IMPETUSBulletin of the EU Military Staff

Spring/Summer 2011 · Issue #11

EUMS - 10TH ANNIVERSARY

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Congratulations!

Firstly, may I take this opportunity to offer my congratulations to all members and former colleagues of the EUMS as we approach the 10th anniversary of the establishment of the Military Staff on 11 June 2011. As I am about to complete my fi rst year as Director General and as I outline my strategic priorities to you, I feel it would be remiss of me not to acknowledge the work of each of my predecesors Lt Gen Rainer Schuwirth (DE), Lt Gen Jean-Paul Perruche (FR), Lt Gen David Leakey (UK) and their staffs, and that of Maj Gen Graham Messervy - Whiting (UK) and the interim military staff (iMS) team who preceeded the establishment of the Military Staff.

The EU Military Staff has indeed come a long way over the past ten years. As the only permanent military crisis management structure within the EU it has continually evolved to meet the challenges and requirements set by the 27 Member States. Concious of its mission “to perform early warning, situation assessment and strategic planning, also

encompassing identifi cation of forces for missions and tasks referred to in the Treaty of Lisbon”, the EUMS today continues to report directly to Baroness Ashton, High Representative of the Union for Foreign Affairs and Security Policy (HR), and give support to the Chiefs of Defence of the member states through the EU Military Committee (EUMC), the forum in which agreed military advice can be brought to the political level.

Six CSDP military operations and one military training mission since 2003 bears testimony to the added value which the military can bring to the EU Common Security and Defence Policy. We have had a very positive effect in terms of crisis management and no doubt will only continue to do so as part of the European External Action Service (EEAS).

Strategic Priorities - Intent

So where are we going from here? What are our strategic priorities? I hope my intent is clear. EUMS will continue to develop a well structured, trained and capable body of military expertise within the European External Action Service able to deliver

timely, comprehensive military Crisis Management solutions, products

and advice. Furthermore, it will contribute to a more active, coherent and capable Common Security and Defence Policy across the spectrum of missions and operations, in close

collaboration with all EU instruments. Particular emphasis

will be placed on Capability Development, Partnerships and Policy. As always, support to the EUMC will remain a priority task.

Tasks

The key tasks include our ambition to improve the ability of the EUMS, within the EEAS, to plan, enable and support new operations and to effectively contribute to timely crisis response in situations such as that of Libya. EUMS will continue to service the work plans and tasks generated by the High Representative in addition to the provision of strategic level military expertise to the HR, the

PERSPECTIVES

EU Military Staff –Moving Forward

Lt Gen Ton Van Osch (NL) was appointed for a three year term as Director General of the EU Military Staff (DGEUMS) on 27 May 2010. As the EUMS approachs it’s 10th anniversary the Director General outlines his main strategic priorities for the Military Staff.

EUMS has had a very positive effect in terms of crisis management

Lt Gen Ton van Osch, Director General EU Military Staff.

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PERSPECTIVES

EEAS, the EUMC and the wider EU, as required. We will support the HR and the Member States in their efforts to improve the EU’s military capabilities and structures in the fi eld of crisis management by contributing to further developments and emerging concepts.

Operations

CSDP Military operations and missions continue to remain the main focus of EUMS activities. EUMS will maintain its provision of all necessary support to the counter piracy Operation Atalanta and the EU Training Mission Somalia (EUTM), developing and implementing Regional Maritime Capacity Building, in accordance with Member States intent, whilst contributing to EEAS strategic level activity. In addition, the longest running military CSDP operation, Op Althea in Bosnia-Herzegovina (BiH), will be supported as it continues to maintain a calm and stable security environment and promotes its non-executive role in providing capacity building and training support to the Armed Forces of BiH (AFBiH). Notwithstanding current military operations, EUMS must retain and develop its capacity to provide for any further operations or missions while continuing to manage the EU’s Rapid Response Capabilities.

Capability Development.

CSDP has two key dimensions. A Comprehensive Approach to crisis management and

Capability Development. I have put on the record previously that my

immediate predecessor Lt Gen Leakey did an excellent job in improving procedures and concepts for operations and capability development. Indeed in my last appointment as the Military Representative of the Netherlands

to the EU and NATO, I fully supported this objective and intend

to build on the good work in progress. EUMS will undertake concept

development in accordance with the agreed Concept Development Implementation Programme

(CDIP), with special attention to products requiring a wide Comprehensive Approach, whilst contributing to EEAS initiatives in capability development, in particular the development of pooling and sharing, the promotion of synergies in civilian and military capability development, and promoting the requirement of critical CIS enablers for EU operations.

Just as important, EUMS will prepare, participate in and endeavour to ensure the successful conduct of the EU Military Exercise and the Crisis Management Exercise. The Lessons Learned process will be further developed as will civilian/military intelligence cooperation at both the strategic and operational

EUMS will continue to develop a well structured, trained and capable body

of military expertise within the European External

Action Service

EUMS continues to give support to the Chiefs of Defence of the member statesthrough the EU Military Committee (EUMC). © COUNCIL OF THE EUROPEAN UNION

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PERSPECTIVES

levels, expanding the network where possible to include other partners.

Partnerships

EUMS will continue to proactively contribute to the development of the EU’s strategic partnerships with the United Nations and the African Union. This approach complements the guidance derived from both the European Secuity Strategy (2003) and the Report on the Implementation of the European Security Strategy (2008). In the same way we will develop the essential EU-NATO partnership within the framework of higher political guidance and with the support of the member states. NATO will continue to be essential for European security as it offers the military transatlantic link and is the main actor in creating interoperability among its military forces. Directly or indirectly all EU member states benefi t from that.The aim is not to duplicate what NATO is already doing well, but create military capabilities which we can use as EU. These capabilities can also be used within NATO or other international frameworks, if necessary.

Additionally, EUMS must position itself to assist in the consolidation of EU initiatives on key strategic partnerships with USA, China, Russia and India.

Conclusion

The EUMS has come a long way over the past 10 years. Much has been achieved but, as one can see from our priorities, the way forward is set to be both

challenging and rewarding. Our transfer to the EEAS perhaps caused some concerns

that the role of the military would diminish within this very large

civilian organisation. The opposite, I believe, is true. As DGEUMS, I now have a much better situational awareness of

crises and the options we have to solve them. The military are just

one of the many organizations available to solve problems. For the fi rst

time we now sit around the table with all other relevant actors within the EU. Together we are much more capable of fi nding solutions. As the EUMS moves forward, I believe we will contiuue to develop as a team of military experts and also as a teamplayer within the broader EU context.

CSDP Military operations and missions continue to remain the main focus of

EUMS activities

Lt Gen Van Osch with Mr David O’Sullivan, Chief Operating Offi cer EEAS (Left),and Mr Pierre Vimont , Executive Secretary General EEAS.

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Baroness Ashton, High Representative of the Union for Foreign Affairs and Security Policy.

As we continue to develop the External

Action Service, we face a number of international crises which require an effective EU response. At such moments, I feel reassured that I can rely completely on the professionalism and expertise of my staff. The EU Military Staff, without doubt, offers me just that sort of reassurance.

Over the past 10 years, the EUMS has developed from a small, innovative and pioneering interim Planning Cell into a mature and professional Military Staff, well respected both inside and outside the EU Institutions. Together with our other crisis management instruments, the Military Staff has become indispensable, not only in crisis prevention, management and response, but also in the EU’s relations with other international organisations. It has also played a leading and vital role in the development of concepts and capabilities.

The many success stories in the fi eld of EU-led military CSDP operations and missions - from CONCORDIA and ARTEMIS to EUFOR Congo and EUFOR TChad/RCA, from ALTHEA to ATALANTA and EUTM Somalia - would not have been possible without the dedication of the Military Staff. And many of the EU-led Civilian Missions would not have been as successful without the professional support of the military. Originally based in the General Secretariat of the Council, the Military Staff is now quite rightly an integral part of the EEAS, where it has quickly become a key and valued player.

To the Director-General EUMS, Lt Gen Ton Van Osch, and all the sailors, soldiers, airmen, marines and civilian colleagues, as well as their predecessors in the Military Staff, may I offer my sincere congratulations both on the 10th anniversary of the establishment of the EU Military Staff and for a job well done. I know I can continue to count on you in the future!

General Håkan SYRÉN,Chairman EUMC.

Ten years have passed since the establishment

of the EU military structure in Brussels. The idea to establish the Military Committee and the Military Staff was fi rst set out by the European Council in Cologne in 1999 and that idea was fi nalised by Council decisions at the beginning of 2001.

Over the ten years, the EU Military Staff has evolved into the highly effi cient military body that we know today. As Chairman of the Military Committee I am constantly aware of the vital role that the staff is playing in transforming CSDP theory into practice. It is worth reminding ourselves that it is a small staff, the performance of which is entirely dependent on the high competence and commitment of its individual members at all levels.

A number of important milestones has been achieved since the fi rst military operation Concordia was launched in 2003. Four operations have been successfully completed. Two operations and a mission are ongoing and evolving to meet changing conditions and objectives. Two Battle Groups are constantly on high readiness.

The EU Security Strategy has defi ned a broad set of goals for the CSDP and we are getting daily reminders that the concrete challenges in a rapidly changing world are greater than ever.

The Lisbon Treaty has provided a new and more comprehensive framework that we together have to fi ll with substance. The Military Staff will continue to be a vital part of the future structure.

On behalf of the Military Committee I congratulate the former and present members of the EU Military Staff on their solid and professional achievements during the last ten years. The next ten years will be no less challenging and I am convinced that the EU Military Staff stands ready to play its part in enhancing the role and effi ciency of the CSDP.

Messages of congratulations

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Lt Gen (Retd) Jean Paul Perruche (FR), DGEUMS 2004 - 2007

On the occasion of the10th anniversary

of its creation, I am pleased to express my warm greetings and congratulations to the EUMS for the terrifi c work accomplished since 2001. In less than ten years, it has become the central piece of the military expertise of the EU. Its effectiveness recognized in all EU institutions is proven not only by the 6 successful military operations and one mission launched by the EU since 2003 but also by its enormous contribution to the other civilian or civilian-military operations and CSDP missions.

Lying at the political strategic level the EUMS must be praised for its responsiveness and fl exibility to provide all the necessary information regarding the planning and running of operations in the absence of a permanent operational EU chain of command. Its role should be even reinforced within the newly created EEAS where its culture of comprehensive approach should make it a key actor in the preparation of future EU initiatives in the framework of an enhanced CSFP.

From my current position as Research Director in the French « Institut de Recherche Stratégique de l’Ecole Militaire » de Paris, I keep an attentive eye on the issues dealt with by the EUMS and wish the very best of success to all its members in facing the future security challenges of the EU.

It is hard to believe that the EUMS is already celebrating its tenth anniversary. In a short time much

has been achieved in establishing the credentials of the EU’s military capability, in delivering successful military operations, contributing to civilian missions, and supporting EU institutions and strategies in less visible ways. Many congratulations.

My small part over three years as the ‘DG’ was memorable, fi rst, for the astonishment of many that a supposedly euro-sceptic ‘Brit’ could be appointed to this post. But I enjoyed helping to prove that the EU had a useful, if not vital, role as a European military actor in areas where NATO or the UN were

not appropriate or available actors and, moreover, where the EU could bring a more comprehensive civ/mil approach.

For me the greatest personal reward of the job was the satisfaction of delivering successful operations. Even if some of the operations were relatively small and not much publicised in some Member States, their impact was invariably positive -

Bosnia, Chad and Central African Republic, Counter-piracy in the Indian Ocean. Second greatest reward was the military team spirit both in the EUMS and in the deployed contingents. Long may it continue. I watch with interest from my new job as Black Rod in the House of Lords!

Lt Gen (Retd) Rainer Schuwirth (DE), DGEUMS 2001 - 2004

I extend my cordial congratulations to all its military and

civilian members upon the 10th anniversary of the European Military Staff. Let me also add my high appreciation and respect for your achievements and your strong support for the European – now Common – Security and Defence Policy.

Ten years ago, we had to turn a political decision into reality. Already in 2000, Maj Gen G. Messervy-Whiting had directed the initial “groundwork” of a small skeleton staff occupying two former meeting rooms in the Justus Lipsius Building. But in 2001, the development rapidly gained momentum: the arrival of more and more staff personnel, the move into the Kortenberg Building, the development of internal procedures, the organization of equipment, the establishment of an initial local area network, the increasing demands of the Military Committee for concepts and procedures, and the cooperation with the emerging civilian ESDP structures. And in between there was this particular highlight: the designation as “EUMS” on 11 June 2001 – shredding the “i” for “interim” which we had to carry thus far. Then, nobody dared to think that already in the third year of our existence we would contribute to run two military operations – CONCORDIA and ARTEMIS.

I am happy to say that my tour as the fi rst Director General was a particular honour and privilege. It was a breathtaking period and I have best memories of our excellent team. To you, the current EUMS, congratulations again and best wishes.

Lt Gen (Retd) David Leakey (UK), DGEUMS 2007 - 2010

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INT

The first ten years of military Intelligence Support for the work of the EU.

By Col (GS) Dieter HAAG (GE Army) and Lt Col (GS) Carlos BERNARDO ANAYA (ES Air Force)

Introduction

When the Directors of Defence Intelligence Organizations (DIOs) met in the EUMS format for the first time ten years ago, they didn’t quite know

what to expect.

What would be the exact role of the newly established EUMS in the EU environment and, in particular, what would be the scope of the Intelligence support required? Would there just be a military advisory role focussed on long term risk assessments? Or would there be a concrete task to support EU-led military operations? And, most importantly, would the new EU Intelligence body be just another international customer and rival NATO for the scarce Intelligence resources of the Member States (MS)?

In those days, there were more questions than answers. But the EUMS INT Directorate has come a long way since then.

The task of the Directorate has remained essentially the same: “To provide Early Warning and Situation Assessment, to contribute to Advance Planning and to provide Intelligence for Crisis Response Planning, Operations and Exercises”.

But in real terms, EUMS INT is providing support covering the whole bandwidth of Intelligence requirements. From long term assessments to, from time to time, operational level work.

And NATO? As it has turned out, the Intelligence work of EU and NATO are complementary, reinforcing each other. NATO strength has always been Military Intelligence, whilst the EU has embarked on a more joint, more comprehensive approach for Intelligence from the beginning.

EvolutionAt the early stage of the establishment of the EUMS in 2001, the then so called Intelligence Division had hardly any analytical capacities of its own or Intelligence support other than open sources.

To overcome this shortfall, the DIOs of the Member States and EUMS INT arranged the establishment of a “National POC1 + connectivity link” system. According to this arrangement, EUMS INT sends Requests For Information (RFIs) to the Member States’ DIOs, and they provide a response, albeit on a voluntary basis. This means that EUMS INT has got direct secure point to point links to the capitals - a big advantage in an environment of quickly emerging threats and Intelligence support requirements.

In 2006, based on the framework of the Follow-up to Hampton Court process, the SG/HR, Javier Solana, proposed the establishment of a more effective situation and risk assessment capacity. The idea was to bring together, in a functional way, the analytical capacities from both the EU Situation Centre (SITCEN) and EUMS INT, thus benefiting from a wider knowledge base for producing enhanced and more reliable Intelligence. In a way, SITCEN and EUMS INT embarked on a comprehensive approach for Intelligence

1 POC: Point of Contact.

support very early. They were pioneers in the field of producing synergies by a joint civ-mil approach.

The Single Intelligence Analysis Capacity (SIAC) arrangement2 was signed the same year. Ever since, SITCEN and EUMS INT have been working in close co-operation to generate wide ranging all source Intelligence products. Even though some hurdles had to be overcome at the practical level, the enhanced outcome of this “team-working” has been widely recognised by all Intelligence actors in the EU environment. Irrespective of the EU internal arrangements, however, the quality of the SIAC products still depends on the value of the contributions from the MS3.

To sum up, significant developments have taken place during the first ten years of the EUMS. Compared to other international organizations, this is a relatively short period of time. And we are just at the beginning of an evolution process that will allow further improvements of Intelligence support within the structures of the EEAS in an interdisciplinary approach.

EUMS INT Organizational StructureThe Intelligence Directorate is organized into three Branches, reflecting the classical division of labour in Military Intelligence: Policy, Requirements and Production.

This “standard” organizational structure was adopted from the beginning. The only major change has been the incorporation of the GEOSPATIAL Cell in the Requirements Branch in 2009.

The Policy Branch is responsible for developing intelligence-related concepts in close co-ordination with the relevant EU civilian bodies. It also contributes to the planning of EU Military Operations and prepares scenarios and Intelligence specifications for EU exercises. Very importantly, the Policy Branch organizes the annual Military Staff Intelligence Directors Conclave (IDC). This is an informal forum for sharing views and co-ordinating actions among the Member States DIOs and the EUMS.

Requirements Branch is in charge of fostering relations with EU Member States’ DIOs. It manages the flow of information and Intelligence between EUMS INT and the DIOs, co-operates with the EU Satellite Centre in Torrejón, Spain, and performs a co-ordinating role for EU ISTAR capability development.

Production Branch is the key component of EUMS INT. It is responsible for products to meet EU requirements. The analysts working in this branch are grouped into thematic and regional task forces. This branch works in close co-operation with the EU SITCEN through the SIAC mechanism and develops -together with SITCEN- joint, all source, Intelligence products.

2 Single Intelligence Analysis Capacity is a functional arrangement between EU Situation Centre (SITCEN) and EUMS INT for the co-operative production of Intelligence.

3 One of the measures derived from the Post-Wiesbaden measures was to “enhance Member States Intelligence and Information support to the EUMS”.

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INT

Current SituationWith the implementation of the Lisbon Treaty and the establishment of the European External Action Service (EEAS), new challenges have emerged for the EU Intelligence community. New organizational structures, new actors and new customer requirements, require re-focussed Intelligence support. In a rapidly changing strategic environment, the need for accurate and time-critical Intelligence support can’t be overstressed.

In line with the C o m p r e h e n s i v e Approach, the EU Intelligence community has to have access to all information available to the EU. To make the best use of resources, Intelligence production must be a cross-EU, multi agency and multi source activity, responsive and adaptive to meet the emerging challenges. The traditional boundaries between Foreign, Internal, Military and Economic Intelligence will increasingly have less relevance.

To meet all these challenges, a systemic transformation is needed in the EU Intelligence world. At this stage, it is essential to revise and optimize processes, to change the information sharing Intelligence culture within the EU bodies, to move from the “need to know” principle to a “responsibility to share”, to adopt suitable technology and adapt the conceptual approach to the Intelligence support function. In short, to promote the whole Intelligence effort of the EU and produce Intelligence tailored for decision making in the EEAS in a more operational and dynamic environment.

Upcoming DevelopmentsAgainst this background, EU Intelligence stakeholders have initiated the development of guidelines for “Overarching Intelligence Support for the EEAS”. The idea is to take into account all recent developments, inside and outside the EU, and to design an Intelligence support package that has clear responsibilities and unambiguous direction, encompassing rapid production and fast, secure and reliable dissemination of products. The enhancement of the co-operation between EU SITCEN and EUMS INT is currently examined and focussed on streamlining/harmonizing working processes and eliciting additional synergetic effects. The development of a secure EU Intelligence domain within the wider EEAS Systems Support Architecture will be a vital prerequisite to exploit fully the potential of enhanced Intelligence support. Such a domain should provide connectivity to all actors and IT tools to support the work of the analysts, be they civilian or military.

EUMS INT may have come a long way in the last ten years, but History has demonstrated time and again that appropriate Intelligence has always been and will be the fi rst line of security.

To further strengthen this fi rst line of security, EUMS INT still has a lot of work to do in close conjunction with our civilian colleagues.

The longer you look at the picture, the better you will understand the EU intelligence environment.

GENERAL EU INTELLIGENCE LANDSCAPE

Open Source

All SourcesSIAC

Intel Product

Defence Intel Org(Foreign & Military)

Civilian Intel Org(Foreign & Security)

EU SITCENEU SITUATION CENTER

Other EEAS Bodies

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LOGISTICS DIRECTORS OF THE EUMS

Logistics Directors of the EUMSBrig Gen Vincenzo Puri (IT),EUMS Logistics Director (2010 - )

While each of my distinguished colleagues will

refl ect briefl y on their three years as EUMS Logistics Directors, I have only the benefi t of one year in offi ce - one year that has been extremely rewarding both from a personal and professional point of view.

The past year has been very challenging. My well motivated and professional EUMS LOG DIR Staff is continuously engaged in developing new tasks in the logistic fi eld; some of them operational in nature, such as Operation ATALANTA, EUTM Somalia; some institutional such as EU-UN and EU-NATO relationships, and of course EUMS-EDA cooperation. In my opinion, the event that stands out most in relation to Logistic Directorate activity in my fi rst year was the activation of the EU Movement Planning Cell (EUMPC) together with the Commission (CION/MIC) in August 2010, during the Humanitarian Disaster Response in the Pakistan fl ooding. It was the fi rst time that the EUMPC (three Offi cers and one Warrant Offi cer from EUMS LOG DIR) was activated by CION.

The EUMPC worked closely with NATO and the Multinational Coordination Centre Europe (MCCE) in Eindhoven. In a relatively short space of time, three European military aircraft transported more than 200 tons of cargo (Medical and Humanitarian aid) to Pakistan.

The impact of this cooperation between CION/MIC and LOG DIR EUMPC was so successful that the European Parliament Security and Defence Commission invited EUMS and other bodies such as MCCE, AMSCC, MIC, NATO IS to brief the European Parliament (EP) on this model of cooperation on 6 December 2010.

As the EUMS is about to celebrate its 10th anniversary, I look forward with confi dence to challenges ahead, safe in the knowledge that the excellent work achieved by my predecessors and the quality and professionalism of all my staff will serve to advance our ever increasingly important work.

Brig Gen Juan Antonio Castillo (ES), EUMS Logistics Director (2001 - 2004)

At the very beginning we in the EUMS

Logistic and Resources Division (L&R) had to ride the momentum towards Helsinki’s Headline Goal of “being able, by 2003, to deploy within 60 days and sustain for at least one year forces up to corps level (60, 000 persons)” with a view to carrying out all the so-called “Petersberg” tasks defi ned by WEU and incorporated in the Treaty on European Union.

One of the main contributions of the L&R during the Spanish Presidency was the proposal for a fi nancing arrangement later known as Athena. The EUMS, under Mr Solana, submitted three options to the member states. The fi rst envisaged charging the states for the entirety of the operational expenditure based on gross national product—‘all costs are common’. Some Member States opposed it, advocating a second proposal—the use of an existing NATO system (‘costs lie where they fall’). The system could reduce the administrative burden at the ‘top’ of the EU, since member states would be responsible for the management of the operational costs. The third, ‘intermediate’ or compromise option would increase common costs (e.g., renting buildings or the cost of temporary staff) but charge operational spending to member states participating in any operations.

No exercising ever matches real life, so all our efforts were rewarded with the very successful Concordia operation, March - December 2003, to contribute to a stable, secure environment, to allow the FYROM Government to implement the Ohrid Framework Agreement. It was closely followed in June by Operation Artemis to separate the warring parties around Bunia, eastern DRC, until the arrival of UN forces. If anything, the joint endeavors tested and stretched to the limit the airlift capabilities of Member States leaving valuable lessons learned.

Happy 10th anniversary to the EUMS and the very best for the future!

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LOGISTICS DIRECTORS OF THE EUMS

Brig Gen Lennart Bengtsson (SE), EUMS Logistics Director (2004 - 2007)

I had the pleasure to serve as Director LOG/RES Division

2004-2007. This period was perhaps mostly characterized by transition from a conceptual to a more operational phase.

It wasn’t any longer “only” concepts to deliver when time so permitted. It was real operations that would be suffering if we failed to deliver what was expected from us on time.

LOG/RES Division had not only to support preparations for military operations like ALTHEA and EUFOR RD CONGO. We were also heavily involved with the whole multitude of police and civilian operations.

In order to get more proactive, we launched the “LOG/RES Management Plan”. It was simply a braking down of our Terms of Reference etc. to subtasks with attached division of responsibility. The need to participate in a long range of fact fi nding missions led us to produce a “Fact Finding Mission Template”. I only had one subject-matter expert in each area and we could only send one or perhaps two logisticians if any, in each fact fi nding mission. We then put together a template with a series of relevant questions regarding LOG/RES different areas of expertise. After one year we had our “Logistics Basics Library” collected. If any selected area was considered for a EDSP-activity, we had immediate facts and fi gures at hand regarding airports, need for vaccinations, standards of infrastructure etc.

To conclude, my time at EUMS stands out as one of the highlights of my career. I had interesting tasks in a stimulating environment, but above all, highly devoted and competent colleagues not least within the LOG/RES Division.

Brig Gen Michael Finn (IE),EUMS Logistics Director (2007 - 2010)

I served as Director of Logistics from March 2007 to March 2010.

From the outset, I was impressed with a unique group of logistic experts who took great pride in their work and were determined to maximise their contribution to the EUMS and the EU as a whole.

My fi rst six months were largely devoted to successfully securing EUMC agreement for a range of revised Logistics Support Concepts. The EU at this time were looking at the Lessons Learned from its latest military operation, EUFOR RDC. This process ultimately led to a restructured EUMS with the welcome return of all logisticians into Logistics Directorate under my functional control.

In the course of these developments, the likelihood of a new operation in EUFOR Tchad/RCA was being mooted. More than any previous ESDP-led operation, the logistics function was to govern the operational limits and the logistic challenges required continuous integration of logistic issues into all stages of the planning process. I was proud of the manner in which the Directorate contributed to the Operation and supported the OHQ logistics staff, particularly during the forming-up phase with deployment and fi nancial aspects. Likewise, Logistics Directorate provided valuable advice for EUNAVFOR OP ATALANTA and established a sound professional relationship with staff at that OHQ.

Logistics Directorate also assisted CPCC planning for missions such as EUSSR Guinea-Bissau, EULEX Kosovo and particularly, EUMM Georgia, where signifi cant Directorate resources were allocated to ensure the rapid deployment of monitors and their vehicles.

By the end of my tour, I was proud of the excellent relationship established by the Directorate with OHQs, NATO IS and IMS, the EDA, ATHENA staff and other Council bodies to facilitate better harmonisation in the logistic domain for the benefi t of the EU. I greatly relish the friendships made and it was with some sadness, but also a great sense of pride that I handed over three (3) vibrant Branches to my successor, Enzo Puri.

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GLOBAL MEMO

Since 2003, the EU has conducted, or is conducting, 24 missions and operations under CSDP. Seven of these are military operations/missions. The rest are civilian missions, although in many cases, a high proportion of personnel are also military. Currently,

the EU is undertaking 12 missions and operations under CSDP (3 military, 9 civilian)

Missions/Operations EUROPE AFRICA MIDDLE EAST ASIA

Military

CONCORDIA(FYROM)Mar-Dec 03

EUFOR ALTHEA(Bosnia i Herzegovina)Dec 04 -

ARTEMIS(Ituri province, Congo RDC)Jun-Sep 03

EUFOR RD Congo(Congo RDC)June 06 - Nov 06

EUFOR TCHAD/RCA(Chad-Central African Republic)Jan 08 - March 09

EU NAVFOR ATALANTA(Coast of Somalia)Dec 08 –

EUTM Somalia(Training Mission - Uganda)Apr 10 –

Civilian

EUPOL Proxima(FYROM)Dec 03 - Dec 05

EUPAT (FYROM)Followed EUPOL ProximaDec 05 - June 06

EUPM BiH(Bosnia i Herzegovina)01 Jan 2003 - 31 Dec 2011

EUJUST Themis (Georgia)Jul 04-Jul 05

EUPT KosovoApr 06 - 08

EULEX Kosovo16 Feb 2008 - 14 June 2012

EUMM Georgia01 Oct 2008 - 14 Sept 2011

EUSEC RD Congo(Congo RDC)June 05 –

EUPOL Kinshasa(Congo RDC)April 05 - June 07

EUPOL RD Congo(Congo RDC)July 07 - Sept 11

EU SSR Guinea-BissauFeb 08 - Sept. 2010

AMIS II Support(Darfur province, Sudan)Jul 05 - Dec 07

EUPOL-COPPS(occupied Palestinian territories)Jan 06 - 31 Dec 11

EUJUST LEX-Iraq(Iraq)Jul 05 – Jun 2012

EUBAM Rafah(occupied Palestinian territories) 30 Nov 05 – 24 May 2011 (discussion on extension until 31 December 2011 ongoing)

AMM(Aceh province,Indonesia)Sept 05 - Dec 06

EUPOL AFGHANISTAN(Afghanistan)15 June 07 - 14 June 2013

Note: Missions/Operations in bold blue are ongoing. * as of 01 April 2011.

EU Missions and Operations*

13

GLOBAL MEMO

EUROPE CIVILIAN MILITARYCIVILIAN MILITARY

GEORGIA

EUMMType: EU Monitoring Mission under CSDP framework.

Objectives: EUMM Georgia is monitoring the implementation of the ceasefi re agreements of 12 August and 8 September 2008, brokered by the EU following the August 2008 War between Russian and Georgia. The Mission was launched on 1 October 2008, with four mandated tasks:Stabilisation: monitoring, analysing and informing about the situation pertaining to the stabilisation process, centred on full compliance of the agreements of 12 August and 8 September.Normalisation: monitoring, analysing and informing about governance, rule of law, security, public order and the return of internally displaced persons.Confi dence building: contributing to the reduction of tensions through liaison and facilitation of contacts between parties.Information: providing objective information on what is happening on the ground in Georgia.

Mandate: The mission was launched on 1 October 2008. Mandate has been extended until 14 September 2011.

Commitment: Authorized strength : 333 international staff. Current strength : 296 international staff, 3 Brussels Support Element and 105 local staff. 26 EU MS are contributing to the Mission. The budget is €78.7 M (Oct 2008 - Sept 2011). The Mission is headquartered in Tbilisi with 3 Regional Field Offi ces and 3 Forward Operating Bases.

Head of Mission:

Col Jussi Saressalol (FI) is the acting Head of Mission. (Pierre Morel (F) is the EUSR* for the crisis in Georgia)

KOSOVO

EULEX KOSOVOType: The EU Rule of Law Mission in Kosovo (EULEX) is the largest

civilian mission ever launched under the CSDP.

Objectives: EULEX Kosovo’s mandate is to monitor, mentor and advise local authorities with regard to police, justice and customs, while retaining executive responsibilities in specifi c areas of competence (organized crime, war crimes, inter-ethnic crime, public order as second security responder, etc.).

Commitment: Authorised strength: 1950 internationals. Currently circa 1650 internationals in Kosovo, 5 Brussels Support Element and circa 1200 local staff. All EU MS and 6 Third States (Croatia, Norway, Switzerland, Canada, Turkey and USA) are contributing to the Mission. Budget: €165 M till 14. The HQs is located in Pristina.

Mandate: EULEX KOSOVO was launched on 16 February 2008. Mandate extended until 14 June 2012.

Head of Mission:

Xavier Bout de Marnhac (FR) is the EULEX Head of Mission as of 15 October 2010. Andy Sparkes (UK) is the Deputy Head of Mission (Pieter Feith (NL) is the EUSR* in Kosovo).

BOSNIA

EUFOR ALTHEAType: Military EU-led operation.

Objectives: To conduct operations in line with its mandate: providing deterrence; ensuring continued compliance in relation to the responsibilities specifi ed in the Dayton Agreement; and contributing to the maintenance of the safe and secure environment. EUFOR continues to support the BiH law enforcement agencies in fi ghting organised crime in close cooperation with the EU Police Mission. EUFOR also continues, within means and capabilities, to stand ready to support the International Criminal Tribunal for the former Yugoslavia (ICTY) in search for Persons Indicted for War Crimes (PIFWCs). Furthermore, EUFOR provides capacity building and training to Armed Forces of BiH.

Mandate: In December 2004, EUFOR took over responsibility to maintain a safe and secure environment in BiH from the NATO-led mission SFOR, under chapter 7 of charter of the United Nations.

Commitment: About 1500 troops from 22 EU Member States and 5 Third Contributing States. They are backed up by over-the-horizon reserves. EUFOR was successfully reconfi gured during 2007 and remains ready to respond to possible security challenges. The common costs (€21M) are paid through contributions by MS to the fi nancial mechanism Athena.

Command: The operation is conducted under Berlin+ arrangements, where NATO SHAPE is an Operational HQ and DSACEUR Gen Sir Richard Shirreff (NATO) is appointed as the Operation Commander. Major General Bernhard Bair (AT) is the COM EUFOR.

BOSNIA

EUPMType: Police mission. EUPM was the fi rst CSDP operation launched

by the EU on 1st January 2003.

Objectives: EUPM seeks to establish effective policing arrangements under BiH ownership in accordance with best European and international practice. EUPM aims through mentoring, monitoring, and inspecting to establish a sustainable, professional and multiethnic police service in BiH. Provides support in the fi ght against organised crime and corruption.

Mandate: Initiated in January 2003. EUPM I extended into EUPM II (Jan 2006-31 Dec 2007) with a refocused mandate on the above mentioned objectives. EUPM II has been extended into EUPM III from 1 Jan 2008 until 31 Dec 2009. Mandate extended until 31 Dec. 2011.

Commitment: Authorized strength : 197 international staff. Current strength : 125 international and 163 local staff. 22 EU MS and 3 Third States (TU, CH, UKR) are contributing to the Mission. The budget is €14,1 M.

Head of Mission:

Brig. Gen. Stefan Feller (DE) is the Head of Mission.(Valentin Inzko (AT) is the EUSR* in BiH.)

14

GLOBAL MEMO

AFRICA CIVILIAN MILITARY

SOMALIA

EU NAVFOR Somalia (Operation “Atalanta”)Type: First EU maritime operation, conducted in the framework of the

CSDP.

Objectives: In support of 3 UN Security Council Resolutions adopted in 2008. The mission includes: - Protection of vessels of the World Food Programme and

vulnerable vessels;- Deterrence, prevention and repression; - Capacity to arrest, detain and transfer persons who have

committed, or are suspected of having committed, acts of piracy or armed robbery.

- All necessary measures, including the use of force, to deter, prevent and intervene.

Commitment: Initial Operational Capability was reached on 13 December 2008. EU NAVFOR includes up to 15 vessels and maritime patrol aircraft and up to 1 700 militarypersonnel. The estimated fi nancial reference amount for the common costs of the operation is €8M.The EU Operational Headquarters is located at Northwood (UK).

Mandate: Launched on 8 December 2008 and initially planned for a period of 12 months, Op Atalanta has been extended until December 2012. The area of operation is comparable to that of the Mediterranean.

Command: Major General Buster Howes (UK) is the EU Operation Commander.Commodore Alberto Correig (PT) is the Force Commander of EUNAVFOR. (Apr -Aug 2011).

SOMALIA

EUTM SomaliaType: Military mission to contribute to the training of Somali Security

Forces.

Objectives: The European Union contributes to the already existing training of the Somali Security Forces, conducted by the Ugandan Defence Forces (UPDF), by providing Highly Specialised Modular Training (Mine awareness, Infantry Training, Communications, Combat Life Saving Training, FIBUA) as well as a broader Junior Offi cer and a Non Commissioned Offi cer Training. In addition to the Military aspect of the training the EU Led Training also encompasses Human Rights and International Humanitarian Law. The aim of the Mission is to train two intakes of up to 1000 Somali recruits each during a period of six months.

Commitment: Full Operational Capability (FOC) was achieved on 01 May 2010. EUTM comprises of up to 170 personnel. The estimated fi nancial reference amount for the common costs of the operation is €2M.

Mandate: Launched on 07 April 2010 and planned for two 6 month training periods after FOC. The training is being conducted in Uganda. The EU led Training Activities began in May 2010. The second intake of Somali recruits began training in Feb 2011.

Command: Col Ricardo Gonzalez Elul (ES) is the appointed EU Mission Commander. The mission commander exercises the functions of EU Operation Commander and EU Force Commander.

DEMOCRATIC REPUBLIC OF CONGO

EUPOL RD CONGO (ex- EUPOL Kinshasa)Type: Police mission with a justice interface.

Objectives: Support the Security Sector Reform in the fi eld of policing and its interface with the justice system.

Commitment: Authorized strength : 49 international staff. Current strength : 39 international and 19 local staff. 8 EU MS are contributing to the Mission. Expertises include police, judiciary, rule of law, human rights and gender balance. The budget is € 6,4 M (for the period Oct 2010 - Sept 2011).

Mandate: EUPOL RD Congo builds on EUPOL Kinshasa (2005-2007, the fi rst EU mission in Africa). Launched on 1 July 2007. Mandate has been extended, with successive modifi cations, until 30 September 2011. HQ is located in Kinshasa and an ‘East antenna’ is deployed in Goma (North Kivu).

Head of Mission:

Chief Superintendent Jean-Paul Rikir (BE) is the Head of Mission.Roeland van de Geer (NL) was the EUSR* for the Great Lakes Region until January 2011, when he left this post. His successor has not been appointed yet. Koen Vervaeke (BE) is the EUSR* to the African Union.

DEMOCRATIC REPUBLIC OF CONGO

EUPOL RD CONGOType: Support mission in the fi eld of Security Sector Reform.

Objectives: Provide advice and assistance for the reform of the Congolese Armed forces (FARDC). Focus on restructuring and reconstructing the armed forces.

Commitment: The authorized mission strength is 50. Civilian and military expertises include defence, security, human resources, Education and training, logistic, administrative and fi nancial regulations. The HQ is located in Kinshasa with 3 detachments deployed in the eastern military regions : Goma, Bukavu and Lubumbashi. The mission budget is €16 M since June 2005 plus a further �12.6 M for 2010-2011.

Mandate: EUSEC RD Congo was launched in June 2005. The mandate of the mission has been extended yearly until 30 September 2012.

Head of Mission:

On 8 October 2010, General (PT) Antonio MARTINS was appointed by the PSC as Head of Mission.

EU NAVFOR Somalia (Operation “Atalanta”)

15

GLOBAL MEMO

MIDDLE-EAST ASIA CIVILIAN

MILITARY

OCCUPIED PALESTINIAN TERRITORIES

EUPOL COPPSType: Police and Rule-of-Law mission.

Objectives: To contribute to the establishment of sustainable and effective policing arrangements under Palestinian ownership in accordance with best international standards, in cooperation with the Community’s institution building programmes as well as other international efforts in the wider context of Security Sector including Criminal Justice Reform.

Commitment: Authorized strength : 53 international staff. Current strength : 50 international (most of them police experts, judges and prosecutors) and 33 local staff. 17 EU MS and 1 Third State (CAN) are contributing to the Mission. The budget for 2011 is €8,3 M. The Mission’s HQ is in Ramallah.

Mandate: Launched on 1 January 2006 for an initial duration of 3 years. Mandate runs until 31 Dec 2011.

Senior Offi cer: Commissioner Henrik Malmquist (SE) is the Head of Mission.

OCCUPIED PALESTINIAN TERRITORIES

EU BAM RAFAHType: Border Control Assistance and Monitoring mission.

Objectives: To provide a third party presence at the Rafah Crossing Point in order to contribute to the opening of the crossing point and to build confi dence between the Government of Israel and the Palestinian Authority, in co-operation with the European Union’s institution building efforts.

Commitment: Authorised strength: 84 internationals. Current strength : 13 international and 10 local staff. 8 EU MS are contributing to the Mission. HQ is located in Ashkelon, Israel. The budget is €1,95 M (May 10 - May 2011).

Mandate: Operational phase began on 25 November 2005. Mandate runs until 24 May 2011 (discussion on an extension until 31 December 2011 is ongoing).Since June 2007, operations are suspended but the Mission has maintained its full operational capability and remained on standby, ready to re-engage and awaiting a political solution.

Senior Offi cer: Alain Faugeras (FR) is Head of Mission.

AFGHANISTAN

EUPOL Afghanistan Type: Police Mission with linkages into wider Rule of Law.

Objectives: Support to Government of Afghanistan in reforming the police system of the country through advising, mentoring, monitoring and training mainly in criminal investigation, intelligence-led policing, police chain of command, control and communication, anti-corruption, police-prosecutors’ linkages and mainstreaming human rights and gender.

Commitment: Authorized strength : 400 international staff (mainly police, law enforcement and justice experts). Current strength : 280 international in Afghanistan, 4 in Brussels Support Elements and 172 local staff. 23 EU MS and 4 Third States (Canada, Croatia, New Zealand and Norway) are contributing to the Mission. Staff is deployed in Kabul (HQ) and in 16 provinces (located in Provincial Reconstruction Teams - PRTs). The Mission has a budget of €54,6 M (for the period May 2010 - May 2011).

Mandate: Launched on 15 June 2007. Extended until 31 May 2013.

Senior Offi cer: Gen Jukka Savolainen (FIN) is Head of Mission. Vygaudas Ušackas (LT) is the EUSR* for Afghanistan.

IRAQ

EUJUST LEX-IraqType: Integrated Rule of Law Mission. EUJUST LEX is the fi rst EU

Integrated Rule of Law Mission.

Objectives: Address the needs in the Iraqi criminal justice system through providing training for high and mid level offi cials in senior management and criminal investigation. This training shall aim to improve the capacity, coordination and collaboration of the different components of the Iraqi criminal justice system. The training activities are taking place in the EU (128 courses and 22 Work Experience Secondments) and in Iraq (22 courses so far) with ethnical and geographical balance or in the region (3 regional courses), with a total of 3520 Iraqi participants.

Commitment: Authorized strength : 66 international staff in Brussels and Baghdad. Current strength : 27 international in Brussels, 9 in Baghdad, 5 in Erbil, 1 in Basra and 1 in Amman. 12 EU MS are contributing to the Mission. The budget is €17,5 M (for the period July 2010 - June 2011).

Mandate: Launched in March 2005. Extended until 30 June 2012.Colonel Francisco Díaz Alcantud (ES) is Head of Mission.

NOTE: EUSRs* and Personal Representatives* are mentioned for info only: they are not in any chain of command. Hansjörg Haber (DE) is the Civilian Operations Commander for all civilian CSDP missions. Heads of mission exercise command at operational level.

16

CIS CAPABILITY

CSDP in Cyber-spaceBy WgCdr Chris Stace (UK), Policy/Requirements Branch, CIS Directorate.

Introduction – the growth of cyber-space

The theme of this issue of Impetus is ‘10 years of the EUMS’. Refl ecting generally on the business of CIS during this 10 years, one is struck by the

extraordinary advances in the domain of information technology (an environment also known as “cyber-space”) but more so on the penetration of such technology into the developing world.

The BBC reported last year that more than a billion mobile phone connections have been added to the global tally in just 18 months. There are now more than fi ve billion connections worldwide.

The graph below from the International Telecommunication Union illustrates how Internet users have tripled during the past 10 years. Focus though should be seen on the developing world where growth has seen an almost six-fold increase and looks to continue to rise at this rate.

These technologies come together with mobile Internet access (consider the Apple iPhone).

Understanding the reliance of the EU on cyber-space, and the increasing use of (and reliance on) cyber-space in the developing world is likely to become an increasingly frequent CSDP agenda item.

Network Enabled CapabilityMilitaries have been keen to exploit fully the operation effi ciencies and effectiveness that can be accrued from networks (the exploitation of cyberspace). The genesis of NEC came with the US Net Centric Warfare in 1996 and their Joint Vision 2010. NEC was born across the EU around 2003 as programmes to determine how the dimensions of people, information and networks can be used to enhance military effect.

DevelopedWorldDeveloping

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010*

80

70

60

50

40

30

20

10

0

Internet users per 100 inhabitants, 2000-2010*Internet users per 100 inhabitants, 2000-2010*

*Estimates

Per

100

inha

bita

nts

17

CIS CAPABILITY

Based on the 2006 EU Long Term Vision, the EDA initiated work on NEC with an Implementation Study delivering its vision and roadmap late last year. Refl ecting on these initiatives it can be concluded that for tangible progress to be made organisations need to concentrate on change management issues...primarily this needs governance and organisational aspects to be agreed.

Managing ExpectationWe are all now used to exchanging voice, data and video with anyone in the world; instantly. The Internet has provided enormous situational awareness and decision-making capability. Commanders’ expectations of accessing these powerful IT tools, however, need to be carefully managed because increased NEC corresponds with an increased risk to operational security.

“War: continuation of politics by other means” [Clausewitz]“Computer Network Attack: continuation of war by other means?” [anon]At the same time as government ministers and offi cials in NATO and the EU wring their hands over the hard military intervention in Afghanistan, so the strategists and defence think-tanks consider where the battle fi elds of tomorrow will be found.

Modern confl ict is at the same time marked by low tech in the traditional land and sea environments (observe the IED, RPG, and the skiff and other low cost capabilities used by adversaries in current confl icts) and high tech in cyber environment (in terms of how adversaries communicate, recruit, and conduct information operations). The big-ticket acquisition programmes (ships, armour, aircraft) are looking increasingly anachronistic. The march towards asymmetric warfare shows no sign of stopping. Moreover there is an increased blurring of boundaries between the military environment and the civilian equivalents – again, particularly in the cyber environment.

The next 10-years of CSDP operations will be marked by an increasing trend towards simultaneous application of military and civilian security instruments. NEC must increasingly underpin these instruments for operations to be both successful and affordable. Yet, at the same time, the same network environment must be properly protected…”cyber defences” should be designed-in from the start…not bolted-on as an after-thought

As a consequence, CSDP actors should understand that we need to operate within security constraints that prevent the full “iPhone Freedoms” that our civilian contemporaries enjoy. This is a frustrating but necessary consequence of defence and security operations within the asymmetric battlefi eld of the future.

Cyber Space – A new environment to defendThe availability, confi dentiality and integrity of information systems have been of importance for many years to both the public and private sector. However, Cyber Security is a new, but related, banner and is attracting greater attention for two reasons. First, almost all functions within Member States are increasingly reliant on networks in general and the Internet in particular. Second, the instances of computer network attacks are increasingly grabbing the headlines.

Linked to this is the assertion that risks are increasing in terms of the potential impact and likelihood of a successful large-scale computer network attack - and so the thought that, “something must be done.” The risk of cyber attack, together with terrorism, could be considered as one of the most direct and real threat to Member States’ security. That said, unequivocal evidence to support this assertion remains elusive.

It is reasonable to conclude that as we become more and more reliant on networks and associated IT, so the threat of disruption increases through computer network attack. The technology underpinning CIS is a mystery to most users and decision-makers today - even to some of those professing to be CIS experts. Consequently the threats to CIS are equally mysterious particularly if one has never knowingly been the victim of an attack. The tension between improving access to information and protecting the integrity of information is very real and there is a need for increased proactive management of computer network defence.

Revolution in Military Affairs?

Internet Facts

• The number of Internet users has doubled between 2005 and 2010.

• In 2010, the number of Internet users will surpass the two billion mark, of which 1.2 billion will be in developing countries.

• A number of countries, including Estonia, Finland and Spain have declared access to the Internet as a legal right for citizens.

• With more than 420 million Internet users, China is the largest Internet market in the world.

18

OPERATIONS

CSDP added value

Should I be frustrated after having dedicated ten years of my professional military life to the EU? Absolutely not! I am still a fi rm advocate of the

EU Common Security and Defence Policy (CSDP), formerly ESDP. I am convinced that CSDP adds value to international crisis management, and so are many others. There is still a lot to do, but overall, as the former Secretary General/High Representative (SG/HR) Solana always said, CSDP has been developing “at the speed of light”. I still remember staff colleges visiting the EU Military Staff in the early days, and, especially when they came from traditionally transatlantic oriented EU Member States, challenging the EUMS briefers with quite aggressive questions about unnecessary duplication. This attitude has changed, particularly since the launch of the fi rst EU military operation in 2003.

Experience

My fi rst assignment to Brussels was with the Western European Union Military Staff (WEUMS) Exercise Branch, in February 2000. This was the month in which Major General Messervy-Whiting (UK) took up his role as head of the interim Military Staff (iMS) in the EU. In November 2000 I became one of several “double-hatted” offi cers, who worked in parallel with the WEUMS and the EU iMS, located in two large

Ten years of CSDP operations, fi ve years with the EUMS, a personal view

By Col Hermann Lattacher (AT), Branch Chief, Crisis Response Planning/ Current Operations, EUMS Operations Directorate.

offi ces in the Justus Lipsius building. In July 2001, a few weeks after the iMS became the EUMS, I offi cially joined the EUMS Executive Offi ce (EXO) for a 3-year tour. I was the EXO member in the then EUMS Crisis Action Teams that were established for Operations CONCORDIA, ARTEMIS (both 2003) and ALTHEA (2004).

Operation CONCORDIA was a great experience, with SG/HR Solana pushing for the establishment of Berlin+ and the launch of the operation in parallel, within a very short timeframe. Operation ARTEMIS was planned and launched within days, and can be considered as the only EU Battlegroup type operation thus far, long before the EU Battlegroup concept was agreed. Timelines were extremely tight, and I still remember when I delivered the draft OPLAN to the Bureau d’Informations Classifi ées (BIC) for distribution to Member States, at 0200 hours in the morning.

The whole of 2004 was dedicated to the planning of Operation ALTHEA. Operation CONCORDIA had identifi ed quite a number of lessons, mainly on EU-NATO relations. Most of the lessons were learned before the launch of ALTHEA in December 2004. EU and NATO mandates were separated, and infrastructure, reserves and intelligence were shared.

Back home... before EUFOR Althea

In mid 2004 I went back to Austria and became Chief of the EU Section of the Military Policy Division in the General Staff/MoD. Preparations for the Austrian EU Presidency in the fi rst semester 2006 had already started, and I had the opportunity to look at CSDP from both the capital and Presidency perspective. Force Generation for EUFOR RDC dominated the Austrian Presidency in the Ops area and highlighted the problem of lack of critical resources for operations.

After the Austrian Presidency (I was not directly involved in the EUFOR Tchad/RCA operation, Jan 08 - Mar 09) I rejoined the Air Force for the next 2 years before I deployed as the Austrian Contingent Commander and Chief Joint Military Affairs (JMA) to EUFOR ALTHEA in September 2008. There I experienced fi rst hand the EU comprehensive approach in theatre. It works! There is no other international organisation, apart from the EU, that has a similar range of instruments at its disposal. I always had the impression that EUFOR, the EU Police Mission, the EU Special Representative, the European

Col Hermann Lattacher.

19

OPERATIONS

Commission Delegation, and all bilateral EU Member States representatives acted in a coordinated and comprehensive way.

Back again!

Immediately after redeploying from BiH in the summer of 2009, I took up my present appointment as Branch Chief of the Crisis Response Planning/Current Operations Branch in the EUMS. I had to familiarise myself rather quickly with the EUNAVFOR Operation ATALANTA, which was launched in December 2008. I was, and continue to be, very impressed by the innovative approach of the OHQ in conducting this challenging counter piracy operation off the coast of Somalia. I regularly advise military staff colleges that if they really want to learn about their profession, then they should visit the EUNAVFOR OHQ at Northwood (UK).

Having trained many recruits myself as a platoon and company commander, I can confi rm that EUTM Somalia is quite an impressive and focussed EU training mission. The fi rst intake of 900 highly trained soldiers returned to Somalia at the beginning of February, and now all stakeholders are working very hard to make the reintegration into the Somalia National Security Forces a success, thus ensuring the accomplishment of the overall political objective of the mission. There is no fi nal guarantee for success, however, the other option for the EU would have been to do nothing!

Overall EU military CSDP operations give particular added value because they are embedded in the EU comprehensive approach. The biggest challenge we in the EUMS always faced is the start-up phase of operations and missions, when a new OHQ is established and when the EUMS and the Crisis Management and Planning Department (CMPD) support is really crucial.

Having followed CSDP very closely throughout its existence I can appreciate the great potential of the European External Action Service (EEAS) with its Headquarters in Brussels and its 130 Delegations around the world. Although it will take time to fully establish itself, our working relationship in Brussels and with relevant Delegations is already up and running. I can see genuine enthusiasm amongst all colleagues to make this new era of CSDP a success.

And the future?

It was and still is a privilege to have seen CSDP and its military operations develop from the Brussels, home capital and in-theatre perspective, from the very beginning with the establishment of the EUMS, and now, the early days of the EEAS. Although I still have another year to serve in the EUMS, I already hope to deploy again one day to an EU operation or mission, or to join the Austrian MilRep or the EEAS either in Brussels or in one of its Delegations. I congratulate the EUMS on its 10th anniversary and wish it and the EEAS all the best for their future!

The interim Military Staff (iMS).

20

CON CAP

Capability development is undeniably the most important non-operational mission of the European Union Military Staff. It is also probably

the most complicated one, incorporating many elements such as policy, conceptual development, capability planning and development, training, exercises and collection, validation and dissemination of lessons. These elements follow each other in a logical cycle and are often mutually interactive with positive reinforcing results. The objective is simple: to deliver complex military capabilities, which are modern, relevant and interoperable for EU military crisis management.

Ten years ago, when the EUMS was created, the requirement to resource an internal department, dealing with these issues, was widely accepted. However, elements of this virtual cycle had different

The Engine Room Behind the Scene.Concept and Capability Development in the EUMS

By Brig Gen Gabor Horvath (HU), Director EUMS Concepts and Capabilities.

titles and different locations within the staff structure. The Policy and Plans Division, led by Air Comdre Jean-Luc LAGADEC (FR, Apr 00 - Sep 03), then by Brig Gen Ian ABBOTT (UK, Sep 03 - Sep 06), was responsible for wider policy issues and Headline Goal related planning activities. The legacy organisational element, the Concepts and Capability Directorate, led by Brig Gen Reinhard TRISCHAK (AT, Sep 06 - Dec 08) and the author (from Jan 09) incorporates exercises, training and analysis (Lessons Learned), while still maintaining its role of contributing to the drafting of wider ESDP/CSDP policies.

The following synopsis gives a fl avour of how the individual branches contribute to the overall mission of the Directorate.

From Ideas to Concepts

The Concepts Branch is the engineer of conceptual thinking within the staff, and, at the same time, the number one contributor to thematic and horizontal policies within CSDP. It succeeded the Policy Branch which was disbanded in 2007. The Policy Branch was led by Col Jose Nunes de BRITO OLIVEIRA (PT, Jul 02 - Nov 04), then by Col Phillipe ROMAN-AMAT (FR Nov 04 - Oct 07). To date the Concepts Branch has had four chiefs: Capt (N) Lars WEDIN (SE, Mar 00 - Jun 03), Gp Capt Stan WULFFAERT (NL, Jun 03 - Jun 05), Col Denis GYLLENSPORRE (SE, Jul 05 - Apr 08), and Col Alistair SHEPPARD (UK, Apr 08 - Apr 11), whose ideas on concept development are as follows:

The military forces and organisations of the EU’s Member States (MS) have, over centuries of hard-won lessons, been drawn into codifying or describing how they wish to conduct military operations in the future. This conceptual thought may lay down certain actions that must be observed if unwanted effects are to be avoided or, it may be more of a discourse on a topic, designed to generate thought, debate and examination of a problem or challenge that has, or is likely to occur. In all cases, the work is designed to make the actors more effi cient, effective, relevant to contemporary challenges and yet still free to apply their own judgement and experience to real-life events.

The current challenges facing MS’ military forces are complex and multiplying and the study or analysis of

Brig Gen Gabor Horvath.

21

CON CAP

the components of these challenges, in part, enables leaders and military personnel to prepare and respond better and quicker.

Over the past 10 years the EUMS has been developing concepts, with the mechanisms to write and agree them, based upon collective, national and multinational experience. Key to this process has been the dialogue and agreements, leading to interoperability and capability development. For some time now, new EU military concepts have incorporated a Comprehensive Approach, recognising the need to cooperate with non-military actors and the consequences of operating ‘among the people’.

The Concept Development Implementation Programme (CDIP), which is widely circulated, allows a single coherent view of what the EU military community (MS, EUMC, EDA, EUMS) considers to be its future conceptual requirement. In determining this future requirement, the EU context cannot be ignored; defi ning the role of the military in Crisis Response (plus Crisis Prevention and Management), the constraints of CSDP, the opportunities of the Lisbon Treaty and adaptation to the EEAS. The formation of the EEAS and a tendency toward a more collaborative approach across the EU, will draw out the need for institutional consolidation and willingness to unify different cultures, mechanisms and expectations. Finally, the CDIP takes cognisance of ongoing conceptual development in organisations such as NATO and the UN.

Whatever the approach to conceptual development in the EU, it must always be seen as a means towards an end. A concept, plan or policy is nothing but paper without action, output or a product. This is especially so in Capability Development. Military capabilities often require not just a single item but often an all-inclusive view of the purpose and employment of systems and structures, the manpower, training and sustainability of each capability.

From Concepts to Capability RequirementsIn order to translate the very abstract level of ambition of ESDP/CSDP, a meticulous planning procedure must take place. Generic Planning, as it is known in the taxonomy of planning disciplines has been and is the job of The Force Capability Branch, which succeeded the Force Preparedness Branch in 2007. This Branch has also had four chiefs: Capt (N) Paul COLLINS (UK, Apr 01 - Apr 04, Col Luigi LUNIGIANI (IT, Apr 04 - Apr

07), Col Pekka HOLOPAINEN (FI, Apr 07 - Jul 10) and Capt (N) Helmut VON SCHROETER (DE, from Jul 10). He describes his Branch’s activities as follows:

The Helsinki Headline Goal, agreed in December 1999, was the starting point for military capability development in the EU. MS committed themselves to be able to deploy troops for operations within the full range of Petersberg tasks, including the most demanding, up to corps level (up to 15 brigades or 50,000-60,000 persons). They were to be deployed within 60 days and sustained for at least one year. This framework for capability development is still valid today with further adaptations and precisions made by the European Security Strategy, the Treaty of Lisbon, several capability declarations and new Headline Goals. The Helsinki European Council also established the “Headline Goal Task Force”(HTF), a group of MS´ experts which was the cornerstone for capability planning, chaired by the Rotating Presidency. Since then The Force Capability Branch has always had a central role in supporting the work of the HTF, a role which has increased with the interim establishment of a permanent Chairman of the HTF in 2010.

With the Helsinki decisions, the question arose as to which capabilities and forces from both a quality and quantity perspective would be needed to fulfi l the EU level of ambition. Using 5 illustrative scenarios, an initial set of requirements was produced. The Requirements Catalogue 2005 still forms the basis for today’s work. Against these requirements, MS contributions for potential EU operations were listed in several Force Catalogues. Shortfalls were enumerated in the Progress Catalogues which form the core and main outcome of capability planning. Finally, MS are responsible for delivering the capabilities. EU institutions such as the EUMS and the European Defence Agency, can only support this work in establishing frameworks for further concrete work, e.g. the EUMS in developing concepts or EDA developing Common Staff Targets. As a consequence, in 2003, MS initiated the European Capabilities Action Plan, in order to address different capability areas for the development of common approaches to mitigate shortfalls. From 2005 onwards, many of the ECAP Project Groups were transferred to the EDA. Nowadays, the Force Capability Branch has the main responsibility for the capability planning process in support of the EUMC. It also coordinates all EUMS participation related to capability development in the EDA.

Exercise/ Training& Analysis BranchForce Capability BranchConcepts Branch

Concepts & Capability Directorate

22

CON CAP

From Requirements to Reality CheckUndeniably, the exercise, training and analysis element complete the virtual cycle of Capability Development. Originally part of the EUMS Operations Division, the Branch moved to the Concepts and Capabilities Directorate in 2007. Its leadership comprised Col Torsten SQUARR (DE, Ex Branch/Ops Div, Mar 00 - Mar 03, Col Ludo TEGENBOSCH (BE) (Ex Branch/Ops Div, Mar 03 - Mar 06, Gp Capt Piotr ROSOLAK (PL, Mar 06 - Mar 09) and the current Branch Chief, Col Georges DEJAEGER (BE, Mar 09 - Aug 11), who shares with us his views as follows:

Since the establishment of the ESDP / CSDP, exercises have always played an important role in training, testing and validating the EU’s crisis management procedures and, through the lessons learned (LL) process, provide the necessary feedback for concept and capability development. EU exercises are scheduled on a rolling 5 year programme, which is approved by the Council. By doing so, exercises can be planned in an evolutionary manner in order to incorporate the latest developments in policies and concepts and to consider the evolution of military capabilities offered to CSDP by the MS.

The fi rst EU exercise, Crisis Management Exercise 02 (CME 02), was held in 2002. Since then, several CMEs, drawing on different command and control options available to the EU, as well as different scenarios, have taken place, all aimed at the improving the EU’s capability to handle crises and exercising the EU’s comprehensive approach.

From CME 08, the CPCC was fully involved as a player and during CME 09, close coordination was achieved

between the EU Operations Centre (acting as an EU Military OHQ) and the CPCC (as EU Civilian OHQ). One of the main objectives of CME 11 will be to exercise the interaction between selected elements of the EEAS, EU Delegations , MS, the Council General Secretariat and the European Commission as well as the relevant committees and preparatory working parties.

The EU’s fi rst CME/CMX with NATO was held in 2003 and the EU continues to strive for such exercises, as they offer an unique opportunity to, inter alia, exercise the BERLIN+ arrangements for military operations, with the EU OHQ at SHAPE.

The evolution of the EU’s crisis management structures led to a new series of exercises namely the EU Military Exercises (MILEX). The inaugural MILEX took place in 2005 and this was the fi rst occasion that both an EU OHQ

and EU FHQ were activated, and their interaction tested in the context of an autonomous EU-led military operation. Since then, MILEXs have been conducted on a regular basis and have been a major contributor to exercise the different OHQs (FR, DE, UK, IT, EL) and EU FHQs offered by MS.During MILEX 07 the EU Operations Centre, composed of military and civilian elements, was activated for the fi rst time in the role of an EU OHQ.

In summary, the EU exercise series provide a good framework not only to exercise existing procedures and concepts, but also to contribute to new developments within the EU’s crisis management procedures and capability development and to test the ability of the EU to plan for complex crises.

EpilogueAnd so the virtual tour from ideas to reality has ended. We have seen that there is a clear interaction between the constituent elements of Capability Development and how each element contributes systematically to this cycle. Together, these parts represent a formidable engine to advance the development of military capabilities for CSDP operations, thus accomplishing the continuous mission of thinking and working for the future of EU militaries.

We must not forget, however, that the real test is on the ground. The above activities can only be meaningful if they serve the common purpose of the EUMS: to be the primary facilitator in preparing the EU’s military actions for CSDP.

Col Alistair Sheppard ,UK (left), handed over duties of Concepts BranchChief to Col Hans Ils-Alm ,SE, in April 2011.

23

CORPORATE KNOWLEDGE

What a shock it was for me recently to wake up one day and realise that I’ve been working for the EU Military Staff for 10

years! While around me, every 3 years there is change of staff, including that of the Director General and his team, I’m one of the two remaining permanent civilians who have been part of the EUMS structure from the start. It must have been fun; otherwise I would not be here today! I have learned enormously from the EUMS over these past 10 years, and I have very fond memories of all the people I have had the privilege to work with.

During this time, of course, there have been frustrating times, that is only natural, but overall it has been a very rewarding experience, right from the beginning in 2001, through the development and ongoing restructuring of the EUMS, to the present day.

On 1st March 2001, I was appointed Personal Assistant to the fi rst Director General of the EUMS, Lt Gen Rainer Schuwirth (DE), three months in advance of the formal establishment of the EUMS. It was challenging, as everything had to be done from scratch. During this period, we built up to approximately 80 personnel. Lt Gen Jean-Paul Perruche (FR) took over as DG EUMS in March 2004. The EUMS met the challenge of restructuring during this time including the establishment of the Civilian/Military Cell after which staff numbers reached 120.

Lt Gen David Leakey (UK) succeeded Lt Gen Perruche in February 2007, and I must admit that over the next 3 years, having British colleagues brought me back to a more “comprehensive” standard level of English speaking which sometimes is a bit lacking in the EU institutions! By the time Lt Gen Leakey had handover in 2010 our personnel numbers were fi rmly established at 200 personnel.

I have been asked on several occasions by various EU offi cials whether it is “too rigid” working with military staff and if the “uniforms” bothered me. My answers have always been consistent... It’s painless to work for a clear hierarchy and rank structure and not at all disturbing to see uniforms around me. In fact, aren’t they handsome in their uniform? Alas, I must say that I still don’t easily recognise grades and ranks from their shoulders! But I’m sure they forgive me - this is a “work in progress” - even after 10 short years!

Today, I am the PA to Lt Gen Ton van Osch (NL) who was appointed DGEUMS in May 2010. Once more, we are facing a new challenges with the creation of, and our transfer to, the European External Action Service. I fi nd it particularly interesting from the point of view that we are merging offi cials from the Commission, the Council, EU delegations and external bodies. We are encountering a few organisational and bureaucratic diffi culties but I remain very positive that we will overcome these problems in the not too distant future.

Finally, I would like to take this opportunity to thank all my past and current colleagues (both military and civilian) who make my daily professional life so enjoyable! The EUMS spirit of multinational friendship, professionalism, comradeship and loyalty is something that has made the last 10 years of my professional life so special.

A Decade On - One Civilian’s Point of View

By Ms Christine Delgado, Offi ce of the Director General EUMS.

Ms Christine Delgado

Impetus is a Newsletter published by the EU Military Staff

Contact: Lt. Col. Michael KiernanPR/PI Offi cer, EUMSTel: +32-2-281-5242Fax: +32-2-281-7493

Visitors Address:Av. De Cortenbergh 150B-1040 BrusselsBelgium

Postal Address:EEAS,Kortenberg Building 150,B-1046 Brussels,Belgium.

All rights reserved.Edition/Creation

Composiciones Rali, S.A.

All information is accurate at time of going to press/publicationE-mail: eums.info@eeas.europa.euhttp://www.eeas.europa.eu/eums

EUMS Autumn Dinner

From the archives…

EUMS supports CISM run day 2011

Our photograph records the visit of the Swedish Minister of Defence Dr Bjorn von Sydow to the Kortenberg building on 27 June 2001. Dr von Sydow was welcomed by DGEUMS Lt Gen Rainer Schuwirth (left) and CEUMC Gen Gustav Hagglund.

Our annual EUMS Autumn Dinner, held in the Club Prince Albert on 30 Nov 2010, was well supported by our Italian colleagues including, from left: Brig Gen Guiseppe Santomartino, Brig Gen Vincenzo Puri, Mrs Teresa Puri, Mrs Marilena Paciotti, Lt Col Paolo Paciotti and WO Alessandrao Betro.

Members of the EUMS who participated in the 63rd CISM anniversary run day at the Belgian Military Sports Centre on 18 Feb.

CONTENTS2 EU Military Staff –

Moving ForwardLt Gen Ton Van Osch (NL), DGEUMS.

5 EUMS Organisation

6 Messages of congratulations

8 The fi rst ten years of military Intelligence Support for the work of the EU.Col (GS) Dieter HAAG (GE Army) and Lt Col (GS) Carlos BERNARDO ANAYA (ES Air Force)

10 Logistics Directors of the EUMS

12 Global Memo

16 CSDP in Cyber-spaceWgCdr Chris Stace (UK), Policy/Requirements Branch, CIS Directorate.

18 Ten years of CSDP operations, fi ve years with the EUMS, a personal viewCol Hermann Lattacher (AT), Branch Chief, Crisis Response Planning/ Current Operations, EUMS Operations Directorate.

20 The Engine Room Behind the Scene.Concept and Capability Development in the EUMSBrig Gen Gabor Horvath, Director EUMS Concepts and Capabilities.

23 A Decade On - One Civilian’s Point of ViewMs Christine Delgado, Offi ce of the Director General EUMS.

IN BRIEF

Our photograph records the visit of the Swedish Minister of Defence Dr Bjorn von