vision tobe thekeyplayer and centreof expertise atjudicial level is captured in the Strategic Objectives under the Eurojust’sMulti AnnualStrategicPlan(MASP).The College of Eurojust, composed of 28 National Members, one seconded by eachMemberState,issupportedbytheAdministration,headedbytheAdministrativeDirector(AD),inallaspectsofitsoperationalandpolicywork.AttherequestofaMemberState,Eurojustmayassist investigationsandprosecutionsconcerning thatparticularMemberState, andanon‐MemberState if a cooperationagreementhasbeen concludedor if anessentialinterestinprovidingsuchassistanceisdemonstrated.TheAdministrationalsosupportstheNationalDesksintheircaseworkbyassistingintheuseofelectronictoolsrelatedtothesystematicmanagementofcases(CMSinparticular),and manual files, in line with guidelines adopted by the College. The preparation andfollow‐uptocoordinationmeetingsandcoordinationcentresissupporteduponrequest,including the provision of preliminary case notes, analysis reports, as well as legalopinionsandadviceontheapplicationofjudicialcooperationinstruments.At theendof2015,Eurojustcounted349post‐holders:69NationalMembers,Deputiesand Assistants; 199 Temporary Agents; 7 Interims; 23 Contract Agents; 23 SecondedNationalExperts(SNEs);and,28Interns.


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ExecutiveSummaryDuring2015EurojustwasactivelyinvolvedinacrucialphaseofdevelopmentregardingthenegotiationsfortheadoptionofaRegulationonEurojustandtheestablishmentofaEuropeanPublicProsecutor’sOffice(EPPO),expectedtobeconcludedbeforeend2016.Eurojust’s budget for2015wasEUR33818million, including the amendingbudget tomeettheprojectedbudgetshortfallrelatedtostaffcosts.Eurojustagainfacedabudgetdeficitduetounforeseencostdevelopmentscombinedwithstructural deficiencies in the European Commission’s Communication on theProgramming of Human and Financial Resources (hereinafter referred to as theMulti‐annualFinancialFramework(MFF)).Forthesecondsuccessiveyear,Eurojustwasforcedto resort tomitigationmeasures subject to an amending budget, including postponingactivitiesanddeferringtechnologicaldevelopmentsintendedtoyieldlong‐termefficiencygains.Withconfirmationoftheamendingbudgetuncertainandonlyofficiallyconfirmedinthefinal quarter of the year, Eurojust’s planned delivery on its Annual Work Programme(AWP)wasnecessarilydisruptedtoensurethatthelegalobligationsoftheorganisationand the operational work remained priorities. While Eurojust has been successful interms of implementing its budget and securing recognition of the additional creditsnecessarythroughamendingbudgets,theunavoidableincreaseinthecarryforwardsandbudget transfers has resulted in remarks from the auditors regarding weaknesses inbudgetplanningandimplementation.WiththevotedandamendingbudgetsexceedingtheMFFceilingsinthelastthreeyears(2016 inclusive), Eurojust is optimistic that the review of the MFF foreseen by theEuropeanCommissionin2016(inparallelwith2017budgetarycycle)mayremedythesituationwith regard to the budget and the number of posts. In this respect, Eurojustseeksareviewof theMFFtoacknowledgestructuraldeficitsandotherunforeseenandunavoidable costs. Such a review will represent not only an efficiency gain but, moreimportantly,assureEurojustofthemeanstouseits(human)resourcesfullytorespondto the increasing demands of Member States for judicial cooperation and advance theobjectivesoftheAWPasplanned.WithoutthisnecessaryadjustmentoftheMFFceilingsfor Eurojust in the period 2017‐2020, cumulative and unavoidable legal/ financialobligationswillinfringeonoperationalwork.Financialperformanceimprovedcomparedto2014,withanexecutionrateof99.86percent.InaccordancewiththeInterinstitutionalAgreementandtherequirementtoreducepostsbyfivepercent,Eurojustidentifiedfourpoststhatweredesignatedforthispurposein 2015, in linewith the organisation’s strategy not to terminate present employmentcontractstoachievesuchreductions.The implementation of the ABAC Enhancement project allowed for more efficientutilisation of the Eurojust Administration’s human resources, while the new timeregistrationtool(eRecording),whichwasimplementedbytheAdministrativeDirectorfor all Administration staff as ofApril 2015, represented a step towards activity‐basedmonitoringandreporting.


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InaccordancewiththeMemorandumofUnderstandingof20July2012betweenEurojustandtheEuropeanCommission,representativesoftheEuropeanCommissionattendedsixmeetings of the College as Management Board in 2015 as observers. In addition, arepresentative of the Internal Audit Service of the European Commission attended theCollegeplenarymeetingtoinformtheCollegeofongoingactivitiesrelatedtoEurojust.The College held 28 operational meetings and made use of the possibility to receivepoints for information electronically, without the need for discussion. There wasextensive use of written procedures and preparatory consultation procedures, whichreduced the time allocated for debates in the College on concrete proposals (onoperational or policy matters). Operational meetings were devoted to casework andpolicy work, discussing among others operational issues related to the EAW, theEuropean InvestigationOrder, the implementationofArticle13of theEurojustCouncilDecisionandseveralothertopics.A number of documents related to policy matters were discussed: the Annual Report2014; the Operations Manual; the posting of Liaison Magistrates of Eurojust to thirdStates; the JointAnnualReportwithEuropol; Eurojust Contact Points toEuropol FocalPoints; theEUPolicyCycleonorganisedcrimeand involvement inEMPACTandOAPs;cooperationbetweenEurojustandtheEJN;proposalsforRegulationsonEurojustandontheestablishmentofanEPPO;theActionPlanontheresultsoftheSixthRoundofMutualEvaluationsintheMemberStates;and,thefinalE&YReportontheEvaluationofEurojustunderArticle41aoftheEurojustCouncilDecisionanditsinternalimplementationActionPlan.The College decided to launch a selection procedure for the recruitment of a newAdministrativeDirector forEurojust inNovember2015. Theselectionprocedure forthenewHeadofBudget,FinanceandProcurementwaspreparedtobelaunchedinQ12016.Majordevelopmentsin2015includedaswellthecompletionoftheexternalEvaluationofEurojustand itsactivities,and theachievementof importantmilestones in theconstructionofthepermanentpremisesofEurojustinTheHague(SeesectionsPartII(b)ExternalEvaluations,andStrategicObjective4.5respectively).

PartI.PolicyAchievementsoftheyearThe EUROJUST MASP 2012–2014, extended to cover the year 2015, identified fourStrategic Goals: improving operationalwork, becoming the centre for effective judicialaction against cross‐border crime, improving relationships with key partners, andsecuringfurtherefficiencyinworkingmethods.Supporting key elements in the planning process, such as the Staff Policy Plan (SPP),Establishment Plan (EP) and Draft Budget (DB), theMASPwas translated further intoStrategic Objectives, developed in turn into Annual Objectives (AO) in the EurojustAnnual Work Programme 2015, serving as the basis for budget and resourceprogramming,andforthedevelopmentoftheinternalUnits’andServices’UnitPlans.


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The AWP 2015 serves as a financing decision for expenditure pertaining to activitiesachieving theannualobjectives. In this sense,and following theguidelinesadoptedbythe Heads of EU Agencies following the Communication from the Commission on theguidelines forprogrammingdocumentfordecentralisedagenciesandthetemplatefortheConsolidatedAnnualActivityReportfordecentralisedagencies1Eurojustreportsunderthissection on the implementation of the 28 Annual Objectives directing the activities andproductsoftheUnitsandServicesasforecastedintheAWP2015.

GOAL1–OperationalworkEurojust will function as the European Union body for effective and efficientjudicialcooperationandcoordinationinindividualcasesofseriouscrossbordercrime.

StrategicObjective 1.1 Enhance the quality of judicial cooperation provided tonational authorities; furtherdevelop trust and confidence inMember States sothatmorecasesarereferredtoEurojustforcoordination.AnnualObjectives1.1.1Design,developandimplementinstruments(pilot)tomeasure(a)theimpactoffacilitationandcoordinationservicesprovidedbyEurojustand(b)stakeholdersatisfactionwiththesupportreceivedIn line with Joint Action 97/827/JHA, adopted by the Council on 5 December 1997,GENVAL decided in June 2011 that the sixth round of mutual evaluations would bedevotedtothepractical implementationandoperationintheMemberStatesofCouncilDecision 2002/187/JHA of 28 February 2002 setting up Eurojust with a view toreinforcingthefightagainstseriouscrime.InOctober2014,theCollegeofEurojustadoptedaninternalactionplantofacilitatetheimplementationof therecommendationsaddressedtoEurojust fromthesixthroundofmutualevaluations.In2015,furtherprogressintheimplementationwasachievedinallof the areas, including increasing the means and tools for information exchange withcompetentnationalauthoritiesandfurtherstreamliningcooperationwiththeEJN.FollowingtheexternalevaluationofEurojustcarriedoutin2015,thefinalreportofErnst&YoungprovidedthefollowingconclusionregardingthecoordinationofEurojust:

1C(2014)9641final,Brussels,16.12.2014


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“BothEurojustandMemberStatestakeholdershavefoundcoordinationmeetingstobevitalforEurojusttocarryoutitsmissionbybringingtogethercompetentNationalAuthoritiestocoordinate their work. Stakeholders reported that coordination meetings notably helpNational Authorities to overcome the psychological barriers created by differences inlanguage, culturesand judicial systems.Whilst coordinationmeetingsarean exceptionalevent in the life‐cycle of a case, they are considered to have sustainable effects over theentire course of the case by promoting early dialogue, defining strategies and makingauthoritieslesshesitanttocontactoneanotherdirectlyorthroughtherespectiveNationalDesksfollowingthemeeting.Furthermore,NationalDesksoftenensurestructuredfollow‐upto the coordination meetings. The e‐survey results mirror information gathered ininterviews,with 100% of respondents considering the tool as very effective, effective orsomewhateffective.”In achieving its aim to increase thenumberof coordinationmeetings and coordinationcentres,in2015Eurojust’ssupportedthecoordinationandcooperationbetweennationalauthoritiesthrough274Coordinationmeetingsand13Coordinationcentres(197and10respectivelyin2014),reflectingasignificantincreaseascomparedto2014andhencetherecognitionoftheaddedvalueofEurojust’ssupport.Eurojust’sassistancewasrequestedin2.214cases,withthirdstateshavingbeeninvolvedin298ofthese,whichrepresentsa23percentincreasewithrespectofthe1.804casesin2014.Caseworkincreasedincrimeareassuchasterrorism,cybercrime,illegalimmigrantsmuggling,THB,fraud,corruptionandMobileorganisedcrimegroups(MOCGs).Seealso1.1.3andPartII(b)ExternalEvaluations.

Casework2002‐2015

202 300 381588

7711084 1184 1359 1390 1407 1403 1349 1313

19

13 34 34 130 227491

758

1456

202300 381

588771

10851193

1372 1424 14411533 1576 1804

2214

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Closed Ongoingin2015

Openedandclosedin2015 Openedin2015andongoing

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1.1.2ImplementationoftheOperationsManualdevelopedandadoptedin2014The concept of anOperationsManualwas initially presented to the College as a set ofguidelinesaimedatharmonisingbasicproceduresinordertofacilitateoperationalwork.Guidelines on basic procedures such as confidentiality and disclosure in coordinationmeetings, and the insertion of data in the CMS, were developed and adopted by theCollegein2014.AworkinggroupontheOperationsManualwascreateduponproposalofthePresidencyTeam,therebyextendingthescopeoftheprojecttothefulllifecycleofacase,fromtheinitialreceptionatEurojusttoitsfinalclosure.Forthatpurpose,anoutlineof all possible chapterswasdeveloped anddiscussed in the frameworkof theworkinggroup and Presidency Team during 2015. The draft Operations Manual was thenpresented to the College in successive steps (June, September and December). TheguidelinesontheinitiationofaEurojustcaseandthreechaptersdedicatedtooperationalmeetings (Level II meetings), coordination meetings and coordination centres, wereadopted.AsanoutcomeofdiscussionsheldinDecembertheCollegedecidedtodiscussthefinal(draft)OperationsManual,tobeapprovedinthefirstquarterof2016,allowingfor a round of written consultations in accordance with Article 2 of College Decision2012‐13onwrittenproceduresandpreparatoryconsultationprocedures.1.1.3ImplementactionplanontheidentifiedobstaclestoreferralandcooperationwithEurojustfromtheSixthRoundofMutualEvaluationbyQ12015At the end of 2015, the College adopted an updated internal action plan for theimplementation of the recommendations from the sixth round of mutual evaluations,which included common Eurojust/EJN actions from the EJN Action Plan, as well asrelevantactionsfromtheActionPlanontheexternalevaluationofEurojustaccordingtoArticle 41a of the Eurojust Decision (see point 1.1.1), in order to ensure consistencyamongstthesethreeActionPlans.Specific actions implemented during the year include the collection and updates ofnationalguidelinesontheapplicationofArticle13oftheEurojustCouncilDecisionandondistributionofcasesbetweenEurojustandtheEJN(see1.5.1);regularmonitoringofallprovisionsinthedraftEurojustRegulation, includingonhandlingandconfidentialityofinformationreceivedorexchangedviaEurojust(see4.1.1);supportingthesettingupand functioning of Joint Investigation Teams (JITs), including funding (see 1.3.2 and2.2.1); production and update of case law overviews in various fields (see 1.3.2); thepreparationandnegotiationofMemorandaofUnderstanding(MoUs)forthesettingupofsecure connections between Eurojust and the Member States (in 2015: Spain andLuxembourg); develop solutions to connect the Eurojust National Coordination System(ENCS) members with the Case Management System (CMS) at Eurojust based on theoutcomeoftheENCSresearchproject.


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StrategicObjective1.1Enhance thequalityof judicial cooperationprovided tonationalauthorities; furtherdevelop trustandconfidence inMemberStatessothatmorecasesarereferredtoEurojustforcoordination.Summaryofoutputs/outcomes 2.214cases‐ThirdStatesinvolvedin298‐=>23%increasecf.2014 274Coordinationmeetings;13Coordinationcentres The Operations Manual was finalised and submitted to the College for final

consultation,tobeapprovedinQ12016 The OperationsManual guidelines on the initiation of a Eurojust case and three

chapters dedicated to operational meetings, coordination meetings andcoordinationcentres,wereadopted

Internalactionplanfortheimplementationoftherecommendationsfromthesixthroundofmutualevaluationswasupdatedtoensureconsistencywithotheractions;relevantactionswereimplemented

Assessment:Theenhancementofthequalityofjudicialcooperationprovidedtonationalauthoritieswasreflectedin2015bytheincreaseofthenumberofcases,andthenumberofCoordinationmeetingsandCoordinationCentres.Inaddition,thestreamliningoftheEurojustoperationsandtheimplementationofrecommendationsresultingfromstakeholders’consultationsandfeedbackcontributedtothisultimateachievement.Strategic Objective 1.2 Consolidate the position of recognised key players injudicialcooperationAnnualObjectives1.2.1Implementanoutreachprogramme,includingthemarketingstrategy,tofurtherraisethevisibilityandawarenessofEurojustwithkeystakeholdersandMemberStatesInorder toenhanceEurojust’s visibilityand todeal ingreaterdepthwith its caseworkandtheassistancetobeprovidedtopractitioners,Eurojustcontinuedtoholdmarketingseminars,which in2015 tookplace in Ireland, Spain andRomania. Forty two so‐calledRoadshows were organised in different Member States, as part of Eurojust’s ongoinginitiativetomakepractitionersawareofthevalueandefficiencythatEurojustbringstocross‐bordercases.InadditiontotheEurojustAnnualReportandtheAdministrativeDirector’sConsolidatedAnnualActivityReport(CAAR)oftheyear2014,otherproductsreleasedduringtheyearshowtheenhancement intheuseof ‘marketing’ toolsto furtherraiseawarenessofkeystakeholders:EurojustNews issueonassetrecovery,freezingandconfiscation;95pressreleases on both operational and non‐operational activities; Terrorism ConvictionsMonitor; Third Foreign Terrorist Fighters report; the participation of members of the


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College, the administration and the Network Secretariats in external events (seminars,trainings,presentationsetc)topromote JITsandEurojust’ssupportingrole inthe field;externalwebsitevisitsincreasedfrom310.000in2014toca.390.000in2015.Seealso1.1.Strategic Objective 1.2 Consolidate the position of recognised key players injudicialcooperationSummaryofoutputs/outcomes

3marketingseminars 42Roadshows EurojustNewsonfreezing,confiscationandassetrecovery AnnualReport2014

Assessment:Eurojustcontinuedtosuccessfullyraiseitsvisibilityandtheawarenessofkeystakeholdersandnationalauthoritiessoastoconsolidateitspositionofrecognisedkeyplayerinjudicialcooperation.StrategicObjective1.3EnhancetheanalysisandevaluationofcasesatEurojustAnnualObjectives1.3.1 Deliver planned enhancements to the CMS, implementing changes inaccordancewithrealisticoperationalneeds,andraisesatisfaction levelsofuserswiththeanalyticaltoolsofEurojustcomparedto2014Inaccordancewith theCaseManagementSystem(CMS)annualworkplan, theplannedenhancementsandchangestotheCMSwereimplementedandrolledoutinProductionaspartoftwonewreleases(4.0and4.1).ThedevelopmentoftheCMS4.1.5releasestartedinQ42015.Furthermore,anewCaseInformationForm(CIF)applicationwasdeveloped,soas toenablerecordingof informationrelated toacase,suchashowobstacles in thecase were overcome, good practices and lessons learned. These upgrades simplify theprocess of internal configuration of new profiles using existing system functionalityratherthanrelyingonexternaldevelopment.1.3.2EnhanceoperationalsupporttothecaseworkofNationalDesksbyincreasingqualityandtimelinessofanalysisandothercase‐relatedreportscomparedto2014The operational support Units in the Administration provided support to 168coordinationmeetingsoutof274in2015,whichrepresents61%outofthetotal.


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TheJITSnetworksecretariatprovidedsupporttoNationalDesks/JITsexpertsondraftingofJITagreements(JITsagreementdatabaseproject)andparticipatedin18coordinationmeetingspresentingtheroleofJITsandJITfunding.InadditiontosupportingpunctualorgeneralqueriesfromNationalDesksrelatingtocasework,e.g.ontheinterpretationandapplication of provisions of EU/international judicial cooperation instruments, legalsupport and advicewere also provided for complex cases relating, for instance, to theexecution of EuropeanArrestWarrants (EAWs), legal bases for investigativemeasuresinvolving third States; application of mutual recognition instruments; complex fraudschemes (e.g. social engineering techniques); ‘on‐the‐spot’ legal advice in level II andcoordinationmeetings,andlegalsupport infollow‐upactivities,andsupport indraftingorreviewingJITagreements,

ReportsbasedonanalysisandevaluationofEurojust’scasesandcaselawwereproducedduringtheyear:‐ ForeignTerroristFighters(thirdreport,Nov2015);‐ Impactof rulingbyEUCourtof Justice (CJEU)onprosecutionofNewPsychoactiveSubstancescases;

‐ Prosecuting Trafficking on Human Beings (THB) for the purpose of labourexploitation.

Support was as well provided for the preparation of College topical and thematicdiscussionsonvirtual/cryptocurrencies;controlleddeliveries;dataretention;conflictsofjurisdictionandfollow‐upactivities,suchas:‐ Eurojust’sanalysisofMS legal frameworkandcurrentchallengesondataretention

(the Eurojust’s analysis was published as a Council document (LIMITE) and waspresentedtoGENVAL);

‐ ApplicabilityoftheEUCharterofFundamentalRightsinrelationtoMSdataretentionregimes after the CJEU’s annulment of the Data Retention Directive 2006/24/EC(legalanalysis).

Seealso2.2.1.


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Eurojustprioritycrimetypes2015

StrategicObjective1.3EnhancetheanalysisandevaluationofcasesatEurojustSummaryofoutputs/outcomes Operationalsupportto168coordinationmeetings=>61%outof274total; Case‐relatedReportsissued:‐ ForeignTerroristFighters‐ ImpactofrulingbyEUCourtofJustice(CJEU)onprosecutionofNewPsychoactiveSubstancescases

‐ Prosecuting Trafficking on Human Beings (THB) for the purpose of labourexploitation

Preparation of College thematic discussions on virtual/crypto currencies; controlleddeliveries;dataretention;conflictsofjurisdiction.Assessment: Eurojust successfully enhanced the operational support provided to thecaseworkofNationalDesksbyincreasingitsanalysisqualityandcase‐relatedreports.Strategic Objective 1.4 Enhance relations with EU partners on the level ofoperationalwork.

Non‐prioritycrimes35%

Fraud;647

Drugtrafficking;274

MOCG;201

Corruption;90THB;79

PIFcrimes;69Cybercrime;62

Illegalimmigration;60Terrorism;41

PriorityCrimes65%


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AnnualObjectives1.4.1SystematicallyidentifyandincreaseengagementofrelevantEUcounterpartsinoperationalworktoincreasesynergiesandmaximiseoutcomesintheinvestigationandprosecutionoftransnationalcrimeInordertocontributetoincreasesynergiesandmaximiseoutcomesintheinvestigationsand prosecutions, in 2015Eurojust participated in 40 out of 272 operationalmeetingsorganised at Europol and in turn, Europol participated in 99 of the 274 coordinationmeetingsatEurojust.

TheenhancementoftheEurojust–EuropolsynergiesincludedalsotheagreementonthetemporaryplacementofaEurojust’srepresentativetotheEuropeanCybercrimeCentre;thelegalassessmentofpossibleEurojust’sinvolvementinJ‐CAT(atEC3);theissuingofthe Eurojust‐Europol Joint Annual Report 2014; participation in the Europol‐Eurojustexchange programme, including presentations on Eurojust Regulation and EPPO toEuropol participants; the high‐level meetings of Eurojust’s and Europol’s executivemanagement and the Europol‐Eurojust Steering Committeemeetings held in February,MayandSeptember.

Amilestoneinoperationalcooperationin2015wastheco‐participationofOLAF,forthefirst time, in a Joint Investigation Team (JIT). The case concerned an Organised CrimeGroup (OCG), involved in excise fraud, tax evasion, cigarette smuggling and moneylaundering. The targeted OCG assembled huge quantities of cigarettes in clandestinefactories by using illegally procured components. The cigarettes were subsequentlyillegallyintroducedintotheEuropeanUnionbytruckorotherlandtransportationmeans,accompanied by forged export, import and transit documents. In 2015, high‐levelmeetings with OLAF took place. Eurojust’s OLAF Team contributed further in theprovisionoftrainingtoOLAFandthepreparationofcasesummaries.Inaddition,OLAFparticipatedin5coordinationmeetingsatEurojust.Eurojust contributed toanumberofEUprojects,programmesand initiativesaiming toresearchanddevelopnewtechnicalmeans/toolsinsupportoftheoperationalwork,suchasEvidence,UnifiedMessageFormat(UMF),WorkingGrouponVideoConferencing,JHAagencies’ ICT initiative, and discussions related to the technical requirements for theestablishmentofaEuropeanPublicProsecutor’sOffice(EPPO).

Strategic Objective 1.4 Enhance relations with EU partners on the level ofoperationalworkSummaryofAnnualObjectivesoutputs/outcomes

Eurojustattended40ofEuropol’s272operationalmeetings; Europolattended99outof274EurojustCoordinationmeetings; Milestoneinoperationalcooperation:firstJITwithOLAFparticipation; OLAFat5ofEurojustCoordinationmeetings

Assessment:Eurojustrelationswithitsmainoperationalpartnerswerestrengthenedandvisiblyenhancedresultinginincreasedengagementandsynergies.


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StrategicObjective1.5DeveloptheEurojustNationalCoordinationSystemAnnualObjectives1.5.1Annual assessment of levels of usage of the ENCS; develop and implementactionplantoaddressissuesandraisesatisfaction/usageTheSecureNetworkConnection(formallyEJ27)projectwasstartedwithinthescopeofthe Programme set up by Eurojust for the implementation of the revised EurojustDecision(EJD).

Thehigh‐levelobjectivewastocreatenetworkconnectionswiththe28MemberStates,whichcouldthenbeusedtofacilitatetheITimplementationofEJDArticle12(providingaccess to CMS to the Eurojust National Coordination System (ENCS) in each MemberState),andArticle13(exchangeofsmartPDFtemplatesbye‐mail),aswellasimprovingtheoverallsecurityintheexchangeofinformationbetweenEurojustandMemberStates.Eurojust continued setting‐up new secure connections with more member states andanalysedasetofoptions for the implementationofanewsoftwareapplication/tool forENCSusers.ProgresswithMemberStatesatthetimeofclosureofthisReport isasreflectedonthebelowtable:


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TheEurojustExtranet,createdin2014fortheNationalCorrespondentsforEurojust,wasupdatedtoincludecollectionsofnationalguidelinesontheapplicationofArticle13EJDandonthedistributionofcasesbetweenEurojustandtheEJN.

TheFichesSuédoises,whichprovideanoverviewofthestructureandfunctioningoftheENCSbyMemberState,wereregularlyupdatedbyEurojusttosupportENCSimplementa‐tionandtheexchangeofexperienceandbestpractice.SinceNovember2014,theFichesinclude a section providing a collection of available national guidelines relating to theimplementationofArticle13of theEurojustCouncilDecisionandtothedistributionofcasesbetweenEurojustandtheEJN.

A concept paper for the Third Meeting of National Correspondents for Eurojust wasproduced.Themeetingwaseventuallypostponedfor2016.StrategicObjective1.5DeveloptheEurojustNationalCoordinationSystemSummaryofoutputs/outcomes Continuedsetting‐upofsecureconnectionswithmoreMMSS; ExtranetforNationalCorrespondentsforEurojustupdatedtoincludecollectionsof

nationalguidelinesontheapplicationofArticle13oftheEurojustDecision; Concept paper for the Third Meeting of National Correspondents for Eurojust

produced.

Assessment:EurojustsuccessfullycontinuedtoadvancethedevelopmentoftheEurojustNationalCoordinationSystem(ENCS)during2015.GOAL2–CentreofExpertiseEurojustshallbecomeacentreofexpertiseatjudiciallevelforeffectiveactionagainstseriouscrossbordercrime

StrategicObjective2.1ContributetoimprovingEUjudicialcooperationincriminalmattersAnnualObjectives2.1.1 Integrate theEUpolicycycle intoEurojust’soperationalandstrategicworkandasaCentreofExpertise


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EMPACTEurojust attended 42 EMPACT meetings in 2015. The European MultidisciplinaryPlatform against Criminal Threats has been set up in the frame of the EU Policy cycle.Within this context, Eurojust also actively contributed to the Operational Action Plans(OAPs)activitiescarriedoutin2015regardingallEMPACTcrimepriorityareas,namely:facilitation of illegal immigration; THB; counterfeit goods; excise and Missing TraderIntra‐Community (MTIC) fraud; heroin, synthetic drugs and cocaine; illicit firearmstrafficking; Organised Property Crime (OPC), and cybercrime. Eurojust participated inseveralCEPOLcourses,atwhichitdeliveredpresentationsaboutitsworkinanumberofcrime areas, such asdrug trafficking, andparticipated in thedevelopment, preparationand drafting of the OAPs for 2016. In line with the common position on Eurojust’sparticipation in OAPs adopted by the College in 2013, Eurojust contributed, as a (co‐)leader or participant, to 49 actions undertaken to increase coordinated investigationsand prosecutions within the OAPs. Such actions consisted of either contributinginformationtointelligencesituationreporting,identifyinghigh‐valuetargetsorOCGs,orsupporting investigations and prosecutions. Eurojust also supported OAP activities toincreasethenumberoffinancialinvestigationsinseveralEMPACTprioritiesandactionstoraiseawareness,particularlythroughtheidentificationoftrainingneedsforjudgesandprosecutors in priority areas such as cybercrime. Eurojust supported the activities toidentifythejudicialpointsofcontactinrelevantthirdStates.Eurojust andSpain continued to co‐leadanOAPwithin theEMPACTprojectonOPC toidentifyandanalysepracticalandlegalproblemscommonlyfaced,aswellasbestpracticegainedinOPCinvestigationsacrosstheEuropeanUnion,andtoraiseawarenessamonglawenforcementandjudicialofficials. Followingareport,Proceduraland legal issues inproceedings onMOCGs specialised in OPC, issued in 2014, Eurojust issued a follow‐upreport in 2015, Procedural and legal issues in investigations, prosecutions and trials onMobile Organised Crime Groups specialised in Organised Property Crime, based on theresponses to a questionnaire addressed to judges and prosecutors, as well as specificinitiatives and policies set in motion in Belgium and Norway to combat OPC, whichprovidesananalysisofthemainchallengesarisinginOPCinvestigations.The Eurojust report,Courtof Justiceof theEuropeanUnion rulingonNewPsychoactiveSubstances (NPS)– Impactof the rulingon theprosecutionofNPScases,was finalised inDecember2015. Thereport’spreliminaryresultswerepresentedattheEMCDDALegalCorrespondentsmeeting and at the Fourth Law Enforcement Expertsmeeting onNPS,organised jointly by Europol, EMCDDA and the Ministry of Interior of Poland, in thecontextoftheEMPACTpriorityonSyntheticDrugs.Eurojust has judicial contact points in 39 third States, which are used when cases ofEurojust concern third states and for cases reaching Eurojust within the context ofEMPACT.


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Eurojustcooperationwiththirdstates

UndertheEMPACTOAPonCyberAttacks,EurojustandEuropoldraftedajointpaperoncommonlegislativechallengesincombatingcybercrime, identifyingsixmainareas: lossof data; loss of location; legal frameworks; public‐private partnerships; internationalcooperation;andtherapidlydevelopingthreatlandscape.Thepaperservesasastartingpoint for further discussions with relevant stakeholders about possible approaches toaddressthesechallenges,includingafurtheralignmentoflegalandpracticalinstrumentsconcerning MLA and the exchange of information and e‐evidence for the purpose ofinvestigationsandprosecutionsofcybercrimecases.

StrategicandTacticalmeetings

Eurojustmeetingsheldin2015includedtheEurojustStrategicMeetingonTraffickingofHumanBeings(THB),TheHague,16‐17April,inthecontextoftheTHBStrategicProject;Eurojust Strategic and Tactical Meeting on Terrorism (24‐25 June 2015); EurojustMeetingsonCybercrime(1Julyand25Nov2015).

IllegalImmigrantSmugglingWithin the framework of the EU Action Plan against Migrant Smuggling Eurojust wascalled upon to develop a key role in assisting the Member States in dismantling thesmuggling and trafficking networks, andwas requested to set up a thematic group onmigrant smuggling, strengthen cooperation between prosecutors and enhance MLA,


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support JITs in the area of migrant smuggling, support the concerned National DesksregardingtheHotspots,contributetotheworkofJointOperationalTeam(JOT)Mare,andfacilitate the exchange of best practice and challenges in the collection and use of e‐evidence in migrant smuggling cases. Eurojust provided input to the CommissionExplanatoryNoteontheHotspotApproach(June2015)andcommentstotheEUActionPlan against Migrant Smuggling 2015‐2020. A Letter of Understanding on strategiccooperation between Eurojust and the EU military operation in the Southern CentralMediterranean(EUNAVFORMED)wassignedon1October2015;2.1.2 Evaluate the outcome of pilot projects on the Centres of Expertise oncoordinationmeetingsandPIFandlaunchnewprojectsfor2015In2015theCollegeofEurojustagreednottoprioritisethestrategicworkinthePIFareauntilthelegislativeprocessforanewDirectiveonPIFcrimesisfinalisedandacommonlyagreeddefinitionofPIFcrimesisadoptedatEUlevel.Concerningcoordinationmeetings,theywereincludedintheOperationsManual.2.1.3 Deliver media and strategic reports in relation to the strategic crimeprioritiesoftheEUandEurojust

ReportoftheActionPlanonDrugTrafficking

InJanuary2015,EurojustpublisheditsImplementationReportoftheActionPlanonDrugTraffickinganditsaddenda,whichwasofficiallypresentedbeforetheUNCommissiononNarcotic Drugs in March 2015, during a side event on ‘judicial cooperation in drugstrafficking cases’, co‐organisedwith theEuropeanCommission.The report outlines theprogress achieved by Eurojust in the areas identified for improvement in cross‐borderjudicialcooperationinthecontextofthestrategicproject,EnhancingtheworkofEurojustindrug traffickingcases, and includes three issues in focuson: (i) controlleddeliveries,(ii) precursors andNPS and (iii) cooperationwith third States. The addenda benefitedfromthecontributionsreceivedfromtheprosecutorsparticipatinginthe2014strategicmeeting at Eurojust. Following the successful completion of Phase I of the strategicproject,theCollegeofEurojustdecidedtoextendittoPhaseII(2015‐2016).

EMCDDA’sEUDrugMarketsreport

EurojustcontributedtothesecondeditionoftheEMCDDA’sEUDrugMarketsReportbyproviding statistical data, best practice and solutions, a case study and lessons learnedconcerning judicial cooperation in drug trafficking cases, and provided input for theprogressintheimplementationoftheEUActionPlanonDrugs2013‐2016.

EUActionPlanonDrugs2013‐2016Eurojust’sprovided input to theCommission(DGHome) for theprogressreviewintheimplementationoftheEUActionPlanonDrugs2013‐2016.ParticularfocuswasdevotedtoAction17(‘StrengthenEUjudicialcooperationintargetingcross‐borderdrugtrafficking,moneylaundering,andintheconfiscationoftheproceedsofdrug‐relatedorganisedcrime’),asEurojustisspecificallycalledupontoreportonitsoutcome.EurojustreportedtotheCommission on results in operational cases, on the findings of the strategic project on


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drug trafficking, on controlleddeliveries and experiences from the judicial perspective,confiscation,freezingandassetrecovery,casesinvolvingprecursorsandNPS.TerrorismConvictionsMonitorInaccordancewith theMemberStates’obligation toprovideEurojustwith informationon terrorism trials and prosecutions, Eurojust provided three issues of the TCM as afeedbackmechanismtotherelevantcounterterrorismauthoritiesintheMemberStatesand to make accessible information on trials across Europe. The TCM, a Eurojustdocument with limited access, is distributed to prosecutors and judges dealing withterrorismcasesandpublishedregularlysince2008.Itcontainsanoverviewofterrorism‐relatedconvictionsandacquittalsthroughouttheEuropeanUnion,legalupdates,aswellasjudicialanalysisofrelevantjudgements.ReportonForeignTerroristFighters:Eurojust’sViewsonthePhenomenonandtheCriminalJusticeResponseEurojust presented its third report on this subject, classified as EU Restricted, inDecember2015totheJHAmeeting.ItincludedrecommendationstoaddresschallengesininvestigationsandprosecutionsandtomakefulluseofEurojust’scoordinationtoolsincomplexcross‐bordercasesinvolvingforeignterroristfighters(FTF).The report develops the findings and recommendations contained in the two previousEurojustreportsonFTFs,datedNovember2013andNovember2014,byintegratingthecontributions from practitioners received in response to the follow‐up Eurojustquestionnaire on the judicial response to FTFs sent in March 2015 to nationalcorrespondents for terrorismmatters aswell as the Eurojust LiaisonMagistrates fromNorway,SwitzerlandandtheUSA.Earlierin2015,asummaryofthemainfindingsofthesecondEurojustreportonFTFsofNovember2014waspublishedasaEurojustdocumentwithlimitedaccess.CBRN‐EHandbookThe CBRN‐E Handbook provides EU practitioners with specialist multi–sector legalsupport for investigations and prosecutions related to transnational crimes involvingchemical,biological,radiological,nuclearsubstancesandexplosives(CBRN‐E).Regularlyupdated,itsfourthversionwasproducedinJune2015andispubliclyavailable.ThejudicialresponsetoillegalimmigrantssmugglingviatheMediterraneanSea:EurojustfacedanincreaseddemandforjudicialcoordinationinthisfieldduetotherecurringandwidespreadcharacteroftheoffencescommittedinMemberStates.Thenumberofcasesofillegalimmigrantsmuggling(60)andcoordinationmeetings(20)almostdoubledcomparedto2014.ThemostrequestingMemberStateswereGreece,FranceandAustria.Germanywasthemostrequested,followedbyFranceandHungary.TheCollegeofEurojustsetuptheThematicGrouponIllegalImmigrantSmuggling,thetimeframeofwhich(2015‐2020)coincideswiththetimeframeoftheEUActionPlanagainstMigrantSmuggling.ThegoalsoftheThematicGroupare,interalia,to:(i)enhancesupporttoprosecutionofficesaffectedbyillegalimmigrantsmuggling,(ii)identifyandanalysechallengesintheinvestigationandprosecutionofthiscrimetypeaswellasbestpracticeinrelationthereto,and(iii)improvetheuseofexistinginternationalandEUlegalinstrumentsinthiscontext.


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ProsecutingTHBforthepurposeoflabourexploitationInDecember2015,Eurojustpublishedthisreportwhichfindings,publishedoninternet,are based on the analysis of, inter alia, 32 judgements from 11 countries and cases ofhuman trafficking for labour exploitation registered at Eurojust. The report intends toserve as a source of information for practitioners involved in the investigation andprosecution of THB for labour exploitation by identifying possible indicators of labourexploitationandassessingthe interpretationthereof innationalcase law. ItprovidesabriefoverviewofTHBfor labourexploitationcaseshandledatEurojust,onthebasisofwhichsomeofthechallengesfacedbytheinvolvedcountriesaredescribed.Bestpracticein judicial cooperation as well as the possible assistance of Eurojust are emphasized,namelythroughfacilitatingthepromptexchangeofinformation,organisingcoordinationmeetingsandcentres,assistinginthesettingupofJITsandfundingthereof,andassistingintheexecutionofLettersofRequests.MaritimePiracyJudicialMonitorInApril 2015, the secondMaritimePiracy JudicialMonitor (MPJM)waspublished as aEurojust document with limited access, following the publication of the first MPJM inSeptember 2013, to enhance the expertise of European prosecutors dealing withmaritime piracy cases and provide them with additional tools for ongoing and futurecases. The MPJM 2015 contains an overview of the applicable legal framework of 19MemberStates,aswellasNorwayandtheUSA,andbilateralagreementswiththirdStatesonthetransferofsuspectedpirates.Itfurtherpresentsananalysisofjudicialdecisionsthatwereeitherrenderedinthefirstinstanceorareafollow‐uptocasespresentedintheMPJM2013.Theanalysishighlightspracticaland legal issuesbrought forward in thedecisions, includinghumanrights lawaspectsaswellaschallengesregardingmaritimepiracyproceedingsheldagainstminorsorinthirdStates.2.1.4ContributetotrainingplansandcurriculaforspecialisttrainingforMemberStatesandcompetentauthorities, in liaisonwithCEPOLandtheEJTNorotherEUcounterparts,toraiseawarenessandtransferknowledgeIn accordance with the Memorandum of Understanding with CEPOL (2010), Eurojustcontinuedtosupporttrainingcoursesinareassuchasfinancialinvestigationsandexcisefraudanalysis,cocaineandheroinsmuggling,counter‐terrorismandFTFs,counterfeitingofgoodsandintellectualpropertyrights,JITs,EAWsandEuropeanInvestigationOrders(EIO), THB and illegal immigrant smuggling. Togetherwith the EJTN, Eurojust activelyparticipated in the course Joint Investigation Teams and Team Leadership. Eurojustsupports CEPOL webinars and is a stakeholder in CEPOL’s European Joint MasterProgramme.In2015EurojustparticipatedinthewebinarPoliceandJudicialCooperationinthefieldofChildSexualExploitation.As part of the EJTN Exchange Programme, 15 prosecutors/judges from eight MemberStates (Germany, Austria, Hungary, Poland, Sweden, Spain, Italy and Bulgaria)participatedinlong‐termtraineeperiods(3or4months)attheEurojustNationalDesks,supportingtheiroperationalwork.

InMarch a one‐week study visit, attended by 25 prosecutors/judges from 17MemberStates,tookplaceatEurojust.Inaddition,membersoftheNationalDesksactivelypartici‐pated in six EJTN seminars within the framework of the Criminal Justice Project I,


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International Judicial Cooperation in Criminal Matters in Practice: EAW and MLAsimulations. Eurojust’s role in these seminars is to strengthen the work of thepractitioners. Following the rationale behind the methodology of ‘learn by doing’, apresentation,TheRoleofEurojustinJudicialCooperationinCriminalMatters,isscheduledforthelastdayasaconclusiontotheseminar.InDecember,theSecretaryGeneraloftheEJTNmetwiththePresidentofEurojusttodiscusswaystoenhancecooperation.TheJITsNetwork Secretariat continued the successful cooperation establishedwith CEPOL andtheEJTNtodesignandimplementpracticaltrainingsonJITs–bothinsideandoutsidetheEuropeanUnion–whichplayanimportantroleinenhancingtheuseofthetool.Withinthe framework of EMPACT OAP activities, Eurojust contributed to awareness‐raisingactionsthroughtheidentificationoftrainingneedsforjudgesandprosecutorsinpriorityareassuchascybercrime.

StrategicObjective2.1ContributetoimprovingEUjudicialcooperationincriminalmattersSummaryofoutputs/outcomes

42EMPACTmeetingsOAPsactivitiesonallEMPACTcrimepriorityareas Contactpointsin39thirdStates=>casesconcerningthirdstatesandthecontextof

EMPACT EurojustStrategicMeetingonTraffickingofHumanBeings(THB);Eurojust

StrategicandTacticalMeetingonTerrorismandtwoEurojustMeetingsonCybercrime;

InputtotheCommissiontotheExplanatoryNoteontheHotspotApproach(June2015)andtotheEUActionPlanagainstMigrantSmuggling2015‐2020;

LetterofUnderstandingonstrategiccooperationbetweenEurojustandtheEUmilitaryoperationintheSouthernCentralMediterranean(EUNAVFORMED)signedon1October2015;

EurojustsupportinCEPOLactivitiesincludingawebinar:PoliceandJudicialCooperationinthefieldofChildSexualExploitation;

EJTNExchangeProgramme:15prosecutors/judgesfrom8MemberStatesparticipatedinlong‐termtraineeperiods(3or4months)attheEurojustNationalDesks

EstablishmentofEurojust’sThematicGrouponIllegalImmigrantSmugglingAssessment:JudicialcooperationincriminalmatterswassuccessfullyimprovedbymeansoftheEurojust’sactiveinvolvementwithinthesetEUPolicycycle,theOAPs(EMPACT)andtraining activities (CEPOL, EJTN, Europol),which contributed to the awareness‐raisingamongstjudgesandprosecutorsinprioritycrimeareas.


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StrategicObjective2.2StrenghtenEurojust’scapacityasaCentreofExpertiseinJointInvestigationTeamsAnnualObjectives2.2.1 Undertake a review of a sample of bi/multi‐lateral JITs to identify bestpracticeanddeveloprecommendationsforpractitionersbyend2015Following completion of the second JITs funding Project, Eurojust continues to financetheactivitiesofjointinvestigationteams(JITs)fromitsregularbudget.ConsistentwiththestrengthenedroleofEurojustregardingJITsintheEurojustDecision,thefinancingofJITsbyEurojustenhancestheuseofthistoolbyensuringthatfinancialand other organisational constraints linked to the cross‐border nature of cases do nothindertheestablishmentandoperationalneedsofaJIT.AnadditionalbenefitcomesfromtheabilityofEurojust, through its involvement in JITsand fundingapplications, togainvaluableinformationontheoperations,needsandeffectivenessofJITsasawhole.Thisyearsawthereleaseof thefirst JITEvaluationReport,preparedonthebasisof42evaluationsofJITsestablishedbetween21MemberStates,and12NationalsummariesofJITlegislationissued(RO,LT,EE,AT,FR,CZ,SK,NL,BE,BG,SE,ES).Eurojustprovideddirectsupport to5 JITevaluationmeetingsand JITSworkinggroupsregardingthe“JITsEvaluationProject”and“JITsLegislationProject”,aswellasin11thJITNetworkMeeting(June2015).Asregardsthe JITswebsiterestrictedarea,whichwasopenedtoallEUpractitioners,acontentupgradewith127newuploadsand33newpageswereimplemented,and33newusersregistered.2.2.2 Review the costing and eligibility model for JITs funding and increaseimplementationratestoatleast80%ofthebudgetallocatedforJITsEurojust has continued to provide financial support to JITs. In 2015 the key role ofEurojust in supporting JIT operations by its grants programme was confirmed by thereceipt of 144 applications for funding, submitted in the framework of the eight callslaunched over the year (some requests relating to the same JIT, for operations spreadoversubsequentactionperiods).Financialsupportwasprovidedfor68JITs(throughoneorseveralgrants),36ofwhichweresupportedforthefirsttime.Since 2013 – when the decision was made to provide financial support to JITs underEurojust regular budget – Eurojust reviewed and improved the JITs grant processes togain efficiency. However, despite these efforts, the organisation is confrontedwith thebelowissuesthatmayimpacttheimplementationofthisbudgetline:‐ Under‐implementationofawards:mainlyduetotheuncertaintyofoperational

planningincriminalinvestigationsandover‐estimatesintheapplicationssubmitted;‐ Slowsettlementofclaims(duetotheabsenceoffinancialbackgroundofJIT

beneficiaries):resultsincarry‐forwardsandariskoflatecancellation.


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The above‐mentioned issues were reflected in 2015 by the fact that, despite animprovement, the average implementation rate of awards remains below theexpectations,around60%atthetimeofclosureofthisReport.Itmustbeunderlinedthatat this point in time this figure remains not final due to the fact that not all paymentsrelatedto2015awardshavebeensubmitted;henceitremainsnotpossibletoprocess.Tomitigate this risk, Eurojust has aswell conducted in 2015 a thorough analysis andpreparedfor2016theintroductionofthefollowingmeasures:

‐ Differentiatedappropriations:togainflexibilityinusingandre‐usingfundsinyearN+1andreducetheriskofcancellation;

‐ Introductionofunitcostsforonecostcategory(travelandaccommodation):tospeed‐upreimbursement;

‐ Othermeasurestosimplifyreimbursement:inparticularinrelationtotermsofsupportingdocuments.

Theimpactofthesemitigatingmeasureswillbeassessedin2016and2017.As regards the time to grant (Art 138 FR), the operational nature of the JITs fundingprogramme requires that practitioners can plan their activities having in mind thescheduleofgrants,whichispublishedatthebeginningoftheyear.Toremainascloseaspossibletooperationalneeds,theevaluationphaseisreducedtoaperiodof–dependingonthecall‐13to21daysfollowingthedeadlineforsubmissionofapplications.In2015,Eurojusthasinformedtheapplicantswithintheplannedtimeframe.

JITssupportedbyEurojustin2015,includingthemaincrimetypes

(OneJITcandealwithmorethanonecrimetype)

Ongoingfrompreviousyears

74

Swindlingandfraud12

Moneylaundering

12

OCG10

THB9

Drugtrafficking

8

Cybercrime6

Others

NewlySigned46


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StrategicObjective2.2–StrengthenEurojust’scapacityasaCentreofExpertiseinJointInvestigationTeamsSummaryofoutputs/outcomes FirstJITEvaluationReportreleased; 144applicationsforfundingreceived; Financialsupportprovidedfor68JITs,36ofwhichforthefirsttime; Mitigating measures put in place in order to improve efficiency of JITs grant

processesandcompliancewithTimetoGrant(Art138FR)Assessment:AlongtheyearEurojusthasactivelyreviewedandevaluatedJITsrelatedbestpracticesandputinplacemmitigatingmeasurestoimproveefficiencyofJITsgrantprocessesandcompliancewithTimetoGrant.GOAL3–PartnersEurojustwillreinforceitscooperationwithkeystrategicpartnerstobeanactiveplayerinfuturechangesintheAreaofFreedom,SecurityandJustice

StrategicObjective3.1EnhancedcooperationwithpartnersintheAreaofFreedom,SecurityandJusticeAnnualObjectives3.1.1ContinuetheregularreviewoftheeffectivenessoftheexistingcooperationagreementsandMemorandaofUnderstanding,identifyingobstaclestoimplementationtoenhanceeffectivenessWithintheframeworkoftheJHAAgenciesNetwork,hostedbyeu‐LISAin2015,EurojustcontinueditspracticeofexchangingitsannualworkprogrammewiththeotherJHAAgenciesinordertoreceiveandprovidefeedbackonplanningdocuments,aswellascontributingtotheJHAAgencies’videoclipandtoapaperonHotspotswithFrontex,EASO,Europol,EU‐LisaandFRA.ThethirdEurojustreportForeignTerroristFighters:Eurojust’sViewsonthePhenomenonandtheCriminalJusticeResponse(classifiedasEURestricted),wassubmittedtotheJHACouncilmeetingof3‐4December2015withrecommendationstoaddresschallenges ininvestigationsandprosecutionsandtomake fulluseofEurojust’scoordination tools incomplexcross‐bordercasesinvolvingFTFs.EurojusthascontinuedtoprioritisethestrengtheningofcooperationwiththirdStatestoincrease its assistance to national authorities in their investigations and prosecutions.


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The level of operational cooperationwith third States in terrorism cases facilitated byEurojustincreasedconsiderablyin2015.Eurojust has been active towards enhancing cooperation with countries in theMiddleEastern and North African (MENA) region by means of enlarging its contact pointnetwork intheregion inorderto facilitate itswork in fightingterrorismandorganisedcrime. On21 July2015,Eurojust invited countries in theMENA region to appointEu‐rojust contact points, including a specific Eurojust contact point for counter‐terrorismmatters. Following these invitation letters, contact points for Eurojust have beennominated inLebanon, Jordan, SaudiArabiaand thePalestineAuthority, in addition tothosealreadyappointedinEgypt,IsraelandTunisia.A Letter of Understanding on Cooperation between Eurojust and the EU militaryoperation in the Southern Central Mediterranean (EUNAVFOR MED) was signed on 1October. EUNAVFOR MED was launched on 22 June 2015 with the objective ofundertakingsystematicefforts to identify, seize,captureanddestroyvesselsandassetsusedbysmugglers.ThisLetterofUnderstandingestablishesa framework forenhancedcooperationanddialogueinthefightagainstillegalimmigrantsmuggling.Itaffirmsbothparties’commitmenttoexchangestrategicinformationofanon‐operationalnature,bestpractice,expertiseandexperienceinthefieldofillegalimmigrantsmuggling.At institutional level, the College of Eurojust appointed a Contact Point for IllegalImmigrantsmugglinginApril2015torepresentEurojustwithintheContactGroupofEUAgenciesonMigrantSmugglingsetupbytheEuropeanCommissionin2015inlinewiththeEUActionPlanagainstMigrantSmuggling.Eurojust continued toactivelyparticipate in themeetingsof theTHBContactPoints inJHA Agencies, which are chaired by the European Commission. The meetings bringtogetherrepresentativesofrelevantEUagenciesforthepurposeofstreamliningactionsandoptimisingresourcesinthefightagainstTHB.Eurojust and the European Union Intellectual Property Office (formerly the Office forHarmonizationintheInternalMarket‐OHIM)strengthenedtheircooperationtosupportthe activities of national authorities in the fight against infringements to intellectualproperty rights. To this end, they finalised the negotiations on a Memorandum ofUnderstanding,co‐chairedtheCooperationWorkshopEstablishingaEuropeanIntellectualPropertyProsecutorsNetwork, and co‐chairedwith EUIPO and Europol the KnowledgeandAwarenessBuildingConference,CosmeticsandLuxuryGoods.

EurojustcontinueditscooperationonthebasisoftheMemorandaofUnderstandingwithCEPOLaswellastheEJTNsupportingtrainingcoursesindifferentareas,suchasfinancialinvestigationsandexcisefraudanalysis,cocaineandheroinsmuggling,counter‐terrorismandFTFs,counterfeitingofgoodsand intellectualpropertyrights, JITs,EAWsandEIOs,THBand illegal immigrant smuggling. Further, jointlywith theEJTN,Eurojust activelyparticipatedinthecourseJointInvestigationTeamsandTeamLeadership.


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InvolvementofThirdStates,CooperationPartnersandInternationalOrganisationsinEurojustcasework

3.1.2Systematicallyidentifyandinviterelevantcounterpartstostrategicmeetings

On16 and17April, Eurojust held a strategicmeetingonTHB,whichbrought togetherjudges, prosecutors and law enforcement authorities from Member States, Norway,Switzerland,JapanandtheUSA.ThemeetingwasalsoattendedbyrepresentativesoftheEuropean Commission, Europol, FRA, UNODC, the University of Cambridge, WesternUnionandFacebook.

On 25 June Eurojust held the Eleventh annual strategic meeting of the nationalcorrespondents for Eurojust for terrorism matters, where the European Commissionpresented thepriorities identified in theEuropeanAgendaon Security andhighlightedtheimportanceoftheinvolvementofEurojustininitiativesatEUlevelincounteringter‐rorismandaddressingradicalisation.Discussions were held on developments in the national and EU legal framework oncombating terrorism and Eurojust counter‐terrorism deliverables developed forpractitionerusesuchastheTCM,theCBRN‐EHandbook,theMPJMandtheMemorandumonTerroristFinancing,wereupdated.Seealso1.4.1

ThirdStateswithagreement

inplace186cases

ThirdStateswithout

agreementinplace

135cases

Europol*34cases

OLAF*4cases

EuropeanCommission*

1case

Interpol*1case

InternationalBodies38cases


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Strategic Objective 3.1 Enhanced cooperation with partners in the Area ofFreedom,SecurityandJusticeSummaryofoutputs/outcomes ThirdEurojustreportForeignTerroristFighters:Eurojust’sViewsonthe

PhenomenonandtheCriminalJusticeResponsesubmittedtotheJHACouncilof3‐4December;

298casesinvolvedathirdstate; EurojustContactPointforIllegalImmigrantsmugglingappointed; LetterofUnderstandingonCooperationbetweenEurojustandtheEUmilitary

operationintheSouthernCentralMediterranean(EUNAVFORMED)signedon1October;

StrategicmeetingsonTHBand11thannualstrategicmeetingofthenationalcorrespondentsforEurojustforterrorismmatters;

Eurojustcounter‐terrorismdeliverablesTCM,theCBRN‐EHandbook,theMPJMandtheMemorandumonTerroristFinancingupdated.

Assessment:Eurojusthassuccessfullyenhancedandextendeditscooperationwithpartnersintheareaoffreedom,securityandjusticeduring2015.StrategicObjective3.2EnhancedcooperationandcoordinationwiththeEuropeanJudicialNetworkandotherNetworksAnnualObjective3.2.1InvestigatesynergiesandpossibleefficiencygainsbetweentheNetworksandinteractionwithEurojust,assuring thesame(orenhancing) levelofoutput–anddevelopanactionplantoimplementthesesynergiesbyQ12015EurojusthostsinitspremisesandprovidesstafftothethreeSecretariatsoftheEuropeanJudicial Network (EJN), the Network of National Experts on Joint Investigation Teams(JITsExpertsNetwork)andtheEuropeanNetwork for investigationandprosecutionofgenocide, crimes against humanity and war crimes (Genocide Network). The threeSecretariatsoffersupportservices to theirnetworkswhile facilitatingcooperationwiththeEurojustNationalDesksintheirrespectiveareasofwork.Eurojustalsosupportstheactivities of the Consultative Forum of Prosecutors General and Directors of PublicProsecutionsoftheMemberStatesoftheEuropeanUnion(ConsultativeForum).


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EuropeanJudicialNetworkSecretariatDuring2015EJNandEurojustworked togetherona commonapproach for the sharedrecommendationsfromtheSixthRoundofMutualEvaluationsintheMemberStates.Anaction plan was agreed upon to ensure consistency vis‐à‐vis implementation of theserecommendations during a joint meeting held in the margins of the 44th EJN Plenarymeeting(seealso1.1.3).The EJ/EJN Joint Paper “Assistance in InternationalCooperation inCriminalMatters forPractitioners”which informs judicialpractitioners in theMemberStatesof the servicesandassistancethatcanbeprovidedbybothorganisationswaspublishedintheEJNandEurojustwebsitesinallofficialEUlanguages.TheEJNNewsletter, introduced in 2015, informs theEJNContact Points andEurojust’sCollegeandadministrationabouttheactivitiesoftheEJNanditsSecretariat.Eurojustrepresentativesparticipatedinthe44thand45thEJNPlenarymeetingsorganisedintheMemberStatesholdingtheEUPresidencyin2015(RigainJuneandLuxembourginNovember).ThetopicsforthemeetingsweretheFrameworkdecision2008/909/JHAonTransfer of Prisoners, The European ProtectionOrder (Dir. 2011/99/EU) and theABCDirectivesonProceduralRightsofsuspectedandaccusedpersons.TheEJNparticipated in theEurojustprojectaimingatdevelopingaBestPracticeGuideforjudicialcooperationinrelationtomajorsportsevents.The EJN organised three Regional meetings which were held in Croatia, Estonia andLithuania, and threeNationalmeetings held in Bulgaria, France and Portugal,with theaim of discussing and improving international judicial cooperation in different areas,including relations between the EJN and Eurojust. Representatives from EurojustNationalDesksparticipatedinthesemeetings.GenocideNetworkSecretariatEurojusthostedthe18th(22‐23April)and19th(21‐22October)meetingoftheGenocideNetworkatitspremises,providingforauniqueforumforpractitionerstomeet,discuss,exchange information, best practices and experiences, and assist each other in theinvestigationandprosecutionofgenocide,crimesagainsthumanityandwarcrimes.Maintopicsof themeetings includedcollecting,exploitingandanalysingevidence fromopensources and earth observation for the purpose of investigating and prosecuting coreinternational crimes and status of combatants and direct participation in hostilities ofciviliansunderinternationallaw,includingpossibilitiesandshortcomingsforprosecutingdiverse participants under different sets of legislation. In addition to the biannualmeetings,theNetworkorganisedspecialmeetingsonimplicationsoftheongoingconflictinSyriaandcooperationwithLiberia.


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On 15‐16 June 2015 the EU Justice and Home Affairs Ministers adopted CouncilConclusionsonfightagainstimpunityforthecrimeofgenocide,crimesagainsthumanityandwarcrimeswithintheEuropeanUnionanditsMemberStates.TheConclusionsreferdirectlytotheStrategyof theEuropeannetworkofcontactpoints inrespectofpersonsresponsible forgenocide,crimesagainsthumanityandwarcrimes(aspublishedbytheGenocideNetwork), andprovideendorsementof thedocument at thepolitical level. Inthis respect the Secretariat has greatly engaged with the Council working groups, inparticularGENVALandCOJUR‐ICC.The Secretariat has developed and implemented, in cooperation with the EuropeanJudicialTrainingNetwork(EJTN),atrainingprogrammeoncoreinternationalcrimesandthespecificsofrelatedprosecutionsandtrials.DesignedforprosecutorsandjudgesfromtheEUMemberStates, in2015 training tookplace inTheHague from30November to2December.ConsultativeForumEstablished in 2010 to reinforce judicial cooperation amongst Member States and toprovideinputfromthejudiciarytotheEUinstitutionsinthedevelopmentoftheAreaofFreedom, Security and Justice, the Consultative Forum of Prosecutors General andDirectorsofPublicProsecutionsoftheMemberStatesoftheEuropeanUnioncontinuedtoholditsbi‐annualmeetingsinTheHaguehostedbyEurojust:inJune,the9thmeetingoftheConsultativeForum,undertheLatvianEUPresidency,andinDecember,the10thmeetingoftheConsultativeForum,convenedbytheProsecutorGeneralofLuxembourg,and which was preceded by a Eurojust workshop, Data retention in the fight againstseriouscrime:thewayforward.Bothoccasionsbroughttogetherawiderangeofexpertsandhigh‐levelrepresentativesofnational prosecution authorities, and representatives from the EU agencies andinstitutionsandprovidedacontextforForummemberstodiscuss,amongstothertopics,the setting up of the EPPO and its relationship with Eurojust with Ms Věra Jourová,Commissioner for Justice, Consumers and Gender Equality; to exchange views on thepractical implications of the CJEU’s annulment of the DRD for investigations andprosecutions; to sharewith theparticipants the recentwork of Eurojust in the field ofcounter‐terrorismandFTF;and,toshareinformationonrecentEUinitiativestoaddressthemigrationcrisisandEurojust’sactivitiestotackleillegalimmigrantsmuggling.Forummembers exchanged experience on challenges faced at national level, and commonconclusionstobepresentedtotheEUpolicymakersintheseareas.JITsExpertNetworkSecretariatHostedbyEurojustsince2011, the JITsNetworkheld itsannualmeetingon11and12June 2015 focusing on the main topic Enhancing access to JITs:what tools to supportinnovative practice?, with a view to assessing the need to revise the existing JITs’supportingtools(JITsManual,modelagreement,JITOperationalActionPlan)inlightoftheexperiencegained.


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ConclusionsoftheabovementionedNetworks’meetingsandfurtherinformationrelatedtotheNetworks’Secretariatsactivitiescanbefoundunderthe“Practitioners”sectionoftheEurojustwebsiteatwww.eurojust.europa.eu/Practitioners/networks‐and‐fora/Pages/ejn.aspx.NetworkofEUAgenciesIn addition to the specific relations enhancedwith JHAAgencies, during2015Eurojustcontinued to actively participate in the network of EU agencies at a general level,coordinatedin2015byEurofoundandsupportedbythepermanentSecretariatoftheEUAgencies.InadditiontothethreeannualHeadsofAdministrationandHeadsofAgenciesmeetings, Eurojust participated in the meetings of the different sub‐networks onspecialisedareasofworksuchasthePerformanceDevelopmentNetwork(PDN)andtheLegal Network (IALN), and nominated a EJ representative to the Inter AgenciesCompetency Framework Working Group in June, and to the inter‐agency pool ofinvestigatorsorganisedwiththesupportofIDOCinNovember.Eurojustprovideditsresponsestomorethan30surveysorrequestsforfeedbackposedby the Coordinator and submitted its endorsement to the reviewed permanentSecretariatfoundingSLA.As endorsed by the Heads of Agencies at theirmeeting of 28 ofMay, the Coordinatorrequested theAgencies feedback inorder toprepareanupdated reporton the stateofimplementation of the Agencies relevant actions of the Common Approach Roadmap.Eurojust provided its feedback on state of play of the implementation of actions inDecember. In this context, relevant guidance stemming from the network, such as thestreamliningofcommonprogrammingandreportingdocuments,wasconsideredofhighaddedvalue.AnexamplecanbefoundinthesamestructureusedinthisReport,aslaidout inAnnex2(TemplateforConsolidatedAnnualActivityReport)oftheCommission’sCommunication on theguidelines forprogrammingdocument for decentralisedagenciesand the template for the ConsolidatedAnnualActivity Report for decentralised agencies(Brussels, 16.12.2014, C(2014) 9641 final), following the adoption of the CommonApproach on decentralised agencies by the European Parliament, the Council and theCommission in 2012 and the entry into force of the Framework Financial Regulation(FFR)1, which the Commission established in close cooperation with the Agencies’PerformanceDevelopmentNetwork(PDN).Seealso1.1.3,2.2.1and2.2.2


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StrategicObjective3.2EnhancedcooperationandcoordinationwiththeEuropeanJudicialNetworkandotherNetworksSummaryofoutputs/outcomes JointactionplanonsharedrecommendationsfromtheSixthRoundofMutual

EvaluationsinMemberStates; 44thEJNPlenarymeeting(Riga)and45thplenarymeeting(Luxembourg); EJ/EJNJointPaper“AssistanceinInternationalCooperationinCriminalMattersfor

Practitioners” EJNNewsletter 3Regionalmeetings(Croatia,EstoniaandLithuania)and3Nationalmeetings

(Bulgaria,FranceandPortugal); Eurojusthostedthe18th(22‐23April)and19th(21‐22October)meetingsofthe

GenocideNetwork; 9thand10thmeetingsoftheConsultativeForumandEurojustworkshopData

retentioninthefightagainstseriouscrime:thewayforward; JITsNetworkhelditsannualmeetingon11and12June2015focusingonthemain

topicEnhancingaccesstoJITs:whattoolstosupportinnovativepractice? NetworkEUAgencies:morethan30Coordinator’ssurveysorrequestsfor

feedbackprocessed;3annualmeetingsofHeadsofAdministrationandHeadsofAgenciesattended;adoptionofprogrammingandreportingtemplatesfollowingtheCommonApproach.

Assessment:CooperationandcoordinationamongstEurojustandtheEJN,theGenocideNetwork,theJITsExpertNetworkandtheConsultativeForumcontinuedtobestrengthenedthroughvariousjointactionsandthecelebrationofrelevantmeetingsbringingtogetherpractitionerstofocusontopicsofcommoninterest.AproactiverolewasplayedbyEurojustwithintheNetworkofEUAgenciesandsupportwasprovidedtoextensivesub‐networksandInter‐Agencyactions.

Strategic Objective 3.3 Cooperate and enhance external relations withinternationalorganisations,bodiesandthirdStatesinoperationalworkAnnualObjectives3.3.1RegularreviewofimplementationofthecooperationagreementsandMoUsSee3.1.13.3.2DevelopthepossibilityofpostingLiaisonMagistratestothirdStatesIn 2015 Eurojust further discussed the role and legal status of the Eurojust liaisonmagistrates in thirdStates, includingcriteria forselecting thirdStates for theirposting.Eurojustcontinuedtheworkonthetechnicalsidetowardsadopting,inconsultationwiththe European Commission, the implementing arrangements in accordancewith Article


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27a(4) of the Eurojust Council Decision for future posting of Eurojust’s LiaisonMagistratestothirdStates.StrategicObjective3.3Cooperateandenhanceexternalrelationswithinternationalorganisations,bodiesandthirdStatesinoperationalworkSummaryofoutputs/outcomesSeminar “The application of theMutual Legal Assistance and Extradition AgreementsbetweentheEuropeanUnionandtheUnitedStatesofAmerica”Progress on implementing arrangements in accordancewithArticle27a(4)of theEJDforpostingofEurojust’sLiaisonMagistratestothirdStates.Finalization of the negotiations of cooperation agreements with the Ukraine andMontenegroAssessment:Eurojustactivelycontinuedtoenhanceitsexternalrelationsinoperationalworkincludingwiththirdstates.GOAL4–OrganisationaldevelopmentEurojustshallgrowasamodernandefficientEUorganisation

StrategicObjective4.1ContributetothedevelopmentsrelatedtothenewEUlegalframeworkAnnualObjectives4.1.1 Monitor developments and prepare for the implementation of the newRegulation on Eurojust through periodic status reports and the results of theevaluationpursuanttoArt.41(a)oftheEurojustCouncilDecisionEurojustRegulationThe developments and preparations for the implementation of the new Regulation onEurojust and for the implementation of the evaluation pursuant to Art. 41(a) of theEurojustCouncilDecision,weresupportedinternallybytheTaskForceonthefutureofEurojust(TF)comprisingNMs,theAdministrativeDirectorandotherstaffmembersfromseveralUnits.


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TheTaskForce(TF),whichheld8meetingsduring2015,discussedthedevelopmentsoftheEurojustRegulation,takingintoaccountalsotheresultsoftheindependentexternalevaluation of Eurojust carried out in accordance with Article 41a Eurojust CouncilDecision and the recommendations to Eurojust from the Sixth round of mutualevaluationsintheMemberStates.SpecialattentionwasfurthergiventothenewEuropollegislativetextandits impactonEurojustaswellas legislativedevelopmentsregardingthe settingupof theEPPO–and its operational/administrative relationand impactonEurojust.Regular monitoring of ongoing discussions and detailed legal analysis of successiverevisionsof thedraftEurojustRegulation thedraftRegulationofEuropoland thedraftRegulation on EPPO, continued to take place along the year. A proposal of identifiedprioritiesforEurojust’sremarksonthedraftEurojustRegulationtobeaddressedtotheEuropeanParliamentwasinitiatedasa‘livingdocument’tobedevelopedfurtherduringthisprocess.TheTFpreparedseveralCollegethematicdiscussionsincludingtheCollegediscussiononArticle60ofthedraftEurojustRegulation(Transparency);CollegediscussionregardingthedraftEJRegulationonpriorityissuestobeaddressedtotheEUinstitutionsandonthereply to be provided to MEP Axel Voss (Rapporteur LIBE Committee on EurojustRegulation, MEP) on his inquiry concerning Article 60 (Transparency) of the draftEurojustRegulation; and, CollegediscussiononEurojust’s approach regarding thedataprotectionsupervisoryschemefollowingthediscussionatCOPENon13January2015.EurojustcontributionspreparedbytheTFincluded:‐ ‘Follow‐up to the recommendations to Eurojust from the Sixth Round of Mutual

EvaluationsintheMemberStatesandtothefirstindependentexternalevaluationofEurojustinaccordancewithArticle41aoftheEurojustCouncilDecision’;

‐ SeealsotheConclusionsoftheConsultativeForumofProsecutorsGeneral04‐05June2015,senttotheCOM,EPandCouncilon04.02.2016(ST14174/15)onthesettingupoftheEPPOanditsrelationshipwithEurojust;

‐ EurojustcontributiononadataprotectionsupervisoryregimeofEurojust, letterof22 January 2015 to the attention of Ms Vineta Krutko, Chair of COPEN (Eurojust)WorkingParty;

‐ Eurojust contribution regarding Article 59 (Confidentiality) of the draft EurojustRegulation and the Disclosure of information exchanged via Eurojust in nationalproceedings, note of 5 February 2015 to the General Secretariat of the Council,workinglevel.

EvaluationofEurojustInaccordancewithArticle41aof theEurojustCouncilDecisionEurojustcommissionedE&Y to carry out an external evaluation of Eurojust in 2014,whichwas concluded on30June2015withthedeliveryoftheFinalE&YReportontheEvaluationoftheEurojustCouncilDecisionand theactivitiescarriedoutbyEurojust,submitted to theCollege,andsent to theEuropeanCommission,ParliamentandCouncil. For full informationon thistopicpleaserefertoPartII(b)ExternalEvaluationsbelow.


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StrategicObjective4.1–ContributetothedevelopmentsrelatedtothenewEUlegalframeworkSummaryofoutputs/outcomes College discussions: data protection supervisory scheme, Art 60 of the draft

Eurojust Regulation (Transparency), priority issues to be addressed to the EUinstitutionsandreplytoMEPVoss(RapporteurLIBECommittee);

Eurojust Contributions: ‘Follow‐up to the recommendations to Eurojust from theSixth Round of Mutual Evaluations in the Member States and to the firstindependentexternalevaluationofEurojust inaccordancewithArticle41aof theEurojustCouncilDecision;Eurojust contributiononadataprotection supervisoryregimeofEurojust,toChairofCOPEN(Eurojust)WorkingParty;

FinalE&YReportontheEvaluationofEurojustreleasedinJuly2015.Assessment:EurojustproactivelycontributedtothedevelopmentsofthenewEUlegalframeworkrelatedtoandimpactingonEurojustandsuccessfullyconcludeditsfirstexternalEvaluationexercise.

StrategicObjective4.2ReinforceEurojust‘saccountabilityarrangementsAnnualObjectives4.2.1Review from theperspectiveofbusinessneeds and establishpractical androbust data protection procedures thatmeet statutory requirements and otherguidelinesTheDataProtectionServicecloselymonitoredthe implementationofrecommendationsmade by the Joint Supervisory Body (JSB). These actions led to the closure of tworecommendationsonArticle19oftheDataProtectionRulesanduserrightsine‐HR,andtothesteadyimprovementoffourrecommendationsontheCaseManagementSystem,onmanual files and on the risk assessment in e‐HR. This progress thus led to a furtherincreaseofcompliancewiththeprotectionofpersonaldataatEurojust.In addition, the Data Protection Service has been legally monitoring the relevantprovisionsofthedraftEurojustregulationontheprotectionofpersonaldata.Asaresult,the latest version of the draft continues ensuring a robust and tailor‐made system ofprotectionandanexternalsupervisionwhichguaranteestheinvolvementofexpertswithjudicial expertise. The Data Protection Service has been examining, taking action andfollowinguponcomplaintsmadetoitaboutbreachesofdataprotectionrules,whichhasledtothesmoothresolutionofcomplaintsmade.


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4.2.2AchieveunqualifiedauditopinionsthroughreviewofimplementationoftheICSandcompliancewiththeapplicableEUrulesandregulationsIn 2015 the European Court of Auditors issued an unmodified (“unqualified”) auditopinion on the reliability of the 2014 Eurojust accounts and an unmodified(“unqualified”)auditopiniononthelegalityandregularityofthetransactionsunderlyingtheaccounts.InaccordancewithrecommendationsreceivedfromtheEuropeanOmbudsmanEurojustsetupaPublicRegisterofEurojustDocumentsonitspublicwebsitewhichwasregularlyupdatedthroughouttheyear.The organisation received 19 requests for public access to Eurojust documents whichwerehandledinfullcompliancewithEurojust’srules.For further informationregardingauditopinionsand the implementationof theEurojustInternalControlStandards(ICS),pleaserefertosectionPartII(a)Managementbelow.StrategicObjective4.2–ReinforceEurojust’saccountabilityarrangementsSummaryofoutputs/outcomes Unmodified audit opinion on the reliability of accounts and on the legality and

regularityoftransactionsunderlying2014accounts; 19requestsforpublicaccesstoEurojustdocuments; PublicRegisterofEurojustDocumentsonwebsiteregularlyupdated.Assessment:Eurojustreinforceditsaccountabilityarrangements,achievingunqualifiedauditopinionsthroughcompliancewiththeapplicableEUrulesandregulations.StrategicObjective4.3ProfessionaliseandenhancethemanagementofhumanandfinancialresourceswhilefocusingondeliveringhighqualityandreliableservicesAnnualObjectives4.3.1Establisha system for canvassinguser feedbackandachieveahigh rateofsatisfaction(atleast85%)oftheusersofadministrativeandsupportservicesThefirstexternalindependentevaluationofEurojustcarriedoutinaccordancewithArt41a of the EJ Decision, ran from September 2014 to June 2015 andwas conducted inthreesequentialphases.TheinceptionphaselaidthemethodologicalgroundworkoftheevaluationanddefinedthedatacollectionstrategyinclosecooperationwiththeSteeringCommitteeestablishedbyEurojustfortheevaluation.The data collection phase consisted of the execution of the data collection strategy,notably indepthdocumentaryreview,aprogrammeof interviewsatEurojustandwithkeypartners,andtwoe‐surveystargetedattheNationalDesksandEurojuststakeholders


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on the national level2. The final phase of the evaluation was focused on processing,triangulating and analysing the data collected and formulating conclusions andrecommendations. This phase was carried out in close consultation with the SteeringCommittee and notably included two workshops at Eurojust premises in The Haguecoveringpreliminaryconclusionsandtherecommendations.WithinthiscontextE&YnotedinthefinalEvaluationReport:The support provided by the Administration is perceived as professional, effectiveandhavingapositiveimpactonEurojust’sworkInterviewswithNationalMembersrevealaclearconsensusonthehighqualityofservicesprovidedbytheAdministrationand itsabilitytorespondquicklytothemultipledemands.Moreover,theAdministrationhassucceededinrespondingtodemandswithahighdegreeofflexibility, theneedsof theNationalDesksbeing verydifferent. On cases, someNationalDesks rely only on logistical support,whilst others expectmore active support for theiroperationalwork:preparationofcoordinationmeetingsorfillinganalysisandadvice.AfulldescriptionoftheresultsoftheseveralinterviewsandsurveyscarriedoutcanbefoundontheE&YFinalReport,enclosedasAnnexV.SeealsoPartII(b)ExternalEvaluations.4.3.2 Implement a competence framework for the systematic recruitment,deployment,appraisalanddevelopmentofstaff,optimizing‐totheextentpossible‐capabilitiesandmobilityAt31December2015,200temporaryagentpostswerefilledleadingtoavacancyrateof2.4% compared to a vacancy rate of 4.8% for 2014. The turnoverof temporary agentswas4.6%overthecourseof2015comparedto6.2%for2014.InDecember 2014 human resources (HR) signed a full Service Level Agreement (SLA)with PMO with a view to implement it by the end of 2015. However in July 2015implementationwashaltedastherewasreducedcapacitytotransferthedataneededforthefullSLAtobeinforce.HRissincethenusinga‐la‐cartePMOservicesasapracticeandin order to make use of the PMO’s expertise in the determination of staff member’sentitlements.Inaddition,TheHRUnitcontinuedduring2015itsclosecooperationwiththeLegalServicetoensurecorrectinterpretationoftheStaffRegulationsandtomonitorcomplianceissues.HRReportingtoolswere furtherdeveloped. InMarch2015theHRQuarterlyScorecardwas introducedalongwithaquarterlyOrganisationalChart.During2016HRwillworktowardsanannualscorecard.The Recruitment Plan for 2015, established at the beginning of the year, foresaw 16selection procedures to be conducted in the course of the year. Implementation of theannual Recruitment Plan resulted in the completion of 17 selection procedures and an

2MembersoftheEurojustNationalCoordinationSysteminMemberStateswhereithasbeenestablishedandEurojustNationalCorrespondentsinMemberStateswhereithasnotbeenestablished.


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additional3procedureswere initiated, tobe finishedin2016.Atotalof21offersweresubsequentlymade(someofwhichfromexistingreservelists).The Eurojust’s Internal Mobility Policy, adopted by a Decision of the AdministrativeDirector in June 2014, allowed for mobility to be open to all posts of temporary orcontractagents,restrictedtopostsatthesamegrade.Inprinciplecandidatesmusthavebeenintheircurrentpostforatleasttwoyearsandtheinternalmobilitytakestheshapeof a transfer in the interest of the service (Article 7(1) SR). The procedure follows thesamestepsasanexternalrecruitmentprocedurewithacallforexpressionofinterest(avacancy notice), an internal mobility board (a selection board) and possibly thecomposition of a reserve list. Since the adoption of the internal mobility policy, 5procedureshavebeencarriedout,4in2014and1in2015.During2015aneffectivenetworkof confidential counsellorswassetupatEurojust, inordertoimplementaninformalprocedurerelatingtothepreventionofpsychologicalandsexualharassment.InApril2015theconfidentialcounsellorswereappointedbytheADandinNovember2015themanualofprocedurewasfinalised.An Annual Learning Plan was established in 2015 with 99% of the budget executedcoveringtheprofessionalneedsasidentifiedbytheUnitsandtherespectivemanagers.Atotal of 85 internal courses were organised based on identified learning needs asextracted from learning needs’ analysis and yearly appraisals. These needs formed thebasis of the Annual Learning Plan which included all the technical and personaldevelopment courses as well as the linguistic development of staff to meet the thirdlanguagerequirement.Thetechnicalcoursestoincreaseknow‐howinvariousfieldssuchas ABAC and financial processes, internal control standards and risk management,businessprocesses, legalanalysisand legalknowledge,managementdevelopment,dataprotection, Microsoft Project, and other IT related topics. The personal developmentcoursesaimed to improvestaffmembers’ soft skills suchasmanagementskills, leadingteams,communication,problemsolving,advocacy,timemanagement,presentationskills,ethicsandintegrityandpsychologicalharassment.Inaddition,anewinitiativewassetinplace,the“Lunch&Learn”informalmeetings,witha totalofnineorganised in2015 inorder to fosterabetter informationexchangewithstaff.98%ofstaffperformanceappraisalreportswerecompleted.Eurojustendorsed in June2015the“EurojustCompetency framework”.The frameworkdefines the required behaviours that need to be demonstrated by all staff within theorganisationandisalignedwiththecompetencies,principlesandvaluesoftheEuropeanCommissionandtheEuropeanOmbudsman,relatetoEurojustcodeofconductaswellastotheStaffRegulations(Article11).Twolunchtimeinformationsessionswereorganisedon introducing the framework to all staff and managers. The framework shall beprogressively integrated in all HR processes: recruitment, appraisal, learning anddevelopmentandcareerdevelopment.


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4.3.3Developa framework foracentralisedmanagement informationrepositorybyendQ1andimplementbyend2015Following the enhancement of the organisational planning tool (eMS) in 2013‐14, thenewtimerecordingsystem,eRec(ording),wasreleasedinproductioninQ12015.Duringtheyear,anotherenhancedeRecreleasewasalsoimplemented,whilethetechnicalanduser requirements foranenhancedeMSreleasewereanalysed for implementationanddeliveryin2016.Inaddition,thefurtherdevelopmentofthee‐HRsystemwassupportedby implementing the Joint Supervisory Body (JSB) requirements on logging, and bycompletingtheanalysisandstartingthedevelopmentworkforanumberofadditionale‐HRchangesandforthenewe‐Recruitmentmoduleofe‐HR.Animprovedversionofe‐HRwas introduced in thesummerof2015,whichprovides forabetter customer interfaceandiscompatiblewiththeversionofe‐HRusedbyotherAgencies.

Eurojust continuedworking towards the adoption of an electronic recruitment tool. Inthe course of 2015 the Recruitment team provided the developers with the technicalspecifications for the software. Work on the new tool started in 2015, with the finalproductexpectedtobeintroducedinSeptember2016.

Thestaffengagementsurveythatwasplannedfor2015hadtobepostponedto2017duetobudgetaryrestraintsthatledtoshortfallsinTitle1.

StrategicObjective4.3Professionaliseandenhancethemanagementofhumanandfinancialresourceswhilefocusingondeliveringhighqualityandreliableservices

Summaryofoutputs/outcomes

2.4%vacancyrate,comparedto4.8%vacancyratein2014; TAsturnoverloweredto4.6%comparedto6.2%in2014; HRQuarterlyScorecardintroducedinMarch; NetworkofConfidentialCounsellorswassetupandappointedinApril; AnnualLearningPlanestablishedin2015with99%ofthebudgetexecuted

coveringlearningneedsidentified=>85internalcoursesorganised; EurojustCompetencyFrameworkadopted EnhancedeRecordingsystemreleasedwasalsoimplemented Furtherdevelopmentofthee‐HRsystemsupportedbyimplementingJSB

requirements.Assessment:Eurojustmadesignificantprogressandimprovementsduring2015inprofessionalisingthehumanresourcesmanagementandimprovingqualityandreliabilityofservicesprovidedtothestaffandtheorganisation.


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StrategicObjective4.4ImproveEurojust’sorganisationalcapacityAnnualObjectives4.4.1Tomeetincreasingdemand,reviewandoptimisebusinessprocessestoachieveefficienciesofatleast5%Aimingatoptimisingfinancialprocesses,theABACEnhancementprojectwascompletedin2015byrollingoutadecentralisedABACworkflowtothefourinternalUnitswiththehighestnumberoffinancialtransactions.AnewreleaseoftheeMissionsystem,includingchanges related to the new mission guide, was rolled out in production, and the e‐PRIOR/e‐Procurementimplementationswereadvancedbyclosingthee‐Invoicingprojectwith13Eurojustsuppliersconnected.TheeSubmisionprojectwasinitiated.In April 2015 a Document Management Policy was adopted in order to define theframework for managing HR‐related documents located in the HR DocumentManagementSystem(DMS)workspace.AnewDMSworkspacestructurewasputinplaceinJune2015withalldocumentsscheduledtobetransferredtothenewstructurebyQ22016.At the beginning of 2015 Eurojust was confronted with a budget shortfall ofapproximately €1.7 million in Title 1 due to the ongoing impact of the retroactiveadjustments of the indexation and correction coefficient, the difference between theplanned vacancy rate (8%) and the actual vacancy rate (4.8%), and the anticipatedincreaseofthecorrectioncoefficientandtheindexationfor2015.Asubsequentrequestforanamendingbudgetwasputforward.Inspiteofthehindrances,afterreceiptoftheamending budget, Eurojust achieved a rate of 99.86% budget execution and 88.97%payment execution (0.02% and 1.66% improvement compared to 2014 respectively).Carryoverswerereducedto10.9%ofthecommitments,cf.12.5%in2014,andpaymentexecutionofcarryforwardswasincreasedby0.5%toatotalof87.63%.4.4.2Maintainanddevelop,asnecessary,thephysicalandtechnologicalinfrastructureofEurojusttobesafe,secure,cost‐effectiveandadaptabletothechangingneedsoftheorganisationNo major IT service outages occurred in 2015. As part of the Virtualisation andInfrastructure Programme, all planned technical milestones were reached, includingmigration from Exchange 2010 to Exchange 2013, design of the SharePoint 2013infrastructure, evaluation of servicemanagement tools, evaluation of automation toolsunder the orchestration project, and further services’ migration under the Networksegmentationproject.In relation to the near future move of the organization to its new premises, underconstruction,thecurrenttemporarypremiseswerekeptinuseduring2015.Therefore,minimal investments were made to the infrastructure in light of the developmentsaround the new premises. Due to some structural financial shortages during the yearEurojustwas confrontedwithan increaseofdeferredmaintenancewhilemarginalisingthe resulting residual risks.Special measures were prepared with the Host State that


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would ensure business continuity in case Eurojust had to face large building relatedfailures.Hencemaintenanceandpreventivemaintenancewerekepttoabareminimum.Only intheareaofoperationalsupportdidEurojustpartiallyupgradeandmaintaintheantiquatedaudiovisualsystemsforthebenefitofCoordinationmeetings.StrategicObjective4.4‐ImproveEurojust’sorganisationalcapacitySummaryofoutputs/outcomes Financialprocessescompletedandadvanced:ABACEnhancementproject,new

releaseoftheeMissions,e‐PRIOR/e‐Procurement,e‐Invoicing,and,eSubmissioninitiated=>99.86%budgetexecution,88.97%paymentexecution;carryoversreducedto10.9%ofcommitments,andpaymentexecutionofcarryforwardsincreasedto87.63%;

HRDocumentManagementPolicyadopted; Investmentsininfrastructuremaintenancekeptminimalinlightofdevelopments

fornewpremises;onlypartialtechnicalupgradesdonetosupportoperationalwork.

Assessment:Eurojustorganisationalcapacitywasoptimisedinordertomeetincreasingdemandtoachieveefficiencies,toensurebusinesscontinuityandthetransitiontothenewEJpremises.StrategicObjective4.5EnsurethenewpremisesforEurojustAnnualObjectives4.5.1FinaliseandcommunicatethetransitionplansforEurojust’srelocationtothenewpremisesby31December2015During 2015 the delivery date for the new premiseswasmoved to 1 December 2016.Newlydeterminedtimelinesforconstructionresultedinthefoundationbeingconcludedin 2015 and the first four building levels were erected by end 2015. Constructionremained on schedule and within budget. Eurojust did prepare its transition plan,together with the Host State and Contractor, which was approved by the programmeBoardbylate2015andisduetobeactivatedinQ12016.The project has progressed according to the agreed schedule with the timeframe andmilestonesforthedeliverysummarisedasfollows:


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Milestone Status

1. TheHostStateoffersNewPremises √ Offerreceivedon8July2010

2. CollegeMandateonprogramme √Mandateapprovedon20November

2010(decision2010‐15)

3.Collegeapprovalon(updated)

programmeofrequirements(POR) √ ApprovedonMay132011

4.ApprovaloftheEuropean

Budgetaryauthorities(CouncilandParliament)

√ ApprovedonMay252011

5.CooperationContractwiththeHost

State √ SignedonJune302011

6. DesignTeamSelection √ ContractsignedinMarch2012

7.2012updateprogrammeof

requirements√

ApprovedbytheEurojustProgrammeBoardon27April2012

8. Structuraldesignphase √ApprovedbytheJointSteering

CommitteeEurojuston31May2012

9. Preliminarydesignphase(+) √ApprovedbytheJointSteering

CommitteeEurojuston18February2013

10. Tenderconstruction √Initiatedper1August2013withthepublicationoftheselectionguidelines

11 FinalDesignphase √ApprovedbytheJointSteeringCommitteeon9September2013

12 Technicalspecificationdesignphase √ApprovedbytheJointSteeringCommitteeon19February2014

13Contract(tender)realisationphase

andsubsequentstartofconstruction

√ Contractissignedon24July2014

14 Startofconstruction √ Initiatedin2015–Onprogress

15 DeliveryofNewPremises(Deliverydateasincorporatedinthe

1December2016


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Milestone Statusexecutioncontractforthe

contractor)

16Deliveryexecutionparties(formal

deliverydate) 16January2017

17 Move,relocationandfurnishing January–March2017

As regards the budget outturn in relation to the newpremises, commitment executionwas99%,exceedingthesettargetof95%.Paymentexecutionachieveda72%,comparedtothe71.2%target.Allring‐fencedfundswerecommitted.StrategicObjective4.5–EnsurethenewpremisesforEurojustSummaryofoutputs/outcomes Deliverydateforthenewpremiseswasmovedto1December2016; First4buildinglevelscompletedbyend2015; TransitionplanapprovedbytheProgrammeBoardbyend2015; Commitmentexecutionachievedat99%,paymentexecutionat72%;allring‐fenced

fundscommitted.

Assessment:Eurojusthassuccessfullyremainedontargetandinaccordancewithforecastedplanning,milestonesandbudgetingfortheformaldeliveryofitsnewpremisesbybeginning2017.


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PartII(a)Management

2.1 ManagementBoardTheCollegeheldnineManagementBoardmeetings in2015 .TheCollegedidnotmakeuse of written procedures on Management Board matters; however, the College gaveopinions through preparatory consultation procedures that reduced the time allocatedfordebatesintheCollegeonconcreteproposalsonManagementBoardmatters.The areas of activity of the College as Management Board were mainly related toresources and strategic planning: the amended budget 2015, the Annual WorkProgramme, Budget and Establishment Plans 2016 andMultiannual Staff Policy Plans,FinalAccounts2014,BudgetTransfers, implementationofbudgets,decisionsrelated tothefuturepremisesofEurojust,oversightoftheimplementationofactionplansrelatedtotherecommendationsoftheInternalAuditServiceandtheEuropeanCourtofAuditors,thedischargeprocedureof the annual accounts, adoptionof the implementing rules tothefinancialregulations,declarationsofabsenceofconflictofinterestofthemembersofthe Management Board, guidelines on gifts and hospitality of members of theManagement Board and decisions related to the procedure for the extension of theAdministrativeDirector.TheCollegealsodecidedtolaunchanewselectionprocedurefortheSelectionofanewAdministrativeDirectorforEurojustinNovember2015InaccordancewiththeMemorandumofUnderstandingof20July2012betweenEurojustandtheEuropeanCommission,representativesoftheEuropeanCommissionattendedsixmeetings of the College as Management Board in 2015 as observers. In addition, arepresentative of the Internal Audit Service of the European Commission attended theCollegeplenarymeetingtoinformtheCollegeofongoingactivitiesrelatedtoEurojust.The College held 28 operational meetings with a total duration of approximately 95hours. The College made use of the possibility to receive points for informationelectronically, without the need for discussion. There was extensive use of writtenproceduresandpreparatoryconsultationprocedures,whichreduced the timeallocatedfordebatesintheCollegeonconcreteproposals(onoperationalorpolicymatters).Operationalmeetingsweredevotedtocaseworkandpolicywork.TheCollegediscussed,amongother things, operational issues related to theEAW, theEuropean InvestigationOrder,implementationofArticle13oftheEurojustCouncilDecision.CollegemembersactivelycontributedtotheactivitiescarriedoutbytheCollegeandtheCollege Substructures (i.e. CollegeTeams, Task Forces,WorkingGroups). In this sense,referenceshouldbemadetotheeffortinvestedbyNationalMembersinthepreparationofCollegeplenarymeetings,bothasanoperationalbodyandasaManagementBoard,aswellastothevaluableandsubstantial inputprovidedthroughwrittenandconsultationprocedures,inadditiontotheoperationalworkoftheNationalDesks.


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2.2 MajordevelopmentsEvaluationofEurojustTheE&YFinalReportontheEvaluationofEurojustinaccordancewithArticle41aoftheEurojustCouncilDecisionhasresultedinvaluablerecommendationsandtheadoptionofan internalactionplan inorder to implement theseand improveseveralaspectsof thefunctioningofEurojust.AfulloverviewofthisexerciseispresentedonsectionPARTII(b)EvaluationsofthisReport.PolicyondeclarationsofabsenceofconflictofinterestTheCollegeadoptedon23June2015theformforthedeclarationofabsenceofconflictofinterest.NationalMembers,DeputiesandAssistantshavesignedsuchdeclarationsandaninternalregisterisavailableattheCollegeSecretariat.SucharegisterwasnotifiedtotheDataProtectionOfficerinaccordancewithArticle34oftheDataProtectionRules.

2.3 BudgetaryandfinancialmanagementInaccordancewithArticle33(andArticle37)oftheFinancialRegulationsapplicabletoEurojust, the AdministrativeDirector presented the Final Budget 2015 and the relateddocumentstotheManagementBoardon16December2014.TheFinalBudget2015followedtheestimateofrevenueandexpenditureforthefinancialyear2015(DraftBudgetfor2015)whichwasadoptedbytheManagementBoardon26March2014(CollegeDecision2014‐6).Thefinalbudget2015wasthereforeestablishedbased on the latest information received from the Commission3 and reflected a totalbudgetof€32,994,000,whichwas€91,000lessthanthedraftbudget2015.The chart below illustrates the development of the Eurojust budget during 2012‐2015takingintoaccounttheamendingbudget2014figures:

3DraftGeneralBudgetoftheEuropeanUnionforthefinancialyear2015–Volume3(page813and816)‐COM(2014)723final,dated27.11.2014

30,958

32,567

31,791

32,760

31,744

400

400

566

807

1,060

‐

‐

‐

100

190

29,500

30,500

31,500

32,500

33,500

2011 2012 2013 2014 2015

Budget Development EUROJUSTPeriod 2011‐2015

Additional for New Premises ('ring‐fenced' budget)

Costs New Premises (covered byRegular Budget)

Regular Budget (Net)


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Since the retroactive salary increases and correction coefficient changes announced in2014wereonlymadepublicafterEurojusthadsubmittedits2015draftbudgetproposalto the Commission, the 2015 draft budget did not have sufficient provisions for theseadditionalcosts. Withlettersof2September2014bothLIBEandBUDGCommittees intheEuropeanParliamentweremadeawareoftheshortfall(approx.€1.0million),arisingfromstatutorychangesandtheirimpactonEurojust’sbudget.DespiteanAmendingBudgetfor2014,unfortunatelybothCommitteesvoted4the2015budget without increasing the amount of Title 1 for Eurojust. Thus, there was aremainingshortfallforTitle1inthisfinalbudget.Amendingbudget The budget deficit in Title 1 resulting from the Council’s decisions concerning staffremunerationofDecember20135andApril20146weredetailedinthebriefingnote7oftheAdministrativeDirector to theManagementBoard in2014and in thecourseof theadoptionofthe2015budget8.AscommunicatedtotheManagementBoardattheadoptionofthe2015Budget,afurtheramendingbudgetrequestwouldbenecessaryinrespectoftheongoingTitle1deficitfor2015owingtothelegalobligationsstemmingfromtheCouncildecision.FollowinginformalmeetingswiththeDGJUSTanddetailedanalysisofthedeficitlessanyinternalsavings,anamendingbudgetrequestfor€824,351wasmadetotheDGJUSTinJune20159.DGJUSTsupportedtherequestandtheCommissionapprovedatransfer10toEurojust’sbudgetinthefullamount.

The total increase to Eurojust’s 2015 budget was €824,351 and solely affected Title Isalaryexpendituresandincreasedthe2015budgetto€33,818,351.InaccordancewithArticle34oftheFinancialRegulationapplicabletoEurojust11,anamendingbudgetwasadoptedbytheManagementBoard. Inthisrespect,arevisedstatementofrevenueandexpenditure(amendingbudget)for2015waspresented.Carry‐overfromthepreviousfinancialyear Theamountcarriedoverfrom2014to2015was€4,246,726,ofwhich87.6%wasused.€525,194was cancelledat the endof theyear (compared to€533,911 in2014).The

4DraftGeneralBudgetoftheEuropeanUnionforthefinancialyear2015–Volume3(page813and816)‐COM(2014)723final,dated27.11.20145Regulation(EU)No1416/2013oftheEuropeanParliamentandtheoftheCouncilof17December2013adjustingwitheffectfrom1July2013theremunerationandpensionsofofficialsandotherservantsoftheEuropeanUnionandthecorrectioncoefficientsappliedthereto6 Regulation(EU)No422/2014oftheEuropeanParliamentandtheoftheCouncilof16April2014adjustingwitheffectfrom1July2011 the remuneration andpensions of officials andother servants of theEuropeanUnion and the correction coefficients appliedthereto;Regulation(EU)No423/2014oftheEuropeanParliamentandtheoftheCouncilof16April2014adjustingwitheffectfrom1July2012theremunerationandpensionsofofficialsandotherservantsoftheEuropeanUnionandthecorrectioncoefficientsappliedthereto7BriefingNoteconcerning“budgetarysituation2014–Impactofthesalaryincreaseandremedies”dated09October20148BriefingNoteconcerning“FinalBudgetforEurojust2015”dated16December20149Letterof25thJune2015,KRackwitztoMsPMichou,ActingDirectorGeneral10EmailcorrespondencefromMrFernandoNoguiera(DGJUST)dated15September201511CollegeDecision2014‐1onFinancialRegulationapplicabletoEurojust


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main budget lineswith cancellationswere grants, ICT consultancy costs,meetings andseminars,andrent,water,gasandelectricity.

Table‐implementationofcarry‐oversfrom2014(C1+C4)=2015C8

TitleAmount

carriedoverAmountpaid %

Amountcancelled

%

Title1 139,045 116,660 84% 22,385 16%

Title2 1,557,220 1,386,790 89% 170,430 11%

Title3 2,550,462 2,218,082 87% 332,380 13%

Total 4,246,726 3,721,532 88% 525,194 12%

Eurojustdidnotpayanyinteresttosuppliersforlatepaymentsin2015.Importanteventsduringthefinancialyear TheProjectFinalisationoftheImplementationofnewFinancialWorkflows:AfteracomprehensiveriskandimpactassessmentEurojustcommencedtheimplementationin2014ofanewsetofdecentralisedfinancialworkflowsinABAC.Themainchangesreferredtothefollowing:

‐ TodelegatetheresponsibilitiesoftheAuthorisingOfficertotheHeadofUnits/Services/SectorsofEurojust(insteadofstaffoftheBudget,FinanceandProcurementunit).

‐ To introduce a lighter workflow for commitments, invoices and payments foramountsuptoandincluding€5,000,bywayofapaperlessformatthroughABAC.

The new workflows were implemented in the Information Management Unit, HumanResources Unit and Legal Service Unit/Library in 2014. In 2015, with a modifiedworkflow, the roll‐outextended to theCorporateServicesUnit,which includesalso theEventssector,withasignificantnumberoftransactionsperyear.Throughouttheproject,considerable resources were allocated to training and continuous support to all newfinancialactorsinordertomaintainthehighqualityoftransactions.Theprojectboarddecidedinspring2015thattheprojectwouldbeconcludedafterthislast roll‐out, as the largest budget holders of the organisation had been included. AnevaluationwillbecarriedoutbeforeanyfurtherextensionofthedecentralisationswillbeconsideredatEurojust.Theprojectisconsideredtohavebeenasuccess.


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GrantstoJointInvestigationTeamsAsofJuly2013,EurojustfinancesgrantstoJoinInvestigationTeams(JITs)fromitsownbudget. In 2015 the budget allocated for grants was € 500,000 and eight calls forproposalswere launched.TheregularEurojustbudgetwasbasedonnon‐differentiatedappropriations and hence the need to respect the principle of annuality also whenallocatinggrants.In2015considerableworkwasdonetorevisetheawardandreimbursementguidelines,to simplify the claim requirements for beneficiaries in an effort to speeduppayments.The new guidelines will be implemented as of the 2016 calls for proposals. In 2016,Eurojustwillalsostepovertodifferentiatedappropriationsforitsbudgetlineforgrants.

Table–Keygrantsinformation–Budget2015

Initialbudget €500,000

Numberofcallsforproposals8(ofwhichoneistakenfrom2016

budget)

Numberofapplications 144

Numberofawardedgrants 120

NumberofJITssupportedintotal 68(36fundedforthefirsttime)

TimetoGrant‐average 15days

Inrelationtogrants,theEuropeanJudicialNetwork(EJN)Secretariatprovidedsixgrantstotalling€17,791.57.

NewPremises

TheHost State, togetherwithEurojust, is currently in the process of preparing for thetransitiontotheNewPremisesofEurojust.Theconstructionstartedinspring2015andtheexpectedmoveisplannedforspring2017.Eurojustiscontributing€18.4mtothisproject(=ringfencedbudget),whereastheHostStatecoversthemajorityofcosts.Othercosts,e.g.consultancycostsrelatedtotheNewPremises,needtobeabsorbedbytheregularEurojustbudget.TherelocationwillresultinadditionalcostsforEurojust.ICC,withwhomEurojustshareditstwobuildingssincethebeginning,movedoutinDecember2015.Asofthen,Eurojustbecamethesoleuserofthetwobuildings,whichhasandwillhaveasubstantialimpactintermsofadditionalcosts,asEurojustbenefittedfromgenerouscost‐shareagreementsformanyfacilitieswiththeICC,includingsecurity.Eurojustwillhavetocoveralladditionalfacility,utilityandmaintenancecostsuntilEurojustmovestoitsNewPremises.


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EurojustImplementingRulesInApril2015theManagementBoardadoptedtheEurojustImplementingRulesrelatedtothe Eurojust Financial Regulation. Previously Eurojust had relied on the generalImplementingrulesoftheGeneralFinancialRegulation.

Budgettransfersmadeduringthefinancialyear

Therewerefivebudgettransferoccasionsduringtheyear,whichisthesameasin2014.Transferswereusedtoalargeextenttore‐directfundstoTitle1salaryrelatedcosts,astheamendingbudgetwasnotsufficienttomakeupthedeficitinTitle1.AsagreedwithDG JUST, vacancy rate deficits would be covered by internal savings and retroactiveremunerationdeficitswouldbecoveredbytheamendingbudget.Other budget transfers related to costs for interims, recruitment (vacancy for a newAdministrativeDirector),andthesignificantlygrowingnumberofoperationalmeetings,interpretationcosts,ICTconsultancy,andcostsrelatedtoEJNprojects.Foran illustrationof the transfersperTitle,pleasesee thetableunder ImplementationOverview.ImplementationOverviewRevenueEurojust received € 33,818,351 from the general budget of the European Union all ofwhichwascashed.Otherrevenuecashedin2015hasbeenfrombankinterestgainedontheUnion contribution on theEurojust bank accounts balance of€ 4,320, internal andexternalassignedrevenuesof€29,809,andotherincomeduetoamountsreimbursedbytheTranslationCentrereserves(reimbursedtoallagenciesinproportiontotheamountspaidinprioryears)of€20,459.Expenditure12C1: The budget execution reached 99.86%, representing a surplus of only 0.14% (€48,522).Thisisanimprovementfromthepreviousyear(99.82%).As concerns the payment execution it was relatively high in Title 1 (98.47%), butsignificantly lower inTitle2 (78.41%)andTitle3 (75.95%). This reflects the fact thatmany payments and settlements were outstanding at the end of the year due to themitigation strategies pending the the amending budget,which delayed purchases untilthelastquarterof2015.

12Nomenclatureofappropriations:C1:Currentappropriations;C3:Appropriationsnotautomaticallycarriedover;C4:Appropriationsinternalassignedrevenue;C5:Appropriationsinternalassignedrevenuecarriedover;C8:Appropriationsautomaticallycarriedforward;IC1:Incomevotedinthebudget;IC4:Internalassignedrevenue;R0:Externalassignedrevenue.


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Table‐Budget2015withbudgetimplementation(C1)

TitleVoted2015Budget

Amended2015Budget

NetTransfers

Final2015Budget

Committed2015

Executionrate

(Amended)*%

ExecutionRate

(Final)%

Title1 16,976,924 17,801,275 926,000 18,727,275 18,722,242 105.17% 99.97%

Title2 7,617,612 7,617,612 ‐40,252 7,577,360 7,553,984 99.16% 99.69%

Title3 8,399,464 8,399,464 ‐885,748 7,513,716 7,493,603 89.22% 99.73%

Total 32,994,000 33,818,351 0 33,818,351 33,769,829 99.86% 99.86%

*ExecutionrateinrelationtotheAmendedbudgetwithoutexecutedtransfers.

‐ Title1:ThebudgetneedsinTitle1stayedatthesamelevelasin2014(includingthereplenishment of Title 1 through the amending budget), reflecting a stable level ofstaffingcostsandrelatedexpenses.Thebudgetexecutionreached99.97%,and thepaymentexecutionwas98.49%ofthecommittedamount.

‐ Title2:99.69%of fundswerecommittedunderTitle2 in2015.TheoverallbudgetforTitle2stayedvirtuallyunchanged(increaseof0.63%)whencomparedto2014.Thepaymentexecution(ofamountcommitted)was78.65%.Paymentdecreasedby1.13%inabsolutefiguresanddecreasedby1.09%comparedtoamountcommitted.

‐ Title3:Thebudgetexecutionwas99.73%inTitle3.ThebudgetforTitle3increasedslightly(by1.18%)comparedto2014.Totalfundscommittedin2015alsoincreasedmarginally (by 0.16%) compared to 2014. The payment execution (of amountcommitted) was 76.15%. Payments increased by 10.72% in absolute figures andincreasedby10.65%ifcomparedtoamountcommitted.

Table:Multi‐annualcomparison2010‐2015

2010 2011 2012 2013 2014 2015

VotedBudget(thousands€) 30,163 31,734 32,967 32,359 33,667 33,818

ExecutedBudget(thousands€) 29,510 30,341 32,299 32,234 33,607 33,770

Executionrate(%)–commitments

97.84% 95.61% 97.97% 99.61% 99.82% 99.86%

PaymentExecution(%) 77.56% 78.67% 87.96% 86.82% 87.31% 88.97%

NB.Thebudgetexecution inthistableshowsthebudgetexecutionasknownattheendofthe year (for comparable reasons). In practice the figures are adjusted once the finalimplementationofcarryforwardsisknown(attheendofthefollowingyear).


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C4:Eurojustusedthefollowingitemsofrevenuetofinancespecificitemsofexpenditure:‐ Title 1 (Staff): Revenue arising from the repayment of overpaid training advances,

administrativemissionadvancesandpaymentcorrections‐€1,858.‐ Title 2 (Administrative): Revenue arising from the recovery of vehicle insurance

overpaid due to changed insurance policy, postal charges and repayment oftelephonecostsbystaffmembers‐€11,477.

‐ Title3(Operational):Revenuearisingfromtherepaymentofoverpaidmissioncosts,paymentcorrections‐€6,474.

C5: Total commitment appropriations of internal assigned revenue carried over from2014 to 2015 equal € 9,701, 100% of whichwere executed. The appropriationswereutilised for the expenses, forwhich the revenuewas initially assigned, i.e. training forstaff members, administrative missions, insurances, ICT consultancy and hardware,telecommunicationsandoperationalmissions.R0:TheHostStatecontributedtothecostoftheconferenceonIllegalTradingonOnlineMarketplaces(ITOM)withtheamountof€10,000.

Carry‐overtothefollowingfinancialyear

Table–Carry‐oversto2016,pertitle:

Title

Commitment

Appropriation

Commitment

Execution%

Appropriationnotutilised

PaymentExecution

%CommitmentCarriedForward

%

Title1 18,727,275 18,722,242 99.97 5,033 18,440,326 98.49 281,916 1.51

Title2 7,577,360 7,553,984 99.69 23,376 5,941,452 78.65 1,612,533 21.35

Title3 7,513,716 7,493,603 99.73 20,114 5,706,448 76.15 1,787,155 23.85

Total 33,818,351 33,769,829 99.86 48,522 30,088,225 89.10 3,681,603 10.90

As at31December2015,89.1%of the commitmentshadbeen invoiced,which in turnresulted in an automatic carry‐forward of € 3,681,603, which is a 12.6% decrease incarry‐forwardsifcomparedto2014(€4,211,131).Itisalsoanimprovementintermsofpercentageofthetotalcommittedamount(from12.53%in2014to10.9%in2015).This isverypositivegiventhat the€0.82millionamendingbudgetarrivedonlyendofSeptemberwhichpostponedexpendituresuntilthelastquarteroftheyear.53%oftotalautomaticcarry‐forwards(€1,941,995)relate to ITcosts(Title2andTitle3),which islinkedtothisfact.


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Theautomatic carry‐forward fromTitle1 reflects servicesof interim,medical services,andrecruitmentcosts2015,forwhichEurojustwillonlybeinvoicedinJanuary2016,andtrainingcostsforstaff,whichrelatetotrainingsin2015butthecostswillbereimbursedtostafforpaidtoexternalsuppliersonlyin2016.Title2containscarry‐forwardsofcostsrelating toservicecostsrelatedto thebuilding,utilitycosts,securityservices,andothercostsrelatingtothebuildings inadditiontoITcostsasmentionedabove.Title3containscarry‐forwardsofcostsrelatingtocoordinationmeetingsandseminars,whichtookplacein2015,grants,pressandpublicrelationscosts, librarysubscriptions,aswellasEJNrelatedcosts inadditionto ITcostsasmentionedabove. Therewerenonon‐automaticcarry‐oversin2015.ProcurementnegotiatedproceduresAccordingtoArticle23oftheCollegeDecision2015‐5adoptingtheImplementingRulesof College Decision 2014‐1 on the Financial Regulation applicable to Eurojust, theAuthorising Officer shall record, for each financial year, contracts concluded by thenegotiatedproceduresreferredtoinpoints(a)to(g)ofArticle134(1)andpoints(a)to(d) of Article 135(1) of the Rules of Application. If the proportion of negotiatedprocedures in relation to the number of contracts awarded by the same authorisingofficer by delegation increases appreciably in relation to earlier years the authorisingofficershallreporttotheCollegesettingoutanymeasurestakentoreversethattrend.

Table1:Overviewofprocurementcontractsconcludedin2015

TypeofprocedureappliedNumberofcontractssignedin2015(above€15,000,includinginter‐institutionalcontracts)

Value

Open(includinginter‐institutional)

19 €4,078,036

Lowvalue 2 €105,000

NegotiatedArt134(1)(b) 2 €90,000


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Table2:Comparisontoearlieryears:

Year

Totalnumberofcontractssigned(above15,000EUR)‐including

inter‐institutionalcontracts

Contractsresultedfromexceptionalprocedures(EJIRArt23)‐includinginter‐institutionalcontracts

Proportion

2010 29 6 20.7%2011 36 8 22.2%2012 25 1 4.0%2013 26 3 11.5%2014 27 5 18.5%2015 23 2 8.7%

AVERAGE 27.67 4.17 14.3%Conclusion: The proportion of negotiated contracts signed in 2015 did not increaseappreciablycomparedtoearlieryears.

2.4 HumanResources(HR)managementA97.6%ofthe2015EstablishmentPlanwasexecuted.Thevacancyrateat31December2015was2.4%asopposedto4.8%on31December2014.TherewasnoneedtomodifytheEstablishmentPlanduring2015toaccommodatereclassificationasprovisionswerealready made based on the reclassification percentages per grade and category inaccordancewiththemultiplicationratesforguidingaveragecareerequivalence(Article54oftheCEOS).In2015Eurojustimplementedthesecondwaveofpostreductions(2%‐4posts)inorderto achieve the 5% target agreed by the budgetary authority. The final post reductions(1% ‐ 3 posts) will be implemented in 2016. The post cuts took place in the area ofAdministrativesupportandasaresultstrengthenedthepercentageofOperationaljobsintheorganisation.TheincreasedpercentageofOperationaljobscanbeseenintheresultsofthe2015JobScreeningexercise.During the year a Document Management Policy was adopted so as to define theframeworkformanagingHR‐relateddocumentslocatedintheHRDMSworkspace.Recruitment,TrainingAppraisalandReclassificationPolicies’updateswereinitiatedandthefinalversionsareplannedtobeadoptedduring2016.Eurojust conducted the second job screening exercise in December 2015 based on theCommission’s methodology. In total, 355 jobs were evaluated and screened based ontheirorganisationalrole,jobtitle/descriptionandjobpurpose.


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Theexerciseresultedinthefollowingjobs’categorisation:

‐Operational63.66%‐AdministrativeSupport/Coordination:28.17%‐Neutral:8.17%

Even though this methodology is more applicable to regulatory agencies, rather thanoperationalagencieslikeEurojust,theresultsarecurrentlybeingassessedandmeasureswillbetakeninthenearfuturetoalignasmuchastechnicallypossible,Eurojustjobtypeswith thenewmethodologyprinciples. Eurojust is alsoparticipating in theEUAgenciesJobScreeningworkinggroupsoas tosupport furtherdevelopmentof themethodologyandfacilitatetheinter‐Agencybenchmarking.The number of days of leave authorised to each grade under the flexi‐time andcompensatoryleaveschemesin2015wasasfollows:

GRADE DAYSAST1 0.5AST2 114AST3 159AST4 120AST5 1.5AD5 32.5AD6 121AD7 54AD8 137.5AD9 18SNE 78.5FGII 18.5FGIII 10FGIV 44

2.5 AssessmentbymanagementEurojustconductsitsoperationsincompliancewiththeapplicablelawsandregulations,working in an open and transparent manner and meeting the expected high level ofprofessionalandethicalstandards.Eurojusthas adopteda setof internal control standards13, basedon international goodpractice, aimed to ensure the achievement of policy and operational objectives. AsrequiredbytheFinancialRegulationapplicabletoEurojust, theAdministrativeDirectorhasput inplace theorganisational structureand the internal control systemssuited tothe achievementof thepolicy and control objectives, in accordancewith the standardsandhavingdueregardtotherisksassociatedwiththeenvironmentinwhichitoperates.13EurojustInternalControlFramework–InternalControlStandardsforEffectiveManagementandRequirements,dated15December2010


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Eurojust has assessed the effectiveness of its key internal control systems during thereporting year and has concluded that the internal control standards are effectivelyimplemented. Furthermore, Eurojust has taken measures to further improve theefficiency of its internal control systems in the area of “Risk Management Process”(EurojustICS6)and“EvaluationofActivities”(EurojustICS16).14In addition, Eurojust has systematically examined the available control results andindicators,aswellastheobservationsandrecommendationsissuedbyinternalauditorsandtheEuropeanCourtofAuditors.Inconclusion,managementhasreasonableassurancethat,overall,suitablecontrolsareinplaceandworkingasintended;risksarebeingappropriatelymonitoredandmitigated;and necessary improvements and reinforcements are being implemented. TheAdministrativeDirector,inhiscapacityasAuthorisingOfficerhassignedtheDeclarationofAssurance.

2.6 Budgetimplementationtasksentrustedtootherservicesandentities

Eurojustdoesnothavecrossedsub‐delegationsgrantedtoanotheragencyorinstitution.

2.7 Assessmentofauditresultsduringthereportingyear

2.7.1 InternalAuditService(IAS)TheInternalAuditService(IAS)hadoriginallyplannedtoconductinaccordancewiththeStrategicInternalAuditPlan2014‐201615anInformationTechnology(IT)auditof"DataManagement" in 2015, which however due to scarce IT audit resources had to bepostponed,sincetheIASwasexposedthroughout2015toarelativelyhighdemandforITrelatedengagements,intheCommissionaswellasinEUagenciesandbodies.16The IASplanned therefore to conduct instead inaccordancewith theStrategic InternalAudit Plan 2014‐201617 an audit on “Monitoring and Reporting / Building Blocks ofAssurance”inthethirdorfourthquarterof2015.18Withitsletterdated01September2015theIASinformedEurojustthattheIASauditon“Monitoring andReporting / BuildingBlocks of Assurance”would be conducted in thefollowing year during theperiod25‐29 January2016, so that during the year 2015nointernalauditinEurojustwasconductedbytheIAS.19

14EurojustInternalControlFramework–InternalControlStandardsforEffectiveManagementandRequirements,dated15December201015Ares(2014)1481624–08/05/201416Ares(2015)851658‐27/02/201517Ares(2014)1481624–08/05/201418Ares(2015)851658‐27/02/201519Ares(2015)3598894‐01/09/2015


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It is the understanding of Eurojust that IAS considers the Strategic InternalAudit Plan2014‐201620tobesuitable.

2.7.2 EuropeanCourtofAuditors(ECA)In the opinion of the European Court of Auditors, Eurojust’s annual accounts presentfairly, in all material respects, its financial position as at 31 December 2014 and theresultsofitsoperationsanditscashflowsfortheyearthenended,inaccordancewiththeprovisions of its Financial Regulation and the accounting rules adopted by theCommission’saccountingofficer.21IntheopinionoftheEuropeanCourtofAuditors,thetransactionsunderlyingEurojust’sannual accounts for the year ended 31 December 2014 are legal and regular in allmaterialrespects.22

2.8 Follow‐upofrecommendationsandactionplansforauditsEuropeanCourtofAuditorsIn2011theEuropeanCourtofAuditorscommentedthat:“Inthereportforthefinancialyear2010,theCourtnotedthattherewasscopetoreconsiderthedefinitionofrespectiverolesandresponsibilitiesbetweentheDirectorandtheCollegeofEurojustinordertoavoidtheoverlapofresponsibilities,currentlyresultingfromtheFoundingRegulation.Nocorrectivemeasuresweretakenin2011.”Statusofcorrectiveaction:Ongoing(ThenewEurojustRegulationisunderconsiderationbythelegislator)”InternalAuditServiceAsof27March2015allpreviouslyremainingrecommendationshavebeenclosedbytheIAS. The IASaudited themanagementandorganisationofCoordinationMeetingsandCoordinationCentresinEurojustduringtheperiod01‐05December2014andhasissuedon22April2015afinalauditreportwithonerecommendationonlevel“important”2324.

20Ares(2014)1481624–08/05/201421EuropeanCourtofAuditors,ReportontheannualaccountsoftheEuropeanUnion'sJudicialCooperationUnitforthefinancialyear2014togetherwithEurojust’sreply,dated08September201522EuropeanCourtofAuditors,ReportontheannualaccountsoftheEuropeanUnion'sJudicialCooperationUnitforthefinancialyear2014togetherwithEurojust’sreply,dated08September201523TheIASratesrecommendationsas“critical”,“veryimportant”,”important”,or“desirable”inaccordancewithEuropeanCommission,InternalAuditService,FinalAuditReportonManagementandOrganisationofCoordinationMeetingsandCoordinationCentresinEUROJUST,Annex3RatingsofRecommendations,dated22April2015,Ares(2015)1771020‐27/04/2015.


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InresponsetothisrecommendationEurojusthasimplementedcorrectiveactionin2015.Statusofcorrectiveaction:Completed.

2.9 Follow‐upofobservationsfromthedischargeauthorityThemeasurestakenbyEurojustinthelightoftheobservationsandcommentsmadebythe Parliament in its discharge for the year 2013 (Article 110(2) of the FrameworkFinancialRegulation)arepresentedbelow:

No ObservationoftheDischargeAuthority

ResponseandmeasurestakenbyEurojust

Status/Reference

6.

Considers,ingeneral,thatEurojustshouldpaygreaterattentiontotheprincipleofsoundfinancialmanagementinrespectofthebudgetaryprincipleofannuality,i.e.tousingappropriationseconomically,efficientlyandeffectivelyincarryingoutitsremit;

EurojustcurrentlyevaluatesinconsultationwithDGJusticeandDGBudgettheuseofdifferentiatedappropriationstoensurefinancingofoperationalactivities,whichcannotbeplannedinadvanceandneedtocontinuethroughouttheentireyear.

Ongoing

7.

NoteswithconcernthatthelevelofcommittedappropriationscarriedoverwashighforTitleIII(Operationalexpenditure)atEUR2341825or32%;acknowledgesthatthehighlevelismainlyexplainedbythehandoverofinternalsoftwaremanagementtoanewserviceproviderattheyear‐end;

Eurojustremainsvigilantandwillcontinueitseffortstoreducecarryoverswhereverpossible.

Ongoing

8.

Expressesitsseriousconcernsthatin2013Eurojustmade49budgettransfers,affecting101budgetlines,provingsevereweaknessesinbudgetplanningandimplementationandpoormanagement;encouragesEurojusttofulfilitsgoaltoreducethenumber

Eurojustagreeswiththerecommendationtoreducebudgetlinesandhasdonesoalreadywiththebudgetfor2015.Thisexercisewillcontinueinthefiscalyear2016and2017.

Ongoing

24EuropeanCommission,InternalAuditService,FinalAuditReportonManagementandOrganisationofCoordinationMeetingsandCoordinationCentresinEUROJUST–AuditAnnouncementletter,dated22April2015,Ares(2015)1771020‐27/04/2015.


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Status/Reference

ofbudgetlinesandtoinformthedischargeauthorityonprogressinthisregard;

10.

Regretsthatthereviewingprocesswasnotfinalisedanddoubtsthecommitmenttoimplementastrongpolicyforthepreventionandmanagementofconflictsofinterests,Whilethefailuretoadoptananti‐conflictofinterestspolicypreventsanyconcreteresultsinthismatter;

PleaseseethebelowresponsesandmeasurestakenbyEurojustrelatedtoObservations12and13.

Partiallyimplemented

11.

AcknowledgesfromEurojustthatitconfirmsitsintentiontoreviewitsarrangementsforthepreventionandmanagementofconflictsofinterestsonthebasisoftheCommission’sGuidelinesonthePreventionandManagementofConflictofInterestinEUDecentralisedAgencies;

PleaseseethebelowresponsesandmeasurestakenbyEurojustrelatedtoObservations12and13.


12.

CallsonEurojusttourgentlyadoptitsrevisedarrangementsforthepreventionandmanagementofconflictsofinterests,toinformthedischargeauthorityandtomakepublictheconcreteresultsuntiltheendofOctober2015;

Initsmeetingon13October2015thedraftGuidelinesonthepreventionandmanagementofconflictsofinterestinEurojusthavebeenpresentedtotheManagementBoard,whichwillnowdecideontheiradoptionbeforetheendoftheyear.


13.

AcknowledgesfromEurojustthattheCVsoftheMembersoftheEurojustManagementBoardandoftheAdministrativeDirectorarepubliclyavailableontheEurojustwebsite;notesthatapprovalfromtheEurojust

Withletterdated16July2015EurojusthasinformedthedischargeauthoritythattheCollegeofEurojusthason23June2015adoptedatemplateforthedeclarationsofabsenceofinterestbytheManagementBoard.



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Status/Reference

ManagementBoardforthetemplateforthedeclarationsofinterestsispending;callsonEurojusttoinformthedischargeauthorityabouttheprogressmadeinthisregardassoonaspossible;regretsthatapprovalisstillpendingandcallsfortheadoptionofthetemplatesuntiltheendofJuly2015;urgesEurojusttopublishthedeclarationsofinterestsfilledinbyitsstaffandexpertsuntiltheendofOctober2015;

14.

ConcludeswithregretthatEurojustfailedtoundertakeanyrelevantstepsforthepreventionandmanagementofconflictsofinterestsandtoensuretransparency;

PleaseseetheaboveresponsesandmeasurestakenbyEurojustrelatedtoObservations12and13.


17.

Acknowledgesthatin2013theIASalsoperformedadeskreviewtofollow‐upontheimplementationofitsearlierrecommendations;notesthatatyear‐endnocriticalrecommendationswereopenandthattheimplementationofonerecommendationratedas"VeryImportant"wasdelayedinrespecttotheoriginalplanwhilethesecond"VeryImportant"recommendationwasconsideredclosed;

TheIAShason27March2015closedthisoutstandingrecommendation.

Implemented

18.

NotesthatthereisanongoingissueidentifiedbytheCourtin2011regardingtheoverlapofresponsibilitiesbetweentheAdministrativeDirectorandtheCollegeofEurojustandthatnocorrectivemeasuresweretakenbytheCollegeto

ThismattercanonlyberesolvedbythelegislatorandwillbeaddressedintheongoinglegislativeprocedureforanewregulationforEurojust(ProposalforaRegulationoftheEuropeanParliamentandoftheCouncilontheEuropeanUnionAgencyfor

Ongoing


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Status/Reference

reconsiderthedefinitionofrespectiverolesandresponsibilitiesinordertoavoidtheoverlapofresponsibilitiesasnotedbytheCourtin2010;callsonEurojusttoinformthedischargeauthorityabouttheresolutionofthisissueasamatterofurgency;

CriminalJusticeCooperation(Eurojust),COM(2013)535final,2013/0256(COD),dated17July2013).

PartII(b)ExternalEvaluationInaccordancewithArticle41aoftheEurojustCouncilDecision“before4 June2014andeveryfiveyears[…]theCollegeshallcommissionanindependentexternalevaluationoftheimplementationof theEurojustCouncilDecisionaswellasof theactivitiescarriedoutbyEurojust. Each evaluation shall assess the impact of the Council Decision, Eurojust’sperformance in terms of achieving its objectives […] as well as the effectiveness andefficiencyofEurojust”.EurojuststartedtheprocesstocommissionanEvaluationofEurojustin2013byadoptingTermsofReferencefortheEvaluation,inconsultationwiththeEuropeanCommission.Aprocurementprocedurewascarriedoutinthefirsthalfof2014andE&Y(formerlyErnst&Young),wascommissionedtocarryouttheEvaluationasofOctober2014.TheprocessconcludedinJuly2015bythedeliveryofthefinalEvaluationReport,itsconsiderationbythe College of Eurojust and its forwarding to the European Commission, the EuropeanParliamentandtheCouncil.ThetimelinesfortheEvaluationweremetunderthecoordinationofaninternalSteeringCommitteeappointedby theCollege tomonitorandguide theevaluation.ThisSteeringCommittee has also supervised the drafting of the follow‐up of the recommendationsstemmingfromtheEvaluationReport.Beforeend2015EurojusthasadoptedaninternalAction Plan for the implementation of the recommendations made by E&Y in theirEvaluationReport.TheEvaluationfocussedonthreemainelements:‐ TheimplementationoftheEurojustCouncilDecision;‐ The impactof the2008EurojustCouncilDecisionon theperformanceofEurojust in

termsofachievingitsoperationalobjectives;‐ TheeffectivenessandefficiencyofEurojust’sactivities.


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In order to prepare the Evaluation report, E&Y carried out interviews and surveysinternallyandwithrelevantexternalstakeholders,weregranteddirectobservationoftheworkbeingdoneintheCollegeanddidanintensivedocumentaryreview.In addition to this, the Final report on the sixth round of mutual evaluations, "Thepractical implementation and operation of the Council Decision 2002/187/JHA of 28February 2002 setting up Eurojustwith a view to reinforcing the fight against seriouscrime andof the CouncilDecision 2008/976/JHAon the European JudicialNetwork incriminalmatters”,wasadoptedbytheCouncilinDecember2014,whilethenegotiationsforanewRegulationonEurojustwerestillongoing.The E&Y Evaluation Report took into account the solid work done by the GENVALWorkingpartyinthesixthroundofmutualevaluationandalsotheongoingnegotiationsoftheEurojustRegulationinordertoprovideanupdatedandpracticalresponsetothechallengesahead.Initsreport,E&Ystatedthat“anevaluationmustunderlineareasforimprovement,butitisequally important to underlinewhere the organisation is doingwell” and, in this sense,providedthefollowingstatements:‐ Eurojusthasmanagedtheimplementationofthe2008EurojustCouncilDecisionwell

andassumedaproactiveroleinprovidingassistancetonationalauthorities;‐ Concerning its core operational work, Eurojust is a fundamentally effective

organisationandishighlyappreciatedbynationalauthorities,withwhomithasbuiltahighleveloftrustandacloseandfluidcommunication.

‐ Eurojusthasabsorbedacontinually increasingcaseloadwith limited/stagnantnewresources, attesting to its efficiency and capacity to continue growing in comingyears.

Furthermore,eightmainareasforfurtherdevelopmentwereidentified:1. E&YadvisedEurojusttocontinueplayinganactiveroleintheimplementationof

the2008EurojustCouncilDecision,particularlyconcerningtherecommendationshighlightedbytheGENVALevaluation.

TheCollegeadoptedinOctober2014andrevisedinMay2015aninternalActionPlantoaddresstherecommendationsofthesixthroundofmutualevaluation.Thisisanongoingprocessandprogressistobereportedinthisarea.ActionsproposedbyEurojusttoimplementtherecommendationsofE&YhavebeentakenupintheActionplantoaddresstherecommendationsofthesixthroundofmutualevaluationinordertohaveacoordinatedfollow‐upofactions.2. E&YalsoadvisedEurojusttoreinforceitsstrategicplanningbyprioritizinga

limitednumberofhighadded‐value,specific,measurable,attainableandtime‐boundstrategicprioritiesandmobilisingEurojustresourcesaroundthosewhilstmaintainingareasonablelevelofflexibilitytoallowEurojusttoquicklyrespondtounforeseenrequests.

TheCollegecontinuedtoenhanceitsstrategicandbudgetaryplanningwiththesupport


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of the Administrative Director and will devote a Planning Event in 2016 to discusswhich should be the main 3 strategic priorities of Eurojust and the correspondingallocationofresourcesinordertogainefficiencies.3. E&Ybelievedthatthelegislatorshouldmoreclearlyspecifytherolesand

responsibilitiesassumedbythedifferentactorsatEurojust.

TheCollegecontinuedtofollowupthelegislator’sdiscussionsonthestructureofEurojust;however,whileawaitingchangesinthelegalframework,theCollegeisconsideringapossiblestreamlininginitsstructureand/orworkingmethodsthatmayimprovetheoverallfunctioningoftheorganisation.4. E&YrecommendedEurojusttostreamlinetheworkoftheinternalsub‐

structuresoftheCollege(CollegeTeams/TaskForcesandWorkingGroups),inordertoclarifytheirmandateandobjectivesandensuringthattheirworkisfocusedontheprioritiesadoptedbyEurojust.

Eurojust already started in 2015 an internal reflection on the need to assess theinternal sub‐structuresof theCollege inorder toalign their structureandworkwiththe strategicprioritiesApossible re‐organisationof the internal substructuresof theCollegewillbesubjecttoanespeciallydevotedmeetingoftheCollegeatthebeginningof2016.5. E&Ybelievedthatrulesshouldbeelaboratedtoregulatecoreworkingpractices

inamorecoherentmannertotheextentthattheyhaveanimpactontheefficiencyandeffectiveness.

TheCollegewillconsidertheadoptionofbindingcorporaterulesregardingprocessesaffecting operational work as well as non‐binding guidelines regarding workingpractises.ThisisastepforwardtowardstheharmonisationoftheworkoftheNationalDesksatEurojust.TheCollegewillbedecidingonthesemattersintheQ12016.6. E&YbelievedthatEurojustshouldadoptstreamlinedoperationalproceduresat

NationalDesksinordertobeabletoreceiveamorehomogenoussupportbytheAdministration.

ThisrecommendationislinkedtothepreviousoneandrelatestotheadoptionbytheCollege of the so calledOperationsManual, a compilation of streamlined operationalprocedures of the College, which was significantly advanced during 2015; itsimplementationisexpectedasof2016.7. AccordingtoE&Y,theAdministrationshouldcontinueitseffortstoimprove

results‐basedmanagementandcostaccountinginordertoincreaseefficiencyandbettersupporttheCollegeinitsresponsibilityfordefiningandimplementingtheWorkProgrammeandmakingstrategictrade‐offs.

Eurojustwillfurtherworkonmoretailor‐madeKPIstomeasuretheachievementoftheobjectivessetoutintheAnnualWorkProgrammesandonamorecoherentmonitoringsystem in2016. It isalso the intention toconsider solutions inorder toalsoprovide


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reliable data on the involvement of the Members of the College in the corporateactivitiesofEurojust.8. E&YrecommendedEurojusttocontinueplayingaproactiveroleinthe

alignmentofitsoperationalworkwithEuropeanpriorities,whilstmaintainingtheunderlyingdemand‐drivenapproachoftheorganisation’soperationalactivities.

TheCollegecontinueditseffortstofocusEurojust’soperationalworkonhighprioritycasesasunderlinedbytheCouncilConclusionsandtheEUpolicycycle.ItisforeseentolaunchaninternalreflexiononthepossibilityofencouragingMemberStatestohaveamoredynamicapproachtotheArticle13notificationsbyfocusingonthreemainpriorityareas.TheCollegewillalsoconsiderhowtoprovidebetterstatisticalinformationtolaythefoundationforEurojust’soperationalstrategy.TheActionPlanfortheimplementationoftherecommendationsbyErnst&Youngintheirreport on the Evaluation of Eurojust under Article 41a of the Eurojust CouncilDecisionforeseestheimplementationofactionsleadingtotangibleresultsinthecourseof2016.TheFinalReportontheEvaluationoftheEurojustCouncilDecisionandtheactivitiescarriedoutbyEurojust,isavailablethroughtheEurojustwebsiteat:http://www.eurojust.europa.eu/doclibrary/Eurojust‐framework/ej‐legal‐framework/Pages/other‐relevant‐documents.aspx

PartIII Assessmentoftheeffectivenessoftheinternalcontrolsystems

3.1 RiskManagementEurojusthasidentifiedthemostimportantrisksassociatedwiththeAgency’soperations,asreflectedonthebelowtable:


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NoRiskTitleandDescription

RiskType

ResidualRiskLevel(1lowest–5highest)

RiskResponse(Avoid/Transfer/Reduce/Accept)

ActionPlanSummary

1.

NewPremises

External

3

Reduce

ConductregularmeetingswiththeHostStateontheNewPremisesprojectprogress;

RaisetheawarenessoftheHostStateforthefinancialimplicationsofprojectdelays;

Prepareacontingencyplanforensuringuninterruptedreallifesupportinthecurrentpremises

2.

InterimPremises

External

4

Reduce

RaisetheawarenessoftheHostStateforthefinancialimplicationsofNewPremisesprojectdelays;

RaisetheawarenessoftheBudgetaryAuthorityforthenecessityofadditionalfundingfortheInterimPremisesduringthetransitionperiod

3.

Retentionof

staff

Internal

3

Reduce

RaisetheawarenessofthebudgetaryauthorityonthecurrentmostunfavorableratioofASTpoststoADpostsinEurojust;

EndeavourthatEurojustremainsacareerorganisationdespitereductionsintheestablishmentplan;

EarmarklowergradeASTpoststomeetreductionrequirements;

Ensurethatannualreclassificationexercisesareusedtotheappropriateextent.


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NoRiskTitleandDescription

RiskType

ResidualRiskLevel(1lowest–5highest)

RiskResponse(Avoid/Transfer/Reduce/Accept)

ActionPlanSummary

4.

JITsfunding

External

3

Reduce

ContinueandintensifythedialoguewiththebudgetaryauthorityregardingtheproblemsrelatedtotheinclusionofthefundingforJointInvestigationTeams(JITs)inthefinancialenvelopewiththeaimtofindasustainablesolution;

FurtherimprovethemethodologyusedforforecastingoftheJITs’demandforfuturefunding.

GuidedbytheEuropeanCommission’sRiskManagementFramework25,EurojusthasstartedinOctober2014aninitiativetoalignandextendtheexistingriskmanagementactivitiesintheAgency.Particularemphasiswasplacedinthefirstphaseonthedocumentationoftheidentificationandassessmentofrisksinordertoachieveasolidbasisforthedevelopmentofriskmanagementactionplans.Additionally,Eurojusthasin2015providedextensivetrainingonriskmanagementtoitsmanagersandstaff.

25RiskManagementintheCommission:ImplementationGuide,UpdatedVersion,datedNovember2013


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3.2 ComplianceandeffectivenessofInternalControlStandardsEurojust has adopted a set of internal control standards, based on international goodpractice, aimed at ensuring the achievement of policy and operational objectives.26 Inaddition, as regards financial management, compliance with these standards is acompulsoryrequirement.Eurojust has put in place the organisational structure and the internal control systemssuited to the achievement of the policy and control objectives, in accordancewith thestandardsandhavingdueregardtotherisksassociatedwiththeenvironmentinwhichitoperates.Eurojust annually assesses the effectiveness of its key internal control systems inaccordancewiththeapplicableCommissionguidance.Theassessmentreliesonanumberofmonitoringmeasuresandsourcesofinformationincluding: Deskreviewson formal compliancewith thebaseline requirementsof theEurojust

InternalControlStandardswhoseresultspointedouttoalmostfullcompliancewithalltheICSin2015.

ResultsoftheauditsperformedbytheIASandtheCourtofAuditorsin2015whichconfirmed that the internal control system in place provides reasonable assuranceregarding the achievement of the business objectives set up for the processesaudited.

AuthorisingOfficersbyDelegationdidnotraiseanymajorcontrolweaknesses. Systemicregistrationofexceptions(underEurojustICS8ProcessesandProcedures)

andinternalcontrolweaknesses(EurojustICS14InformationandCommunication).

Considering the requirements specified in the Eurojust Internal Control Framework –Internal Control Standards for EffectiveManagement and Requirements27, Eurojust hasassessed at the beginning of 2015the compliance for the respective Eurojust InternalControlStandards(EurojustICS)asfollows:

EurojustInternalControlStandard Status Comments

1. Mission Compliant

2. EthicalandOrganisationalValues Compliant

3. StaffAllocationandMobility Compliant

26EurojustInternalControlFramework–InternalControlStandardsforEffectiveManagementandRequirements,dated15December201027EurojustInternalControlFramework–InternalControlStandardsforEffectiveManagementandRequirements,dated15December2010


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EurojustInternalControlStandard Status Comments

4. StaffDevelopment Compliant

5. ObjectivesandPerformanceIndicators Compliant

6. RiskManagementProcessPartiallyCompliant

Implementationongoing

7. OperationalStructure Compliant

8. ProcessesandProcedures Compliant

9. ManagementSupervision Compliant

10. BusinessContinuity Compliant

11. Security,FireandSafety Compliant

12. ICTSecurity Compliant

13. DocumentManagement Compliant

14. InformationandCommunication Compliant

15. AccountingandFinancialReporting Compliant

16. EvaluationofActivitiesPartiallyCompliant

ImplementationOngoing

17. AssessmentofInternalControlSystems Compliant

Inconclusion,withtheexceptionofEurojustICS6andICS16,whereEurojustwilltakemeasuresin2016tofurtherimprovetheirefficiency,theinternalcontrolstandardsareeffectivelyimplemented.


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PartIV ManagementAssurance

4.1 ReviewoftheelementssupportingassuranceThe information reported in this Consolidated Annual Activity Report stems from themanagement's opinion based on results of self‐assessments, ex‐post controls, theobservationsof the InternalAuditService,aswell as lessons learnt fromthe reportsofthe Court of Auditors. This approach provides sufficient guarantees as to thecompleteness and reliability of the information reported and results in a completecoverageoftheEurojustbudget.The informationreporteddoesnotresult inanymajor issuesmeritingareservation,asshownbythekeyargumentsfortheassurance: Partial compliance with Eurojust Internal Control Standards 6 and 16 and full

compliancewiththeremainingEurojustInternalControlStandards;weaknessesareknownandaddressed;

Nocriticalissueshighlightedbyinternalorexternalauditors; NomajorissuespointedoutbytheAuthorizingOfficersbyDelegation.

4.2 ReservationsNoreservationsneedtobeissuedfortheyear2015.

4.3 OverallconclusionsonassuranceTakingintoaccounttheabove,theconclusionsofthereviewoftheelementssupportingassurance and the expected corrective capacity of the implemented controls to beimplemented in subsequent years, it is possible to conclude that the internal controlsystemsimplementedbyEurojustprovidesufficientassurancetoadequatelymanagetherisksrelatingtothelegalityandregularityoftheunderlyingtransactions.Furthermore,itisalsopossibletoconcludethattheinternalcontrolsystemsprovidesufficientassurancewithregardstotheachievementoftheotherinternalcontrolobjectives.


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Annexes


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AnnexI. CorebusinessstatisticsStatisticsgraphicsinsertedthroughoutthecorrespondingsectionsabove.


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AnnexII. StatisticsonfinancialmanagementPleaserefer tosection2.3Budgetaryand financialmanagement above,and to theEurojust Report on Budgetary and Financial Management for the year 2015,enclosed.


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AnnexIII. EurojustOrganisationalChart


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AnnexIV. EurojustEstablishmentPlanat31December2015a)Temporaryagents

Functiongroup

andgrade

2013 2014 2015

AuthorisedunderEUBudget

Filledasof31/12/2013


RequestoftheAgency


Perm.posts

Temp.Posts

Perm.posts

Temp.Posts

Perm.Posts

Temp.Posts

Perm.posts

Temp.Posts

Perm.posts

Temp.Posts

AD16 ‐ ‐ ‐ ‐ ‐

AD15 ‐ ‐ ‐ ‐ ‐

AD14 1 1 1 1 1

AD13 1 1 1 1 1

AD12 1 ‐ ‐ ‐ ‐

AD11 ‐ ‐ ‐ ‐ ‐

AD10 6 3 6 7 7

AD9 3 6 5 9 9

AD8 17 15 15 20 20

AD7 15 9 21 20 20

AD6 30 27 23 18 18

AD5 7 6 5 4 4

ADtotal 81 68 77 80 80

AST11 ‐ ‐ ‐ ‐ ‐

AST10 ‐ ‐ ‐ ‐ ‐

AST9 1 1 1 1 1

AST8 ‐ ‐ ‐ ‐ ‐

AST7 ‐ ‐ ‐ ‐ ‐

AST6 ‐ ‐ ‐ 1 1

AST5 2 2 5 17 17

AST4 32 19 47 48 48

AST3 54 62 48 42 42

AST2 38 43 31 16 16

AST1 5 8 ‐ ‐ ‐

ASTtotal 132 135 132 125 125

GRAND

TOTAL213 203 209 205 205


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b)Contractagents

ContractAgentsAuthorised

2013

Recruitedasof

31/12/2013

2014estimate

DB2015estimate

FunctionGroupIV

8 7 8 7

FunctionGroupIII

2 7 2 3

FunctionGroupII 2 11 2 3

FunctionGroupI 3 2 3 2

Total 15 27 15 15


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AnnexV. Humanandfinancialresourcesbyactivity

Enclosure:EurojustReportonBudgetaryandFinancialManagementforthefinancialyear2015PleaseseeEurojustReportonBudgetaryandFinancialManagementforthefinancialyear2015,enclosed.


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AnnexVI. (draft/final)FinancialAccounts2015Enclosed.

EUROJUST Maanweg 174, 2516 AB The Hague, Netherlands

Phone: +31 70 412 5000 - E-mail: [email protected] - Website: www.eurojust.europa.eu