13356/09 EXT 1 PH/Jm DGC 1C Delegations Will Find Attached The

Council of the

European Union

Brussels, 28 August 2015 (OR. en)

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COPS 538 PESC 1163 CIVCOM 650 RELEX 799 JAI 591 COSDP 827 COWEB 188

EUPM 52

PARTIAL DECLASSIFICATION of document: 13356/09 RESTREINT UE/EU RESTRICTED dated: 24 September 2009 new status: Public Subject: Operations Plan for the extension of EUPM in Bosnia and Herzegovina

Delegations will find attached the partially declassified version of the above-mentioned document.

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ANNEX

COUNCIL OF Brussels, 24 September 2009 THE EUROPEAN UNION

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COPS 538 PESC 1163 CIVCOM 650 RELEX 799

JAI 591 COSDP 827 COWEB 188 EUPM 52

NOTE From Secretariat To Political and Security Committee Subject : Operations Plan for the extension of EUPM in Bosnia and Herzegovina

In view of the PSC meeting on 25 September 2009, Delegations will find enclosed the draft revised OPLAN for the extension of EUPM Mission in Bosnia and Herzegovina.

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REFERENCES A. European Council Conclusions, Thessaloniki, 19 – 21 June 2003. B. Council Joint Action 2002/210/CFSP, 11 March 2002, on the European Union Police Mission. C. Council Joint Action 2003/141/CFSP, 27 February 2003, amending Joint Action 2002/210/CFSP on the European Union Police Mission. D. Council Joint Action 2003/188/CFSP, 17 March 2003, amending Joint Action 2002/210/CFSP on the European Union Police Mission. E. Council Joint Action 2005/143/CFSP, 17 February 2005, amending Joint Action 2002/210/CFSP on the European Union Police Mission. F. Council Joint Action 2005/824/CFSP, 24 November 2005, on the European Union Police Mission (EUPM) in Bosnia and Herzegovina (BiH). G. Council Joint Action 2007/749/CFSP, 19 November 2007, on the European Union Police Mission (EUPM) in Bosnia and Herzegovina (BiH). H. Council Joint Actions 2004/570/CFSP of 12 July 2004 and 2007/720/CFSP of 8 November 2007 on the European Union military operation in Bosnia and Herzegovina. I. European Security Strategy: Bosnia and Herzegovina/Comprehensive Policy June 2004 (doc.10099/04). J. Coordination and coherence between the EU Special Representative (EUSR), the EU military operation (EUFOR - Althea) and the EU Police Mission (EUPM) in Bosnia and Herzegovina (BiH): Case study and Recommendations for the future (doc.16770/06). K. EUPM-EUFOR Common Operational Guidelines of 11 May 2006, revised on 19 October 2006 and 31 May 2007. L. Bosnia and Herzegovina: Recommendations on EU Support, dated 24 September 2008 (doc.13455/08 – RESTREINT UE). M. Joint Report "EU's policy in Bosnia and Herzegovina: the way ahead" by SG/HR Solana and Enlargement Commissioner Rehn, 31 October 2008. N. European Union Police Mission in Bosnia and Herzegovina Six-monthly Assessment report of 27 March 2009 (doc.8165/09).

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O. CivCom advice on the EUPM seventh Six-Monthly Review report (doc. 9185/09). P. Council Joint Action 2009/181/CFSP, 11 March 2009, appointing the European Union Special representative in Bosnia and Herzegovina. Q. COWEB Outcome of proceedings on Mandate of a new EUSR in BiH, following the closure of the OHR, 7 May 2009 (doc.9603/09). R. Operation ALTHEA: Revised Concept for Evolution of the European Union (EU) Military Operation in Bosnia and Herzegovina (doc.6743/2/09 – RESTREINT UE). S. BiH Risk Assessment. T. Guidelines for Command and Control Structure for EU Civilian Operations in Crisis Management (doc. 9919/07). U. Standard language for planning documents and legal acts for civilian ESDP operations (doc.11277/07). V. Mainstreaming Human Rights and Gender into European Security and Defence Policy – Compilation of relevant documents (doc.11359/07 RESTREINT UE) including the following EU documents on:

o Human Rights mainstreaming (doc.11936/4/06, doc.11678/1/05), o Gender / UNSCR 1325 (doc.14779/06, doc.12068/06, doc.11932/2/05), o Children and Armed Conflict / UNSCR 1612 (doc.10019/08, doc.9822/08), o International Humanitarian Law (doc.15246/05), o Transitional Justice (doc.15246/05), o Standards of Behaviour (doc.8373/3/05), o Protection of Civilians (doc.4805/03), o Civil Society (doc.10056/1/04, doc.15574/1/06). W. Implementation of UNSCR 1325 as reinforced by UNSCR 1820 in the context of ESDP (doc.15782/03/08). X. Policy of the EU on the security of personnel deployed outside the EU in an operational capacity under Title V of the Treaty on European Union (doc.9490/06). Y. Initial Concept of Mission Support for ESDP Civilian Crisis Management Missions (doc.12457/06). Z. Guidelines for allowances for seconded staff participating in EU civilian crisis management missions (doc.14239/06 and 7291/09).

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AA. Concept paper on procedures for the termination, extension and refocusing of an EU civilian crisis management operation (doc.5136/06). BB. Draft Guidelines for improving Force generation for civilian ESDP missions (doc.8540/09). CC. EU Training Concept in ESDP (doc.11970/04). DD. CivCom advice on the Report from the training workshop "Future training needs for personnel in civilian crisis management operations", held in Brussels on 19 – 20 October 2006 (doc. 14798/06) – (doc. 16849/06). EE. Guidelines for identification and implementation of lessons and best practices in civilian ESDP missions (doc.15987/08). FF. Commission Communication C (2007) 1746 of 21 December 2007 on Specific Rules of Special Advisers entrusted with the implementation of operational CFSP actions and contracted international staff. GG. Council Regulation (EC, Euratom) N°1605/2002 of 25 June 2002 on the Financial Regulation applicable to the general budget of the European Communities. HH. Commission regulation (EC, Euratom) N° 2342/2002 of 23 December 2002 laying down detailed rules for the implementation of Council Regulation (EC, Euratom) N° 1605/2002. II. Directive 95/46/EC of the European Parliament and of the Council of 24 October 1995 on the protection of individuals with regard to the processing of personal data and on the free movement of such data. JJ. Regulation (EC) N°45/2001 of the European Parliament and of the Council of 18 December 2000 on the protection of individuals with regard to the processing of personal data by the Community/institutions and bodies on the free movement of such data. KK. SG/HR Decision 198/03 regarding the mandate of the Security Office. LL. Council Decision amending Decision 2001/264/EC adopting the Council's security regulations (5239/04). MM. Field Security Handbook. NN. CIS Concept for EU Crisis Management (8665/02). OO. Core International Human Rights Instruments ratified by BiH ( UN: ICERD, ICCPR +

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OP +OP2, ICESCR, CRC + OP1 +OP2, CEDAW + OP, CAT + OP, ICRMW). PP. United Nations Office on Drugs and Crime: Criminal Justice Assessment Tool Kit. QQ. United Nations Convention against Transnational Organised Crime, entry into force 29 September 2003 (ratified by BiH 24 April 2002). RR. Revision of doc. 12247/1/94 ENFOPOL 161 REV1 on the basis of doc. 5717/97 ENFOPOL 22 as a result of the expert meeting of 13/14 February 1997 on the mechanism for EU reporting on organised crime (doc. 6204/2/97). SS. Administrative arrangement between EUROPOL and the General Secretariat of the Council on the exchange of information in the context of civilian ESDP Mission (doc 10817/08) of 17 June 2008. TT. Letter from the SG/HR to the Director of EUROPOL of 1 August 2008 relating to the Administrative Arrangement between EUROPOL and the General Secretariat of the Council on the exchange of information in the context of civilian ESDP Missions. UU. Agreement between the European Union and Bosnia and Herzegovina (BiH) on the activities of the European Union Police Mission (EUPM) in BiH, 4 October 2002. VV. [Invitation letter from the Chairman of the Bosnia and Herzegovina Presidency for a follow on mission dated xxx/2009].

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1. SITUATION

1.1 Bosnia and Herzegovina

1.1.1 General

The current Joint Action for EUPM in Bosnia and Herzegovina (BiH) will expire on 31 December 2009. EUPM, supported by the European Union Special Representative (EUSR) and the European Commission (EC) institution-building programmes and as part of the broader rule of law approach, has contributed in developing sustainable policing arrangements under BiH ownership. EUPM's achievements to date include:

• EUPM supported progress in implementing police reform with a key advisory role. • Despite a complex and challenging political environment, EUPM supported the development of State level institutions (State Investigation and Protection Agency, Border Police, Ministry of Security) and other bodies (BiH Interpol). • EUPM supported the development of a nascent local capacity in the fight against organised crime and corruption. EUPM's advice on the planning and conduct in organised crime investigations has yielded some concrete results, including in high-level cases, and has improved the cooperation between police services in Bosnia and Herzegovina. • With regard to police-prosecution, EUPM helped to transform previously confrontational attitudes into practical arrangements to improve the quality of investigations. Practical coordination at the local level has started to yield results thanks to the targeted anti-organised crime approach of EUPM.

However, at the end of its ongoing two-year mandate, EUPM will not have reached the desired end- state, in particular as concerns a sustainable, effective capability developed by the BiH authorities in the fight against organised crime and corruption, including exchange of information between all relevant Law Enforcement Agencies in BiH as well as regional and international cooperation.

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While progress has been made, there is a clear need to further enhance BiH's capacity to fight organised crime and corruption. A continuation of the ESDP mission will therefore be necessary, building on the achievements of EUPM, to support BiH authorities and State level Law Enforcement Agencies in the fight against organised crime and corruption.

1.1.2 Political situation

The political situation in BiH remains fragile. Nationalist rhetoric challenging the sovereignty, territorial integrity and constitutional order of the country continues to characterise the political scene.

Implementation of the Stabilisation and Association Agreement (SAA), signed in June 2008, provides the key platform for BiH to take forward the European integration process in parallel with other necessary reforms. While implementation of the Interim Agreement is proceeding, limited progress is being made on the EU reform agenda, despite a proclaimed commitment to it.

In November 2008, SNSD leader Milorad Dodik, SDA leader Sulejman Tihic and HDZ leader Dragan Covic agreed a joint statement (the so-called "Prud Agreement"), demonstrating apparent willingness to reach a political compromise on certain key issues facing the country. The Agreement addresses constitutional reform, resolution of the property issue, implementation of Annex 7 (returns policy), organisation of a census, a constitutional solution for Brcko's Final Award and BiH Fiscal Council and budget issues. The agreement has so far been able to produce limited results but remains of great importance as it is a domestic process based on principles of dialogue and compromise. Partly as a result of this process, progress was made towards delivering on the five objectives and two conditions1 set by the Peace Implementation Council Steering Board (PIC SB) in February 2008 for the closure of the Office of the High Representative (OHR).

1 Five objectives: Acceptable and sustainable resolution of the issue of apportionment of property between the State and other levels of government; Acceptable and sustainable resolution of defence property; Completion of the Brcko Final Award; Fiscal Sustainability; Entrenchment of the Rule of Law and two conditions: signing of the SAA; positive assessment of the situation in BiH by the PIC SB based on full compliance with the Dayton/Paris Peace Agreement.

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The PIC SB will review the situation at its following meetings and assess progress made towards delivering on the five objectives and two conditions for the closure of the OHR.

The next general elections (presidential and parliamentary) are scheduled to be held in October 2010.

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1.1.4 Security situation

The general security situation in Bosnia and Herzegovina (BiH) has remained substantially calm and stable. The overall risk to security is assessed to be LOW. Organised crime and corruption represent, however, a continued challenge to good governance and the rule of law.

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1.1.6 International community and Third States engagement in Bosnia and Herzegovina

1.1.6.1 Office of the High Representative (OHR)

The international community is heavily involved in BiH via the Office of the High Representative. The OHR is an ad hoc international institution responsible for overseeing implementation of the civilian aspects of the Dayton/Paris Peace Agreement. Since 1997, the High Representative has so-called "Bonn powers" which enables him to remove from public office officials who violate legal commitments and the Dayton/Paris Peace Agreement and to enact legislation where domestic bodies fail to do so. The HR is the same person as the EUSR since 2002.

The OHR employs 34 internationals (10 seconded staff, 23 contractors and 1 international contractor funded) and 189 national contractors. The OHR is funded by the PIC and its budget in 2008/2009 is 11.3 million euros.

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At its February 2008 meeting, the PIC SB set five objectives and two conditions for the closure of the OHR.

1.1.6.2 NATO

After 2004 when EUFOR took over responsibility for maintaining security in BiH, NATO retained a military headquarters in Sarajevo to assist the Bosnian authorities with defence reform, counter- terrorism, intelligence gathering and apprehending war crimes suspects.

In December 2006, Bosnia and Herzegovina joined the Partnership for Peace. Within this framework, NATO and BiH are developing cooperation with a focus on institutional and defence reform. In April 2008, BiH was invited to begin an Intensified dialogue with NATO on its membership aspirations and related reform.

1.1.6.3 UN activities

UN agencies (UNESCO, UNDP, UNHCR, UNICEF etc) are present since 1996 and work together in BiH through a joint implementation strategy called the United Nations Development Assistance Framework (UNDAF) developed in 2004.

Within that framework, UNDP plays a distinct role focusing mainly on achieving the progress in sectors of democratic governance and human security. It has since 1996, delivered 181 million dollars via various human development interventions. Within the sector of democratic governance, UNDP is dealing with Justice and Human Rights with programmes aimed to enhance access to justice for vulnerable groups as well as develop transitional justice mechanisms. This comprises also support to domestic capacity for dealing with war crimes.

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1.1.6.4 OSCE

The OSCE Mission was established under the Dayton/Paris Peace Agreement to lay the foundation for a representative government and ensure the progressive achievements of democratic goals throughout BiH. It does this primarily through four Departments: Democratization, Education, Human Rights and Security Cooperation and a network of offices throughout the country, enabling it to work closely with people and officials in municipalities, cantons and entities as well as with the central institutions of the State.

In particular, the Human Rights Department seeks to monitor compliance of BiH with international human rights standards as well as strengthening the rule of law. It monitors trials in State, Entity and Cantonal courts; identifies problems with both law and practice, and shares its findings with experts bodies reviewing criminal codes and judicial institutions themselves. Legal advisors also follow cases at both the pre-indictment and trial stages, focusing particularly on proceedings involving war crimes, juvenile offenders, trafficking in human beings and ethnically motivated incidents.

The OSCE Mission is made up of a Head office in Sarajevo and 14 field offices, covering the entire country.

1.1.6.5 Council of Europe

The Council of Europe established an office of the Secretariat in Sarajevo in 1996 with the initial task of contributing to the implementation of Annex 6 of the Dayton/Paris Peace Agreement (establishment of the Human rights Commission, Ombudperson for Human rights and appointment of judges) as well as assist BiH to meet the criteria for accession to the Council of Europe membership - achieved in 2002.

The Council of Europe assists BiH in its constitutional and legal system reform, through programmes for assistance and cooperation and through Joint Programmes with the European Commission. The overall objective of the programmes has been to promote the rule of law and

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strengthen the protection of human rights. In February 2009, the Council of Europe launched a project, entitled " Efficient Prison Management", intended to improve the management of prisons, the treatment of prisoners and their conditions of detention in prisons, in accordance with European standards. The 18-months project also seeks to strengthen the structural and organisational side through support for the development of effective operational practices within the prison administrations. The total project budget is 788 736 euros, out of which 600 000 is funded by the European Union.

1.1.6.6 International Financial Institutions (IFIs)

1.1.6.6.1 International Monetary Fund (IMF)

The IMF office in BiH was opened in 1997 and restructured in 2008. It currently maintains a small office in Sarajevo to enable IMF's ongoing surveillance of economic development in the country.

On 5 May 2009, the National Fiscal Council and the IMF mission reached an agreement on a three- year Stand-By Arrangement worth 1.2 billion euros (600 percent of BiH's quota). Provided the Executive Board gives its final approval and BiH fulfils the necessary conditions, the first tranche of funds, amounting to nearly 200 million euros, could be released in July. Although the money drawn from the IMF will be distributed between Entities only, in the ratio 2/3 for the Federation and 1/3 for Republika Srpska (RS), all levels of government in BiH agreed to share the burden of the fiscal gap and to implement the appropriate savings measures. The total savings that the authorities committed to create through reforms and cost-reductions in 2009 amount to 610 million KM. Savings at State level will be created through restructuring, which implies a reduction of the State expenditures (mainly salaries and material expenses).

1.1.6.6.2 World Bank (WB)

Since 1996, the World bank has committed over 1.27 billion dollars to BiH through 61 projects (mainly via interest-free credit).

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Together with the European Commission, WB has also organised three donors' conferences raising about 5.1 billion dollars for post-conflict reconstruction of the country. The WB assistance has ranged from rehabilitation of basic services (water supply, electricity etc) to job creation, financial sector reform and assistance to BiH in the process of the EU integration. The Country Partnership strategy for 2008-2011 evolves around two pillars: improve the environment for private sector growth and convergence to EU; improve the quality of Government spending and the delivery of public services for the vulnerable.

1.1.6.7 Third States

The United States is heavily engaged in BiH, in particular via the OHR, a large US-AID operation and the International Criminal Investigative Training Assistance Program (ICITAP). The focus of ICITAP has been targeted towards improving law enforcement capabilities, combating terrorism and organised crime including narcotics smuggling, human trafficking, money laundering and public corruption. EUPM has a good cooperation with ICITAP, particularly as regards provision of support and advice to SIPA.

Russia, Japan, Turkey and Canada are also engaged, in particular via the OHR.

1.1.7 EU Action in Bosnia and Herzegovina

The EU is present in BiH with the wide range of Community and ESDP instruments.

1.1.7.1 European Community Activity

The European Community instruments in BiH can be summarized around three main elements: – Stabilisation and Association Process, which provides the framework for the European perspective of BiH. BiH is a potential candidate country for EU accession. The Stabilisation and Association Agreement was signed on 16 June 2008, the Interim Agreement entered into force on 1st July 2008. A new European partnership adopted on 18 February 2008 commits the country to a set of reform priorities.

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– EC financial assistance: is channelled through the Instrument for Pre-Accession Assistance (IPA) which supports preparations for accession through institution-building and investments and responds to the needs as regards the political, economic and acquis related criteria. Indicative allocations are for 2009: 89.1 millions euros, 2010: 106.0 millions euros, 2011: 108.1 millions euros. Ongoing projects or in the pipeline to support police forces include a CARDS 2006 project of 768 500 euros on police restructuring in BiH, a CARDS 2006 project of 500 000 euros on support to the BiH border police, an IPA 2007 project of 400 000 euros on a Joint training of the SIPA Financial Intelligence Unit and Crime Investigation Unit and an IPA 2008 project of 2 million euros to support police reform. – Visa Liberalisation Roadmap: a dialogue on visa liberalisation with BiH was launched in May 2008, based on a detailed roadmap containing clear and realistic benchmarks in the areas of Document security; Illegal Migration, including readmission; Public order and Security; and External Relations and Fundamental Rights. A preliminary assessment on the implementation of the roadmap was undertaken on the basis on a series of experts missions and lead to reports presented in May 2009. In July, the Commission assessed positively the progress made by BiH but indicated that further works needs to be done. If the pace of reforms is maintained and if all the roadmap conditions are fulfilled, the Commission could envisage making a new proposal to the Council for visa liberalisation by mid-2010.

1.1.7.2 European Union Special Representative (EUSR)

The current mandate of the EUSR is based on the policy objectives of the EU in BiH, i.e. continued progress in the implementation of the Dayton/Paris Peace Agreement in accordance with the OHR's Mission Implementation Plan, continued progress in the Stabilisation and Association process, with the aim of a stable, viable, peaceful and multi-ethnic BiH, cooperating peacefully with its neighbours and irreversibly on track towards EU membership.

It includes a leading role in EU political coordination and ensuring coherence of all EU players in theatre, offering local political guidance without prejudice to the respective chain of command.

The EUSR is currently the same person as the HR, which gives him specific leverage.

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Without prejudging any PIC decision on the OHR closure, the EU is planning for a future reinforced EUSR for the post-OHR period, based on the following assumptions: – combining the functions of the future EUSR and the Commission Head of Delegation in the form of a "personal/double-hating" arrangements; – adequate and adjusted instruments ("tool box") at the disposal of the future EUSR/EC Head of Delegation; – ensuring an overall coordination role of EU in issues related to the rule of law and security sector reform through resources within the EUSR office, in coordination with EUPM and without prejudgement of the latter's mandate; – strong IC coordination to be retained.

1.1.7.3 EUFOR ALTHEA

The EU military operation was launched in December 2004 and reconfigured in 2007. Its key military tasks are to: – provide a military presence in order to monitor and ensure continued compliance with the military aspects of the Dayton/Paris Peace Agreement and deny the conditions for a resumption of violence; – contribute to a safe and secure environment in BiH, thereby allowing EU and other IC actors to carry out their responsibilities; – conduct information activities in support of EU political objectives; – manage any residual aspects of the Dayton/Paris Peace Agreement.

Its key supporting tasks are to: – provide support and advice, within means and capabilities, to the EUSR and other EU and IC actors in BiH; – provide continued support to the BiH authorities on defence reform, within means and capabilities, as required; – provide support, within means and capabilities, to the International Criminal Tribunal for the former Yugoslavia (ICTY) and relevant authorities, including the search for Persons Indicted For War Crimes (PIFWCs);

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– provide in extremis evacuation support within means and capabilities to IC officials.

As of June 2009, the total number of troops is approximately 2200, from a total of 27 nations (22 EU Member States and 5 non-EU Troop Contributing Nations). The operation is intelligence- driven: situational awareness is provided through a matrix of Liaison and Observation Team (LOT) houses, regional coordination centres and air-to-ground surveillance and reconnaissance. Manoeuvre elements comprise a multinational manoeuvre battalion and an Integrated Police Unit (IPU). Reserves are drawn from the EU-NATO shared operational reserve forces and KFOR TACRES mutual support.

Preparatory work is ongoing for a possible evolution of ALTHEA towards a non-executive capacity-building and training operation. The political decision on the possible evolution of Operation ALTHEA, would need to take political developments, including future role of the EU Special Representative, into account.

1.1.7.4 Member States activity

EU MS are engaged via numerous bilateral projects in BiH on various aspects of strengthening of the rule of law in general. (i.e. Basics of community policing in BiH, Identification of documents, Project for juvenile delinquency etc).

1.1.8 Risk assessment1 The general security situation in Bosnia and Herzegovina (BiH) has remained substantially calm and stable.

There are some very limited indications of threats in BiH, but these are unlikely to materialise during this period.

The overall risk to security is assessed to be LOW.

1 "Bosnia and Herzegovina- Risk Assessment" (25 March 2009)

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At present BiH is not a target for terrorist organisations. There is no reliable information to indicate that terrorist groups are operating in BiH in an organised manner, nor are there any indications of an actual terrorist threat emanating from the country.

The risk of terrorist acts is therefore assessed as LOW.

Regionally, the threats from mines remains HIGH, although a lot of effort has been made to limit dangerous areas and in de-mining.

The risk assessment will be continuously updated in parallel to the development of plans. Changes in the risk assessment of EUPM may also depend on the implementation of its mandate. An increased and more visible role in fighting organised crime could increase the threat of counteraction from organised crime against local and international personnel.

2. STRATEGIC GUIDANCE

2.1 EU Political Objectives

2.1.1 Long term objectives

A stable, viable, peaceful and multi-ethnic BiH, cooperating peacefully with its neighbours and irreversibly on track towards EU membership.

2.1.2 Medium term objectives

Supporting BiH's progress towards EU integration through its own efforts, including through increasing ownership by the BiH authorities and strengthening the capacities of its institutions.

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2.1.3 Short term objectives

Building on earlier achievements of EUPM, ensuring greater success in the fight against organised crime and corruption. Strengthening the capacities of SIPA and other State level institutions, including sustainable coordination, cooperation and accountability1 mechanisms, as well as further enhancing police-prosecutor relations, thereby contributing to an improved functioning of the criminal justice system. Further enhancing international and regional law enforcement cooperation in relation to the fight against organised crime and corruption.

2.2 CivOpCdr's Intent

The Civilian Operation Commander's (CivOpCdr) intent is to provide support and assistance to BiH authorities in the fight against organised crime and corruption in a streamlined and integrated approach. The mission will further enhance BiH police and other LEAs capacities to take on an intelligence led approach in the fight against organised crime and corruption. A comprehensive provision of support will call for proactive monitoring, mentoring, advising and inspecting from the mission's international staff, with a wide range of police and law enforcement expertise, displaying highest standards of integrity2.

The mission will continue with a predominant co-location methodology at key functions in relevant LEAs, focusing primarily on State level. Additionally the mission will also be located in 4 regional offices. Each regional office will consist of relevant ranges of expertise and relevant numbers of staff, appropriate to meet the needs of that specific region, ensuring an integrated approach in the support to BiH authorities in their fight against organised crime and corruption. The regional offices will have a strong mobile capacity to ensure that they can shoulder operational needs linked to the mission's mandate.

To mirror the core objectives of the mission and to adjust to the complex nature of ESDP operations, the structure of the mission will include a Mission Analytical Capability (MAC). This

1 The notion of accountability refers to BiH relevant LEAs. 2 The SOP (Code of Conduct of Personnel) may be adapted as appropriate in the OPLAN.

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new element will be at the core of EUPM's information processes, providing situational awareness and enabling the HoM to have an information led approach. The MAC will inter alia: • Improve reporting to the chain of command and EUSR; • produce technical assessments of events and developments in response to request from HoM/mission management in decision making processes; • process information from all mission components; • assess impact of identified threats and opportunities on the implementation of the mission mandate.

Residual monitoring and advisory capacity in the fields of police reform and accountability will be retained with a view for a progressive transition to European Community projects to be executed in full coordination with EC structures.

The mission will be part of a coherent EU presence in BiH. In particular, coordination and cooperation with the other EU actors, in particular with the EUSR, the relevant EC structures and EUFOR Althea, will be ensured. Coordination with other stakeholders will be a key tenet of the mission.

The CivOpCdr's intent is to establish suitable systems to ensure identification and implementation of lessons and best practices in the mission.

A strong media strategy will be implemented to highlight the refocused mandate of the mission on support to the fight against organised crime and corruption.

2.3 Desired End State

The BiH authorities will have taken significant steps towards a sustainable and effective capability in the fight against organised crime and corruption and will have demonstrated the ability to deliver results. This will include an enhanced systematic exchange of information between relevant LEAs

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in BiH, including improved police-prosecutor relations, improved regional and international cooperation, including coordination with relevant EU LEAs and an adequate accountability mechanism1.

2.3.1 Criteria for success

The success of EUPM will be judged inter alia against the following overall benchmarks related to the fight against organised crime and corruption2. – LEAs on State and Entity level3 have increased joint strategic and operational capacity, coordinated professionally and sustainable amongst relevant Ministries and bodies; – LEAs and Judiciary4 on State level have developed and applied investigative capability in consistent cooperation with LEAs at other levels; – Benchmarked track-record of achievements in the fight against organised crime and corruption, taking into account the Strategies of Bosnia and Herzegovina for Integrated Border Management and to fight Organised Crime, Corruption, Drugs, Trafficking in Human Beings, Money Laundering; – Increased number of LEAs within EU MS and the region will have formalised cooperation with relevant BiH State level LEAs.

2.4 Major planning assumptions

2.4.1 Bosnia and Herzegovina

– BiH authorities at all levels will actively support the implementation of the mission's mandate and ensure all necessary access. – The present SOMA will continue to apply. – The process of political stabilisation in BiH will continue and the security situation is not expected to deteriorate (both in BiH and the region).

1 The notion of accountability refers to BiH relevant LEAs. 2 As of 1st January 2010 3 This shall include the Brcko District Police, as appropriate. 4 Judiciary shall primarily refer to prosecutors and as appropriate to judges and their capacity to decide on warrants and special investigative measures.

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– Coherence will be ensured with actions undertaken by the international community in implementing the Dayton/Paris Peace Agreement in BiH and strengthening the rule of law, under the coordination of the High Representative/EUSR and the reinforced EUSR after closure of the OHR. – The PIC SB will review the situation at its following meetings and assess progress made towards delivering on the five objectives and two conditions set by the PIC SB in February 2008 for closure of the OHR and transition to a reinforced EUSR. The EU's role in BiH will adapt to take this into account.

2.4.2 European Union

– The Mission will not have executive powers. – Coherence and coordination will be ensured with other EU instruments in BiH, in particular with the EUSR, European Community activities and EUFOR, but also in the region. In line with his mandate the EUSR will promote overall EU political coordination and will ensure local political guidance and support to EUPM's activities. – The European Commission Delegation and EUPM will strengthen the coordination mechanism in order to facilitate the foreseen transition to European Community assistance to meet remaining relevant police and rule of law needs. Coordination will continue for the Instrument for Pre-Accession Assistance to ensure EUPM is consulted on needs analysis and identification of activities in relevant areas. The programming of European Community assistance will take into account needs identified by EUPM. – EU Member States will take into account the Mission's actions when developing relevant projects to allow coherent support to be provided to the BiH authorities. – With a view to support BiH authorities in line with the core objectives of the ESDP mission and the overall EU presence, EUPM will be able to maintain links with EUROPOL as deemed appropriate and within the respective institutional frameworks. – The Mission and its objectives will be fully supported by Member States, including through the provision of necessary seconded personnel. All Mission members will meet the relevant job descriptions in full and be professionally qualified and trained.

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2.4.3 Third States – Third States remain invited to take part in the Mission subject to Council and subsequent PSC decisions.

2.5 Security

The Bosnia and Herzegovina authorities will take all necessary and appropriate measures to ensure the security of mission members.

The Civilian Operations Commander shall direct the Head of Mission's planning of security measures in accordance with the EU’s Policy on the Security of EU personnel deployed in an operational capacity under Title V of the Treaty on European Union and its supporting documentation and ensure their proper and effective implementation for EUPM in coordination with the Council Security Office.

The Head of Mission shall be responsible for the security of the operation and for ensuring compliance with minimum security standards applicable to the operation defined by the Security Office.

Prior to the deployment of personnel, the HoM will ensure that arrangements for the security of the Mission members, including emergency and evacuation plans, are in place.

The HoM will ensure that the number of staff and authorised visitors never exceed the mission capability to cater for their safety and security and for their evacuation in an emergency situation.

The HoM will appoint a Senior Mission Security Officer who will – under the HoM responsibility – conduct the general management of all mission security aspects i.e. drawing up – or completing – and keeping up-to-date the mission security plan, organising the travel/movement authorisation process, ensuring effective and secure communications, the protection of EU classified information, etc.

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The Senior Mission Security Officer will closely liaise with the Council Security Office on all protective security related matters.

There will be an EUPM security structure including the security officer's office directly subordinated to the HoM and a security officer deployed in each EUPM region.

All ESDP personnel will undergo mandatory security training, or equivalent national training, defined by the Security Office before deployment in theatre.

The Head of Mission shall ensure the protection of EU Classified Information in accordance with Council Decision 2001/264/EC of 19 March 2001 adopting the Council's Security Regulations and its supporting documents.

ESDP Minimum Security Operating Standards will be defined in Annex O.

3. MISSION

The Mission will continue to be named EUPM, "European Union Police Mission" in Bosnia and Herzegovina.

3.1 Mission statement

As part of the broader rule of law approach in BiH and in the region, EUPM, while retaining residual capacities in the fields of police reform and accountability, will primarily support BiH relevant Law Enforcement Agencies in the fight against organised crime and corruption, notably focusing on State level Law Enforcement Agencies, on enhancement of the interaction between police and prosecutor and on regional and international cooperation.

EUPM will provide operational advice to the EUSR to support him in his role. Through its work and its network within the country, EUPM will contribute to overall efforts to ensure that the EU is fully informed of developments in BiH.

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EUPM will operate in line with the general objectives of Annex 11 of the Dayton/Paris Peace Agreement in Bosnia and Herzegovina and its objective will be supported by the European Community instruments.

3.2 Duration of the mission / AOR

The duration of EUPM will be two years with six-monthly reviews. The area of responsibility is Bosnia and Herzegovina.

3.3 Review

Mission reviews will be made with the following frequency: – six-months reviews, including a section on lessons identified. Based on guidance from the chain of command, reviews will be conducted in coordination with the EUSR and EUFOR. These reviews will be the basis for modification of the mission's mandate if required. – other reviews at intervals to be decided, as appropriate.

The HoM will be responsible for ensuring that suitable systems are in place to provide input for lessons identified reports.

4. EXECUTION

4.1 Head of Mission's intent

The Mission will be reorganised in line with the CONOPS with a HQ in Sarajevo and streamlining of the field presence to four regional offices in Banja Luka, Mostar, Sarajevo and Tuzla. Physical co-location offices, if not yet present, shall be opened at the HQs of the following agencies: SIPA, the Border Police, the Indirect Taxation Authority, the State Prosecutors' Office, Special Department for Organised Crime and Corruption as well as, once established, the Directorate for Police Coordination.

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EUPM will have a visible presence in support of the overall EU objectives for Bosnia and Herzegovina, sending a strong message of support to the authorities in their efforts to fight organised crime and corruption.

The Mission will be conducted in phases:

1) Implementation phase. Given that the mission follows-on from a previous mandate, this phase will begin on 1 January 2010. The mission is anticipated to become fully operational after a short adjustment phase in order to adapt to the revised mission structure. While the mission implements its objectives in line with the principle of local ownership, it will at the same time reinforce its coordination with EC structures with the aim of preparing the ground for progressive transition of necessary residual tasks to European Community instruments. 2) The post-review phase, on the basis of the conclusion of six-monthly reviews. In order to maintain the current rhythm of reviews as well as the parallel reviews of EUPM and Operation Althea, the first review will take place in spring 2010. The six-monthly review process, in accordance with the assessment criteria set out in the Concept of Operations (CONOPS) and Operational Plan (OPLAN) and taking into account progress achieved, shall enable adjustments to be made to the Mission's activities as necessary. 3) Withdrawal of the mission. Withdraw the Mission based on an exit strategy which will be detailed in the six monthly review in spring 2011 and which will, inter alia, include transition of necessary residual tasks to the European Community.

The HoM will implement EUPM’s mandate using a pro-active, information-led approach, processing and integrating the information available to the Mission, within the framework of its mandate, to analyse how internal and external factors impact on the effective implementation of the mandate itself. EUPM will identify the necessary information requirements, produce systematic information gathering plans and, as a result of that collection, comprehensive assessments of situations, disseminated as tailor-made products to all relevant levels within the Mission. EUPM will draw on its unique position to gather all relevant information, through its predominant co- location methodology, its centrally located information assessment capabilities and its integration into the EU and the larger international community.

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EUPM will apply and reinforce its mentoring methodology in order to increase its operational impact. Partnership with the local authorities will be an important element in order to create a sense of ownership from the Bosnians to the EU's objectives. In this context, it will encourage Law Enforcement Agencies (LEAs) and Criminal Justice Sector (CJS) on State, but also on other levels, as well as relevant Ministries to map out the strategic development of their own respective capacities and capabilities, in conjunction with neighbouring LEAs or CJS organisations, for the next years. EUPM will support this process and, as appropriate, assist in its attainment. EUPM will establish a bilateral assessment mechanism with national stakeholders so to achieve a systematic and regular joint view of activities on both sides.

EUPM will continue the co-location methodology which allows, inter alia, a continuous presence and contact with BiH counterparts, solid understanding of the environment and requirements and the monitoring of appropriate control over the LEAs.

In-Mission training courses for newcomers on local conditions and objectives of the Mission will also contribute to effective mentoring.

Maintaining close liaison with the European Union Special Representative, providing him with relevant information and strategic advice on aspects of law enforcement and the Rule of Law as well as actively seeking his local political guidance and support, in particular in sensitive cases, will also be crucial.

EUPM will have regular exchange with the EU liaison officers network posted in the Western Balkans, in particular in Sarajevo. It will also strengthen its cooperation with EULEX on the issue of support to the fight against organised crime and corruption. Improved exchange of information with EUROPOL on the strategic level, in accordance with the administrative arrangement between EUROPL and the GSC on the exchange of information in the context of civilian ESDP Mission, will also be sought.

Against the backdrop of strengthening the operational capacity and capability of relevant LEAs, EUPM will increase its focus on supporting the local authorities to reach operational success in specific case in the fight against organised crime and corruption.

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Given the fact that the relevant LEAs and CJS institutions at State and all other levels have to operate in an highly complex institutional setup challenging the success in the fight against organised crime and corruption, and taking into account that strengthening State level law enforcement authority requires a systematic interaction of such bodies with relevant institutions on entity, Brcko District and cantonal level, EUPM will assist in establishing systematic communication as well as institutionalized and intelligence-led co-operation and co-ordination between LEAs, strategically co-ordinated amongst others through the Ministry of Security. EUPM will continue to foster systematic co-operation between LEAs and Prosecution Offices, including at regional and EU level.

EUPM will continue to assist the relevant LEAs and CJS institutions on State level in their development of capacities and capabilities needed in their contribution to the fight against organised crime and corruption, through proactive monitoring and mentoring and through delivery of advice and the development of skills and competencies. EUPM will facilitate a coherent and streamlined overall assistance to LEAs and CJS through systematic interaction with other international and bilateral activities, in particular the European Commission, including through joint projects.

4.2 Conduct of Operations / Phases of the operation

The mission will be conducted in the following phases

4.2.1 Implementation phase

This phase will include a short transition period during which the reconfiguration and relocation of offices and staff is being concluded. This will include: – The establishment of an inventory of requests for extension; – The transition to the new organisational structure of the mission; – A matching exercise of the retained international staff with new positions, structure and job descriptions;

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– The launch of the call for contributions, the selection procedure; – Closing down of all the field offices (included SIPA, Border Police and Inspections) and transfer of retained staff to new positions; – Transfer and disposal of surplus material, closure of rented offices; – Preparation of newcomers’ arrivals, including development of an updated induction training programme; – Deployment of retained and new mission members in the HQ, the regional and co-located offices; – At the beginning of 2010, the mission will develop additional internal work flow descriptions and modus operandi, which shall govern the implementation phase and be subject to regular review; – The mission will set-up the internal mission management and quality control structures.

4.2.2 Post-review phase

The review phase will take place every six months on the basis of defined benchmarks. It is aimed at assessing the progress of the strategic and operational implementation of the mission, and identifying possible shortcomings which need to be addressed and adjusted.

4.2.3 Withdrawal of the Mission

This phase will cover the final phasing out of the mission, which will, inter alia, include transition of necessary residual tasks to European Community assistance programmes.

4.3 Mission structure (Annex B)

The Mission will have its HQ in Sarajevo and four regional offices: in Sarajevo, Banja Luka, Mostar and Tuzla.

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– The HQ will include, inter alia, a Strategic Advisory Unit as well as a Mission Analytical Capability.

NOT DECLASSIFIED

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NOT DECLASSIFIED

4.4 Tasks

EUPM will work by utilising its well established partnership with the BiH police and prosecution authorities and will broker strengthened relationships with other key agencies and bodies in the law enforcement, judicial and penal sectors to support them and facilitate the building of an effective and sustainable capability and capacity to identify and disrupt organised crime and corruption. In order to achieve the desired end states the EUPM will carry out the following key tasks:

4.4.1 Key tasks

4.4.1.1 Strengthen the operational capacity and joint capability of LEAs engaged in the fight against organised crime and corruption

EUPM will: • Contribute to strengthen the operational capacity of State level LEAs: – assist the Ministry of Security in building up its institutional capacities as well as in strengthening the operational capacity of the State level LEAs, in particular with regard

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to the implementation of the National Action Plan for the Fight against Organised Crime and Corruption; – contribute to the specialised policing capacities in order to assist SIPA and other State level LEAs to enhance their operational and strategic capacity; – assist BP and SFA in developing border-related anti-organised crime measures under the overall coordination of the Ministry of Security as well as in strengthening their relations on illegal migration matters; – assist developing police-customs investigations in cooperation with the ITA; – continue to provide expertise and guidance to implement the police reform laws as well as harmonisation and coordination efforts among different police bodies. • Promote coordination and cooperation mechanisms vertically as well as horizontally between relevant LEAs, with a particular focus on State level agencies. • Promote international cooperation, inter alia: – support the implementation of the BiH-EUROPOL strategic agreement and facilitate EUROPOL assistance in capacity building, especially in support of SIPA; – facilitate enhanced contacts, operational coordination and cooperation with EUROPOL as appropriate; – facilitate contacts and cooperation between BiH and other EU agencies (such as EUROJUST and FRONTEX) as appropriate; – facilitate regional cooperation and BiH contacts with regional cooperation initiatives as appropriate.

4.4.1.2 Assist and support in the planning and conduct of investigations in the fight against organised crime and corruption in a systematic approach

EUPM will: – assist the relevant LEAs in developing an Organised Crime Threat Assessment and implementing a progressive Organised Crime Strategy that takes into account current capabilities and measurable rates of progress;

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– assist the appropriate LEAs, particularly SIPA, in planning and conducting counter organised crime activities and assess how such activities are currently conducted by the LEAs; – assist the relevant LEAs in investigating the economic aspects of organised crime activities as well as to assist and mentor the prosecutors in financial investigations; – mentor, monitor and advise BiH LEAs and relevant authorities within the criminal justice sector so that they are able to investigate organised crime and corruption without undue interference or pressure from political authorities; – advise and support on all aspects and the whole spectrum of organised crime investigations, from the initial enquiry to the prosecution cases, as deemed required on a case by case basis, individuating gaps and obstacles and reacting accordingly.

4.4.1.3 Assist and promote development of intelligence capacities

EUPM will: – contribute to developing further the 'National Intelligence Model' in order to bring together an intelligence community in support of the fight against organised crime and corruption; – support the development of appropriate data protection procedure and culture; – assist the relevant LEAs to ensure that good quality data is regularly inserted in the established IT and communication databases and that the appropriate instructions, which regulate the procedures for their use, are adopted and followed by the authorities concerned; – contribute to a fully established BiH-wide Information Management System (IMS) and promote links between the entity/local level with the State level LEAs; – promote an interface through which international LEAs can exchange information/ intelligence; – support the establishment of a crime analysis capacity in order, inter alia, to allow State level LEAs to develop mid to long term crime-fighting strategies; – ensure the development of exchange mechanisms of strategic information, relevant reports, crime analysis and organised crime assessment compatible with EUROPOL standards.

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4.4.1.4 Enhance police-prosecution cooperation

EUPM will: – assist in enhancing relations between police and prosecutors in order to ensure maximum effectiveness of criminal investigations related to organised crime and corruption; – monitor key cases related to organised crime and corruption through the criminal justice system identifying systemic difficulties as well as instances of obstruction or corruption; – advise on draft laws or regulations in order to improve joint police-prosecution investigation management; – advise and support the High Judicial and Prosecutorial Council's activities on police- prosecutors cooperation; – advise in enhancing the role of the judiciary as regards the investigation in the pre-trial phase; – work in close coordination with the EUSR, the EC and other relevant actors in order to develop a holistic anti-organised crime approach of the criminal-justice system and assist through its findings the EUSR and the EC in its efforts to analyse and contribute to the functioning of the criminal justice sector in a broader rule of law context; – contribute to further enhanced regional cooperation in the judicial area.

4.4.1.5 Strengthen police-penitentiary system cooperation

EUPM will: – advise and mentor in building relevant relationships between the Ministries of Justice and Interior and Police bodies; – assist in specific key areas, i.e. security surveillance, internal control system in daily operations with the services, with particular focus on high profile convicts.

4.4.1.6 Accountability

EUPM will: – conduct inspections in order to identify systemic deficiencies in relation to inspection and accountability procedures and propose solutions to BiH authorities;

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– monitor to identify, inter alia, instances of misconduct, corruption, non compliance and alleged ties of law enforcement officers to organised crime groups and ensure that appropriate disciplinary and/or judicial proceedings are taken; – support the adoption of specific anti-corruption strategies; – foster improvements to the Independent Selection and Review Board (ISRB) internal control and public complaints systems through further monitoring and managerial advice.

4.4.2 Monitoring, mentoring, advising and inspecting functions

The key tasks of EUPM will be achieved by performing monitoring, mentoring and advising functions. Strategic (top down) and horizontal (start to finish) methodologies complement each other. They will be implemented in accordance with the principle of local ownership and with EU policies on Human Rights, gender and children affected by armed conflicts, as well as relevant UN Resolutions. EUPM will work in coordination with the EUSR, the EC and other relevant actors as part of a holistic approach to improve the functioning of the law enforcement and the criminal justice sector in a broader rule of law context.

Inspection will form part of the monitoring methodology.

To enable proper overall management of progress towards task achievement, EUPM will establish an Advisory Board, under the authority of the Deputy Head of Mission. The Advisory Board will be comprised of the Heads of Regional Offices, Chief Advisers and other members of the Strategic Advisory Unit (SAU), as deemed necessary. A representative of the Mission Analytical capability (MAC) will be permanent member of the board. The Advisory Board will, through regular reporting, advise the Deputy Head of Mission and the Head of Mission on the implementation of mission tasks and will ensure maximum coherence between the various experts and advisers within Regional Offices and the SAU, through the exchange of information and advice to the Deputy Head of Mission about suggested decisions to make.

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4.4.2.1 Strategic processes

EUPM will have strategic advisers working closely with the Directors, Chiefs and other key personnel at State and entity level within the Ministry of Security, Directorate for Coordination, SIPA, Border Police, Indirect Taxation Authority, the Service for Foreigners’ Affairs, the High Judicial and Prosecutorial Council, the State Prosecutors’ Office, the Federation and Republika Srpska Ministries of Interior, as well as providing advice to other law enforcement key managers where necessary.

EUPM will: i. Assist counterparts to improve institutionalised cooperation between each other; ii. Assist counterparts, where relevant, to ensure that their organisations have identified formal and effective two way communication links for information exchange, cooperation and coordination in accordance with National Intelligence Model levels and guidelines, to improve internal and coordinated joint agency planning for conducting disruption activities against Organised Crime and Corruption (OCC); iii. Assist counterparts to effectively implement the provisions of the National Strategies for Organised Crime, Corruption, Drugs Trafficking, Trafficking in Human Beings, Money Laundering and Integrated Border Management and the associated action plans within their own organisation within the prescribed timescales; iv. Assist counterparts, where relevant, to produce and implement a strategic plan for their organisation to include effective measures to identify and disrupt OCC; v. Assist counterparts, where relevant, to improve the organisational structure, financial effectiveness and effective performance management systems (also using EUPM inspection reports and MAC assessments) against OCC; vi. Assist counterparts, where appropriate, to improve the information and intelligence flows within their own organisations along the National Intelligence Model lines; vii. Assist counterparts, where appropriate, to ensure that their organisation has functioning links to relevant state wide information IT systems and that their staff have clear instructions and managed incentives to gather, record and input quality intelligence and data into those

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systems at all levels of the National Intelligence Model and that their intelligence officers all have access to them; viii. Assist counterparts, where appropriate, to ensure the provision of sufficient and effective intelligence analysis capability to produce analysis products compatible with EUROPOL practice and standards; ix. Assist counterparts, where appropriate, to use those intelligence analysis products to inform the strategic and operational planning within their own organisations and to drive effective cooperation with other organisations to fight OCC; x. Assist counterparts, where appropriate, to ensure that sufficient and capable capacity and resources are available to conduct effective financial and asset tracing investigations on every OCC case they investigate; xi. Assist counterparts to increase systematic capability and capacity for gathering evidence in OCC cases using special investigative techniques; xii. Assist counterparts to identify and deal with corruption, malpractice and unwarranted interference in investigations and the processes of justice; xiii. Assist counterparts, where appropriate, to forge and formalise effective links from their organisations at appropriate levels to the National central liaison points for international criminal and judicial cooperation and to ensure participation of their organisation in regional cooperation initiatives and operations; xiv. Assist counterparts to identify areas where amendments to or harmonisation of regulations or laws could improve the ability, alone or together with others, to fight OCC.

4.4.2.2 Horizontal processes

EUPM will have advisers and experts working with local counterparts along the full length of OCC investigations from the initial intelligence development through the prosecution to the penal post- sentence. They will identify and monitor important cases through the EU Coordination Board and ensure their progression through the criminal justice system, as well as work with their counterparts to enhance specialist expertise, build capability and capacity, and promote and broker communication, cooperation and coordination. Where possible and appropriate, experts and advisers will be co-located, either through Regional Offices or the Strategic Advisory

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Unit. Co-located experts and advisers will work together with centrally located experts. This will permit best use of limited resources, maximise availability of expertise and allow EUPM to better broker coordination and cooperation between the local agencies themselves.

EUPM will: i. Assist in the development of functional and effective cooperation and coordination mechanisms between all organisations involved in OCC investigations and operations and support measures to identify areas of misunderstanding or difficulty and the implementation of remedies, brokering frequent joint case conferences; ii. Advise in the type of intelligence analysis required to identify Organised Criminal Networks and open investigations; iii. Assist in the development of functional and effective information gathering, recording and sharing systems for OCC intelligence within and between relevant organisations within BiH and promote their effective use; iv. Provide expert advice and assistance to intelligence analysis cells within State and Entity level organisations (including joint ones) to build capability and capacity to gather and analyse intelligence to provide accurate and useful OCC threat assessments; v. Provide expert advice and assistance to financial investigation, asset tracing and seizure processes in OCC cases within investigation units, prosecutors’ offices and courts; vi. Assist in improving the capacity and standard of specialist investigative methods and thereby increase the amount and quality of the evidence so gathered in OCC investigations; vii. Assist and support the identification of, and resistance to corrupt or undue influence on OCC investigations; viii. Assist and facilitate the implementation of measures required for BiH to sign a full operational agreement with EUROPOL and help improve the functionality of international police liaison systems including implementation of regional cooperation measures (e.g. the Police Cooperation Convention for South East Europe); ix. Assist in the establishment of information and intelligence sharing links, cooperation and coordination mechanisms between BiH LEAs and other countries, including facilitating regional liaison officers access to BiH agencies, implementing the Council Conclusions of 19 November 2004, recalling the Council decision 2003/070/JHA, and supporting the initiatives of other EU agencies;

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x. Assist in the continued harmonisation of laws or other regulatory instruments that affect the coordination or joint effectiveness of OCC investigations; xi. Assist in the identification of any legal deficiencies affecting OCC investigation and disruption, and in the drafting of adequate legal provisions to support an effective fight against OCC in all areas of the EUPM mandate.

4.4.2.3 Internal coordination processes

These strategic and horizontal processes will require stronger coordination. The European Union Coordinating Board (EUCB) will continue to adopt and monitor main target OCC investigations to ensure progress through the criminal justice system without fatal blockages. The goal of promoting and supporting a similar local process to take over this function as a sustainable replacement will continue to be pursued.

EUPM will: Through the EUCB identify, monitor and assist with the identification , development, investigation and progression of OCC cases. It will assist in anticipating and removing blockages and deficiencies (using internal and external coordination) from selected cases, from the initial intelligence stage, through the prosecution phases to post sentencing risk management

4.4.3 Identification of Needs

EUPM has been undertaking needs analysis since 2003. The process of needs identification is an ongoing process built into the operational work of the mission and will be continuously used throughout the mandate as a strategic management tool.

EUPM will: Through the Mission Analytical Capability (MAC), identify areas of concern that may threaten the rule of law or hinder OCC investigation and carry out inspections to inform ongoing assessment and management of mission work in all areas of the mandate

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Internal: The central node of all information flowing through the mission, will be the MAC as key component of the Policy Office. The MAC will collect, record and analyse mission and theatre activity and consolidate OCC data, political and legal assessment and disseminate the integrated products to the mission management and other mission partners.

The progress of actions and achievements against mission tasks will be managed by the Strategic Advisory Unit (SAU) based on progress reports. To this end, the Advisory Board plays an important role. The SAU and the MAC will regularly review police and rule of law related development needs.

External: EUPM will continue to chair the EUCB which will continue to monitor and facilitate progression of major OCC investigations through the criminal justice system. EUPM will contribute coherently and effectively to the overall reinforced EU engagement in BiH. Cooperation and coordination with the other EU actors will be strengthened and reinforced, as this will be necessary, especially in the post-OHR transition phase.

4.4.4 Coordination

EUPM will a) ensure that civilian ESDP advice and assistance is fully coordinated with EUSR and EC; b) ensure regular exchanges of information and close coordination of effort with other international actors, particularly with EUSR/OHR with a view to contribute to a maximum degree of coherence between EU and broader international community activities; c) ensure civilian ESDP advice and assistance is coordinated and coherent with European Community and Member States activities, seeking maximum synergy of effort; d) coordinate closely with the Head of Delegation of the EC as appropriate and without prejudice to respective areas of competency;

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e) continue to coordinate with EUFOR, in accordance with the Common Operational Guidelines1.

4.5 Benchmarking

A system of action specific benchmarking will be developed during the short initial phase of the extended mission. It will be based on the following criteria: i. That the relevant organisations within the Criminal Justice sector2 have defined lines of accountability and responsibility between each other at strategic management level with regular professional effective inter-agency communication driving coordinated joint planning against Organised Crime and Corruption (OCC); ii. That the relevant organisations within the Criminal Justice sector have established formal and effective two way communication links through permanent contact points for information exchange and cooperation in accordance with the National Intelligence Model and hold regular meetings to improve coordination and progress OCC cases; iii. That the implementation of the measures stipulated in the National Strategies for Organised Crime, Corruption, Drugs Trafficking, Trafficking in Human Beings, Money Laundering and Integrated Border Management by the relevant organisations within the Criminal Justice sector have progressed; iv. That the relevant organisations within the Criminal Justice sector have set and started to implement their own action plans and that they include effective measures to identify and disrupt OCC; v. That the relevant organisations within the Criminal Justice sector have improved efficiency (and budget management) and introduced more effective performance management systems to improve effectiveness against OCC;

1 In view of a possible evolution of EUFOR ALTHEA, EUPM may explore incorporation of up to 20 "Specialised Elements" of the Integrated Police Units from the European Gendarmerie Force (EGF). With non-executive powers and under the direction of the HoM, their tasks would be to: – strengthen the Mission Analytical Capability within EUPM; – enable provision of expertise to assist, support, mentor and advise members of SIPA in criminal intelligence and special investigation techniques, as deemed required. 2 The reference to "relevant organisations within the Criminal Justice Sector" includes all the relevant Ministries, Directorates, Bodies, Agencies and Institutions that the EUPM SAU work with.

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vi. That the relevant organisations within the Criminal Justice sector have better functioning internal information and intelligence systems allowing functioning National Intelligence Model intelligence management systems; vii. That the relevant organisations within the Criminal Justice sector have more functioning IT links to relevant national databases and that all necessary staff have proper access which they regularly use; viii. That the relevant organisations within the Criminal Justice sector have established intelligence analysis capabilities producing analysis products (threat and risk assessments) to minimum EUROPOL standards; ix. That the relevant organisations within the Criminal Justice sector are using such analysis products to inform and drive their strategic and operational planning processes (intelligence led policing) to fight OCC together; x. That the investigative organisations within the Criminal Justice sector have increased their capacity to undertake financial investigation and asset seizure investigations and use such capacity in OCC cases they investigate; xi. That the relevant investigative organisations within the Criminal Justice sector have increased their capability and capacity for deploying special investigative techniques resulting in more and higher quality evidence being used in OCC investigations; xii. That the organisations within the Criminal Justice sector have started to incorporate into their organisation’s procedures, processes, training and practices, the capacity to identify, address and prevent corrupt ion, malpractice or unwarranted interference in the rule of law; xiii. That the relevant organisations within the Criminal Justice sector have increased their participation in regional cooperation initiatives utilising the formal conventions, agreements and organisations (including EU agencies) which exist for those purposes, including completing implementation of all the measures required to sign an operational agreement with EUROPOL; xiv. That the EUPM will have assisted in proposing and drafting laws and regulations that are better harmonised and more effective in the coordinated fight against OCC; xv. That the EUPM will have assisted to better identify and successfully progress a significant number of OCC investigations to success indicator level D (see below) and also improved the risk management of those criminals so sentenced;

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xvi. That cooperation agreements between police forces and prison services, enhancing the maintenance of law and order and providing for sharing of intelligence and information be found, thus providing for a clear mutual understanding of responsibilities and obligations between the police and penitentiary system.

The existing mission success indicator system for assessing the progress of the main target organised crime and corruption cases through the criminal justice system, will be continued, in order to specifically measure the achievement of the objectives of the Mission against benchmarks. Results are measured against the following criteria by the investigation reaching that level:

LEVEL A – Is reached when police begin an investigation into a case that matches the OC definition in the BiH state criminal code. LEVEL B – Is established when the case results in an official investigation being opened by a prosecutor. LEVEL C – Is established when the prosecutors indictment is officially accepted by the court. LEVEL D – Is established when the court renders its final written verdict and sentence is fixed.

4.6. Risks to mission accomplishment

Mission accomplishment will depend on a number of factors.

The Mission will remain an integral part of the international community in the broader rule of law field in Bosnia and Herzegovina. A lack of coordination and coherence among international community partners may have a detrimental impact on mission accomplishment.

In this respect, EUPM’s accomplishments are dependent on a coherent approach among EU actors, promoting the policy objectives of the European Union in Bosnia and Herzegovina.

EUPM’s strengthening mandate will be affected by any controversy between different levels of government in Bosnia and Herzegovina and the International Community if they concern key questions of State-level law enforcement, including discussion about the division of competences.

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Breakdown of communication between key police actors, including at ministerial level, would also put EUPM in a delicate position. Such developments would require utmost attention and would necessitate extraordinary efforts to reach out and communicate with all stake-holders to avoid an acceleration of centrifugal dynamics. This would impact on the fulfilment of more specific technical Mission tasks.

Domestic political developments, in particular absence of support to State level Law Enforcement Agencies (LEAs) will slow-down mission implementation. EUPM will work in sensitive areas which could affect the interest of some elements. Accordingly, attempts to destabilise or even affect the Mission's credibility, reputation or its individuals could be made. The further development of the relevant State level LEAs and judicial institutions may be dependent on the support of political actors whose actions may be motivated by disingenuous motives. They may aim to undermine institutional development and reform processes which will severely impact on Mission's accomplishments.

The presence and role played by the international judges and prosecutors both in the War Crimes and Organised Crime, Economic Crime and Corruption departments are a critical factor in the progressive entrenchment of the rule of law in BiH. A non-extension of the mandate of the international judges and prosecutors dealing with organised crime, including economic crimes, would likely impact on Mission's accomplishments.

The next Risk Assessment produced by the SIAC1 should pay particular attention to this issue. The CivOpCdr will ensure that appropriate Duty of Care management are put in place to cover any potential risk.

4.7 Coordinating instructions

4.7.1 Internal co-ordination in the Mission

The Mission will have a clear internal chain of command. The Head of Mission will convene weekly meetings of senior mission staff to manage the strategic direction of the mission. The senior

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mission management will coordinate the overall progress of strategic and horizontal functions, using MAC products to inform them of progress against the combined benchmarks. The Deputy Head of Mission will convene regular meetings of the Advisory Board.

4.7.2 External co-ordination and cooperation

4.7.2.1 European Commission

The EUPM will act in full co-ordination with the European Commission, both in Brussels (RELEX A and the BiH desk of the Directorate General for Enlargement) and with the European Commission delegation in Sarajevo. The CivOpCdr will help to ensure coordination in Brussels through the establishment of a Task Force composed of CGS and European Commission representatives.

In the Mission area, the HoM will hold regular meetings with the Head of the European Commission Delegation, and at working level EUPM experts will exchange information with European Commission experts on the relevant projects. The Mission will be supported by a dedicated function of an EC Coordinator.

4.7.2.2 General Secretariat of the Council

Coordination with the General Secretariat of the Council will be ensured by the EUPM desk within the CPCC, specific coordination arrangement will be continued with specialised services, such as the Council Security Office and the Council Press Office.

4.7.2.3 Local authorities

The following principles will be adopted whilst performing the tasks of EUPM: a) Maintain close and constructive relationships with BiH counterparts, b) Foster local ownership, c) Promote a proactive approach when mentoring, monitoring and advising,

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d) Promote the importance of proper co-ordination between all relevant actors within the criminal justice sector, e) Use “inspection” methodology to support BiH Police in improving internal and external control, inspection and accountability.

4.7.2.4 Board of Principals and other international community partners

The Head of Mission will remain an active member of the Board of Principals which, under the chairmanship of the High Representative, serves as the main coordinating body of International Community activity in BiH. The Board of Principals meets once a week in Sarajevo. Its permanent members are OHR, EUFOR, NATO HQ Sarajevo, OSCE, UNHCR, EUPM, the Council of Europe and the European Commission. International financial institutions such as the World Bank, the IMF and the UNDP are also regular participants at the Board of Principals. After a possible transition of the OHR, the mission will actively participate in any follow-on coordination mechanism of international organisations in Sarajevo.

The Mission will maintain close bi-lateral cooperation with the OSCE, in particular in the field of criminal justice monitoring, the Council of Europe, in particular with regard to prison reform questions as well as with the US Department of Justice International Criminal Investigative Training Assistance programme (ICITAP).

4.8 Security

The BiH authorities will take all necessary and appropriate measures to ensure the security of the EUPM staff members.

The Head of Mission is responsible for the security of the operation and for ensuring compliance with all the security regulations and procedures established by the Security Office of the General Secretariat of the Council.

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The Head of Mission is supported by a dedicated Senior Mission Security Officer (SMSO), who will closely liaise with the Council Security Office on all matters pertaining to the safety and security of international and local EUPM staff deployed in the Mission.

The Senior Mission Security Officer (SMSO) is the key person in the mission security management system. He's accountable to the Head of Mission (HoM), for putting in place the mission specific framework to ensure Security and Safety of mission personnel and activity.

He/she will have regular access to the HoM and will submit all security plans, directives and procedures to the HoM for approval.

The Senior Mission Security Officer will conduct the general management of all mission security aspects i.e. drawing up - or completing - and keeping up-to-date the mission security plan in accordance with the EU Field Security Handbook approved by the GSA Security Office, ensuring effective and secure communications through the IT/ Communications Officer as well as the physical and procedural protection of the EU classified information as per the Council Guide on Security of Information, etc.

The Head of Mission will appoint a Security Management Team to assist her/him in the management of relevant security issues.

The EUPM Security System is composed by a EUPM Security Management component and the Mission Security Plan (See Annex O).

The HoM will ensure compliance with the Bosnia and Herzegovina territory specific minimum security operating standards established by the Council Security Office.

The Mission will be a no-family mission.

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Mission staff shall undergo mandatory security training organised by the Council Security Office, or equivalent national training, and medical checks before their entry into function, in accordance with the OPLAN. They shall also receive regular in-theatre refresher training organised by the MSO.

All selected personnel should receive a country-specific security and an EUCI security briefings. The Mission will provide comprehensive security training upon arrival to the Mission.

4.9 Information and Communication Strategy

EUPM will be supported by an information and communication strategy (Annex F). The information strategy will define the main objectives, the main themes to be developed and the audiences to which such themes or messages should be directed.

Public Information (PI) activities have an important role in presenting and promoting the credibility of the Mission. A coherent information strategy is needed to ensure that not only the Mission in Bosnia and Herzegovina but also the EU's overall approach towards Bosnia and Herzegovina is well understood.

At implementation level, the different EU actors (Presidency, Member States, Secretary General/High Representative, Council General Secretariat, Head of Mission, European Commission and their respective PI officers/spokespersons) will conduct their information activities in accordance with their respective audiences and practices in line with the political guidance of the Political and Security Committee. While EU actors carry out their respective information activities, increased coordination has to be ensured so that the messages delivered are coherent.

Close co-ordination between Brussels and the Mission will be an essential requirement to implement the information strategy. The information activities of EUPM will be closely coordinated with public information activities in Brussels (Secretary General/High Representative- Spokesperson/Council Press Office and relevant European Commission services).

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4.10 Mission Flag and Identification Markings

See Annex C.

4.11 Reporting and Information Exchange

Reporting and Information Exchange requirements are described in Annex N. In line with the SOP 01/2009, SGC / CPCC – EUROPOL of January 2009, the mission will contribute to the information exchange with EUROPOL, based on the following, indicative, non-exhaustive list of the type and nature of non-personal information that may be exchanged between the GSC and Europol.

1) From the EUPM through GSC 2) From Europol – Activity reports and Crime Trend Analysis – SOC trends analysis on Serious and Organised Crime (SOC) – Modus operandi and technical data including crimes with an international – SOC threat assessments dimension – Crime specific situation reports – Special reports on SOC – Expertise for training and capacity – Assessment and analysis of SOC building operations – Capacity building developments – SOC threat assessments

In accordance with the Administrative Arrangement, respective points of contact will be designated.

5. MISSION SUPPORT

The Mission will set up mission support structures, policies and procedures to ensure appropriate management and control of all human, material and financial resources assigned to the mission in accordance with standard civilian ESDP administration policies and instructions of the Civilian Operation Commander. These are without prejudice to the contractual obligations of the HoM towards the Commission.

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Given that the Mission will follow on from a previous mandate, appropriate continuity will be ensured, in particular in terms of human resources.

Each national contingent will nominate an administrative National Point of Contact responsible for liaison with the Mission headquarters.

5.1 Administration

In order to implement the ESDP Operation, the HoM will be provided with the necessary financial resources in a timely manner and will be responsible for the financial aspects of ESDP Mission in accordance with the European Community rules and procedures applicable to the budget.

The financing of the mission is based on funds from the General Budget of the Communities and contributions from Contributing States/third parties.

The European Commission, as the Institution responsible for the implementation of the General Budget, appoints the HoM as Special Advisor. The HoM is personally responsible for the implementation of the mission’s budget as detailed in the standard contract. The European Commission retains powers on the legal and financial control of the budgetary implementation.

The budget will cover needs of the mission, its intended deployment and the tasks with which it is entrusted.

The Command and Control Structure of the mission is without prejudice to the contractual responsibilities of the HoM towards the European Commission for implementing the budget of the mission and European Commission's competences in implementing the CFSP budget.

Mission Administration functions are: • Financial management, • Procurement,

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• Human resources, • General Support Services, • All other administrative functions necessary for efficient mission administration.

The HoM is responsible for establishing the administration structures of the mission, consistent with the Joint Action and its Financial Statement, adequately staffed and provided with the necessary means to ensure the appropriate management of resources.

The HoM is personally liable for his/her management of entrusted funds. For this reason, the Mission Administration is placed under his/her direct supervision. The Mission Administration will work under the Head of Administration.

The Head of Administration will be responsible for managing and supervising the administrative work and for issuing the internal rules to regulate internal procedures of the administration. He/she will be part of the Mission management team of the mission. The Head of Administration may modify the organisational structure of the component upon approval of the HoM and consistent with the present OPLAN.

The Mission Administration is responsible for defining and addressing the global administrative requirements of the mission and for identifying, obtaining and managing mission resources in accordance with Reference Y.

The work of the Mission Administration is based on Joint Action and on the EUPM business plan which establishes objectives and activities, following the identification of needs.

Should the mandate of the Mission be extended, the Mission closed down, down-sized or refocused, administration-related planning would be under the responsibility of the Mission Administration, as specified in Reference AA. The above-mentioned approach based of identification of needs, proposing of means, budgetary quantification and implementation will apply.

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5.2 General Support Services

General Support Services (GSS) are responsible for the identification of the material requirements for the Mission (equipment and consumables, services and premises), proposing appropriate means to cover these needs as well as the management of the means once procured.

GSS consists of: • Logistic Support • Health and Medical Support • Communication and Information Systems (CIS) Support (detailed in section 6.3).

The HoM has the overall responsibility for planning and implementation of the General Support Services of the Mission.

The details of the General Support Services are contained in Annexes H, I and J.

5.2.1 Logistics Support

Logistic Support is one of the essential elements of General Support Services. It aims at organising and structuring the following aspects of the operation: a) provision, management, maintenance and disposition of facilities and their infrastructure; b) provision, management, maintenance and disposition of assets; c) provision and management of different services; d) provision and management of transportation of personnel and assets; e) provision of immediate transportation means, temporary facilities and services in case of emergency evacuation of international mission personnel, critical material and equipment.

Logistical cooperation and coordination with other relevant national and international actors in country is established from the outset of the mission.

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Details of Host Nation Support (HNS) will be confirmed through an exchange of letters with the host Government and subsequently through the Status of Mission Agreement (SOMA).

Logistics experts take part in procurement processes by giving inputs to tender files (technical specifications, terms of reference), being responsible for evaluation, accepting the supplied items and undertaking other activities of equivalent nature.

Where possible, the Mission will be supplied through local resources in order to reduce costs and to optimise logistical stocks. However, the Mission will maintain a small stock of operationally essential equipment and material.

As part of the Procurement procedures, all purchases, will be processed through a centralised Procurement system. All goods delivered will be via central warehouse and followed, where required, by coordinated and timely issuance to all elements of the mission in the field.

Strategic Movement 1 Contributing States are responsible for the deployment, rotation and redeployment of their own personnel and equipment to/from the Mission. 2 The Movement Plan will be co-ordinated by the mission headquarters in liaison with CPCC. Contributing States will have to communicate timely their national Movement Plan to the CPCC.

Mobility Capability inside the Area of Operations (AoO) 1. The means must be in place to go anywhere where needed. 2. In particular, the ability to move sufficient numbers of staff quickly to required locations, and to sustain their employment across the terrain and despite inclement weather conditions will provide the mission with the necessary flexibility to cover a wide and adapting range of tasks. 3. During the mission, movement and transportation to/from the mission when on mission business and in AoO will be a responsibility of the HoM. Movement is restricted to the essential under certain security conditions.

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4. Movement of personnel through AoO will be executed in full respect of local traffic rules and road conditions. Movement and transportation organisation will ensure that key mission personnel have adequate capacity for rapid reaction. 5. In zones where the level of security risk does not necessitate the use of armoured vehicles, the mission will use soft skin vehicles. All vehicles will be equipped for the climatic condition, with CIS equipment, first aid kits and security equipment.

The full range of requirements and actions to enable mobility are set down in Annex H.

5.2.2 Health and Medical Support

(a) All mission members have to be selected carefully and informed about the medical capabilities of the Mission. Furthermore, they are expected to arrive in the area physically, dentally and mentally fit. All mission members should, under national guidance, be vaccinated and immunised in accordance with internationally accepted guidelines and national regulations before arriving in mission area (see annex I). The responsibility for the fitness and the immunisation lies with the sending Member State or, as appropriate, with the individual (e.g. international contracted personnel).

(b) A medical certificate in English or English translation by certified court interpreter should be provided to the Head of Administration/Chief of Personnel, stating the individual's status.

(c) Notwithstanding the primary responsibility of sending states for their seconded personnel, the HoM has the overall responsibility to advise and inform on health issues which may affect the capability of EUPM members. The Mission Security Officer is the coordinator of this information in cooperation with Head of Administration.

(d) The mission will not have other own capabilities for enhanced health and medical support and will therefore rely on host nation and contracted assets.

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(e) When necessary, casualties will be repatriated to the nearest and most appropriate medical facility available.

(f) The Mission will not have its own medical support element because of sufficient medical support in Bosnia and Herzegovina.

(g) All EU personnel should have basic first aid knowledge in accordance with the respective national regulations.

(h) Mission international staff will be covered by a high-risk insurance.

(i) Health and medical support is further detailed in Annex I.

5.3 Human Resources

Human Resources is responsible for selection, recruitment, deployment, personnel administration and training, extension, rotation, redeployment, and repatriation processes of mission international and local personnel.

The HoM retains the final authority to appoint and the overall responsibility to deploy personnel. Detailed job descriptions for all positions are communicated to all Contributing States, as well as advertised in the websites of the mission and other relevant websites. All positions will be advertised once the tour of duty ends.

Only those candidates that satisfy in full the criteria set out in the relevant job descriptions will be selected for the mission. The mission strives for an improved gender balance in ESDP operations at all levels in conformity with UNSCR 1325. Contributing States and European Institutions are encouraged to take this into account when offering contributions. National balance is another principle to be taken into account in the case of equivalent education and professional experience between candidates.

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The employment regimes in the mission are international secondment, international contract and local contract. The international personnel of the mission are primarily seconded by EU Member States. Participating Third States may, as appropriate, second staff to the mission. The HoM is able to contract international personnel where no qualified seconded personnel are available. The HoM is able to contract local personnel as required.

Subject to national procedures for secondment, seconded personnel are envisaged to be deployed for no less than 12 months except for short term experts.

Each Contributing State or Institution will bear the costs related to the staff seconded by it, with the exception – as concerns personnel from EU Member States – of daily allowances paid from the mission budget in accordance with the document in Reference Z. Seconded staff will remain subject throughout the period of secondment to the social security legislation applicable in the sending State or Institution, and their sending State/Institution will assume related employer expenses.

While remaining under the authority of their sending States, seconded staff – and indeed all staff members – shall carry out their duties following the mission chain of command and shall act in the sole interest of the mission. Staff members who find themselves in a situation of conflict of interests are expected to report this situation to their mission line managers.

The conditions of employment and the rights and obligations of international and local contracted staff will be laid down in contracts between the HoM and the staff members, according to the rules established in the Commission Communication C(2007) 1746 of 21 December 2007 on Specific Rules of Special Advisers entrusted with the implementation of operational CFSP actions and contracted international staff (Reference FF).

The staff rules applying to international personnel are detailed in the annex on “Human Resources”. The staff rules applying to local staff are established in the “EUPM Conditions of Employment for Local Staff”.

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EUPM will be a no family mission.

Further detail, see Annex M.

5.4 Finance

In the performance of the tasks assigned by the Joint Action to the HoM, the HoM shall be responsible, under the European Commission’s supervision, for managing the funds granted, as laid down in the budget, in accordance with Reference GG (Council Regulation (EC, Euratom) No 1605/2002 of 25/06/2002 on the Financial Regulation applicable to the general budget of the European Communities and Reference HH (Commission Regulation (EC, Euratom) No 2342/2002 of 23/12/2002 laying down detailed rules for the implementation of Council Regulation (EC, Euratom) No 1605/2002) and the contract between the HoM and the Commission.

The HoM is responsible for the establishment of management and internal control systems, including internal rules, complying with the standards of the above-referred framework, the effectiveness of the systems put in place and for the choice of his team responsible for the financial operations. The HoM will establish the necessary systems for payment authorisation, accounting and reporting. The HoM will contract an independent expert/body to carry audits on the mission funds.

Finance is responsible for the formulation of budgets, the management of cash and bank, the accountancy, the financial reporting processes and other tasks of an equivalent nature.

The budget of the mission shall be handled in strict accordance with the principles of sound financial management. To that end, the HoM shall respect the principles of legality, regularity, effectiveness, efficiency and economy.

The Command and Control structure of the ESDP mission is without prejudice to the contractual responsibilities of the HoM towards the European Commission for implementing the budget of the mission and EC's competences in implementing the CFSP budget.

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5.5 Procurement

Procurement is responsible for obtaining the material means required for the Mission (equipment and supplies, services and premises) by means of tender procedures, agreements with other institutions or other processes of equivalent nature, such as Technical Arrangements with Member States, Contributing States and international actors.

The procurement function of the mission will lead both the planning and the implementation of any procurement actions, on the basis of technical inputs from concrete technical responsible experts appointed by the Head of Administration or, if appropriate, by the HoM upon suggestion from the Head of Administration. The main organisational tool of the procurement of the mission will be a procurement plan. Procurement plan lists all planned procurement actions and may consist of tender procedures and other actions such as technical arrangements with states and other international actors regarding the provision of equipment, services and premises to the mission.

Procurement is submitted to the principles of transparency, proportionality, equal treatment of potential contractors and non-discrimination.

The HoM shall act as Contracting Authority and fully comply with the procurement procedures laid down in the regulations referred to above, the contract between the HoM and the Commission and the Practical Guide to contract procedures for EC external actions. The HoM will determine the methodology, key elements and specific internal rules on procurement in accordance with applicable rules and regulations.

On completion of the mission, the ownership and use of equipment and materials directly financed by the European Communities shall be determined by joint agreement between the HoM, under his chain of command, and the Commission, including transfer to a third party beneficiary.

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5.6 Internal control

The Head of Mission shall establish internal control systems complying with the Financial Regulation and implementing rules applicable to the general budget of the European Communities, namely:

1. The budget shall be implemented in compliance with effective and efficient internal control as appropriate in each management mode, and in accordance with the relevant sector-specific Regulations.

2. For the purposes of the implementation of the budget, internal control is defined as a process applicable at all levels of the management and designed to provide reasonable assurance of achieving the following objectives: (a) effectiveness, efficiency and economy of operations; (b) reliability of reporting; (c) safeguarding of assets and information; (d) prevention and detection of fraud and irregularities; (e) adequate management of the risks relating to the legality and regularity of the underlying transactions, taking into account the multi-annual character of programmes as well as the nature of the payments concerned.

According to the implementation Guide of the EC Financial Regulation:

1. Effective internal control shall be based on best international practices and include in particular the following: (a) segregation of tasks; (b) an appropriate risk management and control strategy including controls at beneficiary level; (c) avoidance of conflicts of interests; (d) adequate audit trails and data integrity in data systems;

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(e) procedures for monitoring of performance and for follow-up of identified internal control weaknesses and exceptions; (f) periodic assessment of the sound functioning of the control system.

2. Efficient internal control shall be based on the following elements: (a) the implementation of an appropriate risk management and control strategy coordinated among appropriate actors involved in the control chain; (b) the accessibility of control results to all appropriate actors involved in the control chain; (c) the timely application of corrective measures including, where appropriate, dissuasive penalties; (d) clear and unambiguous legislation underlying the policies; (e) the elimination of multiple controls; (f) the principle of improving the cost-benefit ratio of controls.

5.7 Internal Audit

The mission of the Internal Audit Function (IAF) is to provide independent, objective assurance and consulting services designed to add value and improve the operations of the mission.

The IAF helps the Head of Mission (HoM) accomplish his objectives by bringing a systematic, disciplined approach in order to evaluate and make recommendations for improving the effectiveness of risk management, control, and governance processes. Thereby it promotes a culture of efficient and effective management within the mission.

The primary objective of the IAF is to provide the HoM with assurance as to the effectiveness and efficiency of risk management, control, and internal governance processes in the mission, with special reference to the following aspects: • risks are appropriately and continuously identified and managed; • significant financial, managerial, and operating information is accurate, reliable, and timely; • the Mission's policies, procedures, and applicable laws and regulations are complied with;

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• the objectives of the mission are achieved effectively and efficiently; • the development and maintenance of high-quality control processes are promoted throughout the mission.

A charter for the IAF (see relevant annex) sets out the mission objectives, reporting and working arrangements essential to the proper fulfilment of the IAF's role in the interests of the mission and of the CPCC as a whole.

6. COMMAND AND CONTROL / CIS

6.1 Command structure

EUPM will have a unified chain of command, as a crisis management operation.

• The Political and Security Committee (PSC) shall exercise, under the responsibility of the Council, the political control and strategic direction of the mission. • The Civilian Operation Commander, under the political control and strategic direction of the Political and Security Committee (PSC) and the overall authority of the SG/HR, shall exercise command and control of EUPM at the strategic level and, as such, shall issue instructions to the HoM and provide him with advice and technical support. • The Civilian Operation Commander shall report to the Council through the SG/HR. • The Head of Mission shall assume responsibility and exercise command and control of EUPM at theatre level and, as such, shall issue instructions for the effective conduct of EUPM in theatre, assuming its coordination and day-to-day management, following the instructions of the Civilian Operation Commander. He shall be directly responsible to the Civilian Operation Commander. • In case of absence, the HoM will be replaced by DHoM who in turn will be replaced by the a designated senior police officer under his/her command.

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6.2 Command arrangements

6.2.1 Transfer of Authority (ToA)

The mission does not need to be assembled in any specific area before deploying. Therefore, advisers seconded by Member States will be deployed in BiH by their respective countries. The HoM will exercise OPCON upon their arrival. All members of the mission remain under full command of their national authorities.

6.2.2 Discipline

EUPM HoM shall be responsible for disciplinary control over the staff. For seconded personnel, disciplinary action shall be exercised by the national authority or EU institutions concerned.

To this end, each contributing State should appoint a National Contingent Leader or National Contact Point (NCL or NCP) to represent each national contingent in the mission, responsible for contingent discipline. The EU Generic Standards of Behaviour apply. See annex G.

6.2.3 Technical guidance on CIS

The CCPC will provide technical guidance and support and will be the first point of contact for EUPM. DGA V, GSC will provide support, advice, and technical guidance on the supply and use of any EU classified CIS systems.

6.2.4 Council Security Office

The Head of Mission shall be assisted by a Mission Security Officer (MSO), who shall report to Head of Mission and also maintain a close relationship with the Council Security Office.

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NOT DECLASSIFIED

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LIST OF ANNEXES

A Map of Bosnia and Herzegovina B Mission Organisation C Mission Flag and Logo D Standing Operating Procedures E Gender F Information and Communication Strategy G Code of Conduct H General Support Services/Logistic Support I General Support Services/ Health and Medical Support J General Support Services/Communication and Information Systems Support K Finance L Procurement M Human Resources N Reporting and Information Exchange O Security P List of Abbreviations Q Index

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EUPM

ANNEX A

MAP OF BOSNIA AND HERZEGOVINA

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ANNEX A

KOSTAJNIC BOSANSKA VELIKA KLADUSA OD DUBICA BOSANSKA ORASJE BOSANSKI ZA BOSA BUZ SRBAC BROD GRADISKA K ANSK IM I BOSANSKI NOVI/ PRIJEDO MODRICASAM CAZIN NOVI GRAD AC B LAKTASI PRNJAVOR GRADACAC BIJELJINA BOSAN DOBOJ BRCKO BANJA LUKA GRACA BIHA SKA DERVENTA SANSKI ITA NICA KRUPA ® CELINAC SREBRENIKCELIC UGLJEVIK C LOPARE TESANJ KOTOR VAROS TESLIC BOSANSKI PETROVAC ® MAGLAJ LUKAVAC TUZLA SKENDER VAKUF KALESIJ ZVORNI MRKONJIC ZIVINICE ZEPCE BANOVIC KLJUC GRAD ZAVID JAJCE OVICI SEKOVIC DRVAR KLADANJ ZENIC BRATUNAC TRAVNIK VLASENICA MILICI SIPOVO DO NOVI VARES OLOVO BOSANSK TRAVNIK KAKANJ GLAMOC NJI VITEZ GRAHOVO VA BUSOVAC HAN PIJESAK SREBRENICA BREZ KUBUGOJNO VISOKO ILIJA F FOJNICA MHQSOKOLAC ® KUPRES GORNJI VAKUF KRESEVO SARAJEVOSIPA BP ILIDZA LIVNO PALE ROGATICA VISEGRAD PROZOR HADZIC JABLANICA RUD TOMISLAVGRA KONJIC CAJNICE ® POSUSJE MOSTAR SIR KALINOVIK FOC OKI GRUDEBRI JE G NEVESINJE CITLUK GACKO LJUBUSK CAPLJIN STOLAC

BILEC LJUBINJE NEUM EUPM Regional

RAVN Structure O TREBINJ

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EUPM

ANNEX B MISSION ORGANISATION

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NOT DECLASSIFIED

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EUPM

ANNEX C MISSION FLAG & LOGO

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ANNEX C

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EUPM

ANNEX D STANDING OPERATING PROCEDURES

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EUPM

ANNEX E GENDER

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ANNEX E EUPM Gender Strategy 2010 – 2011

General

The EUPM Gender Strategy will be mainly focused on the formulation and implementation of the EUPM gender policies within the mission itself and within the context of the mission’s mandate in BiH.

Policy of Gender Mainstreaming

The principles of gender equality shall be mainstreamed into the Mission’s plan of work, at all levels, ensuring the participation of women and men as equal partners and beneficiaries in all aspects of the implementation of the EUPM Mandate.

Structural and Budgetary Arrangements

Mission Gender Adviser and Gender Coordination Board shall be appointed to advise EUPM on gender equality and gender mainstreaming issues. This will be followed by adequate funding for operational expenditures. The Gender Adviser and Gender Coordination Board shall have direct access to senior staff members. a) Gender Adviser will: • Analyze and monitor policies, legislation and practices affecting areas of gender equality, women’s human rights and other human dimension activities to identify areas where improvement/remedial action is required; • Identify and evaluate more effective means to advance the equality of women and men within EUPM and through EUPM’s activities in BiH; • Serve as a coordinator of the Gender Coordination Board’s work; • Represent EUPM at conferences and meetings on women’s participation and gender equality issues;

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• Report to the management on the implementation of the activities conducted in the field of women’s participation and gender equality; • Prepare analytical reports and provide briefings on activities related to women’s rights, gender equality and other human dimension issues; • Provide in-mission training for the staff members on gender equality issues.

Gender Coordination Board Reporting to the HoM, the Gender Coordination Board shall serve as an open forum for all staff members for sharing experiences and information on gender-related issues; in particular with a view to: • Strengthening the role of women in the police of BiH and supporting gender awareness in security reform processes; • Supporting the development of specific measures to ensure gender-sensitivity in public peace and order, community policing and criminal investigations, including with prosecutors and courts; • Raising gender-awareness within the mission, both among international and national staff, including exploring measures to enhance women participation.

The Board may also be addressed with specific individual questions having a gender component, for the purpose of analysis, advice and reporting. The Board may propose items for the agenda of the senior staff meetings.

The Board will make recommendations to the HoM with regard to the dissemination of information for reporting as well as for policy-making purposes, to the development of projects and to the gender implication of mission activities.

The Gender Coordination Board includes interested EUPM members on a voluntary basis. Line managers shall facilitate and support the members’ participation in the Board.

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Membership is subject of regular review (at least twice a year). The membership should be representative of the mission as a whole, i.e. include international and national, police and civilian and seconded and contracted staff, and include women and men.

The Mission Gender Adviser serves as a coordinator of the Board.

The Board holds regular meetings which are called for by the coordinator. Meetings are open to all other interested members. The Board may form working groups.

Cooperation with National Authorities

EUPM will support the establishment of the Association of Police Women in BiH. EUPM will provide its assistance to the Association in further networking with the international police organisations and potential donors.

EUPM will support the training on gender issues of the local police with the focus on strengthening awareness on the importance of integrating gender issues in public safety policies by engaging security actors in reaching the objectives of UNSCR 1325.

EUPM will take part in the FBiH Gender Center initiative to evaluate the laws on police officials and the other corresponding legislation from the aspect of their compliance with the BiH Law on Gender Equality. The similar initiatives should be initiated with the RS Gender Center and BiH Gender Equality Agency.

EUPM will otherwise continue its cooperation with the Entity gender centers and Gender Equality Agency, particularly in respect of the implementation of the UNSCR 1325 (2000) in BiH.

In cooperation with the national authorities EUPM will promote social acceptance for the victims of domestic violence and improved and integrated data collection on incidence of domestic violence.

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EUPM will assist national authorities at local and regional level to intensify efforts to combat trafficking in human beings.

Recruitment

EUPM shall promote the increasing of the number of senior female personnel and improved gender balance within the Mission. All agreements and individual contracts governing the assignment of personnel, including arrangements for interns and volunteers, should reflect the gender-related obligations and responsibilities of those personnel.

Training

Training on gender equality is a part of the mandatory induction training.

Gender issues shall be mainstreamed throughout all training curricula and courses for the EUPM staff members.

The staff already serving in the Mission shall be also trained on the matters covered by the obligatory induction training with regard to gender issues.

Procedures, Monitoring, Evaluation and Accountability

The Gender Adviser shall produce reports on a regular basis.

A gender perspective should be integrated into policies, programs and projects, monitoring and data collections.

The EUPM HOM is responsible of ensuring that gender mainstreaming is implemented in all areas and components of the Mission.

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The format of reporting, particularly with regard to situation reports and periodic reports, should include progress on gender mainstreaming.

Cooperation and Outreach

EUPM shall liaise and collaborate with the national non-governmental and international actors in

BiH on gender and other human rights issues.

EUPM shall encourage the development of public information campaigns and public material on women's and men's involvement in the security sector, including the police, in order to change stereotypes regarding women's participation, assignments and tasks.

Lessons-Learned

The activities and experiences on the promotion of gender equality and implementation of the UNSCR 1325 (2000) should be included as a specific item in the lessons learned process.

Lessons learned from the EUPM on gender should be incorporated at the planning stage of the new ESDP missions. To this end, the compilation of good practices on gender mainstreaming shall be constantly updated.

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EUPM

ANNEX F INFORMATION AND COMMUNICATION STRATEGY

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ANNEX F I. MEDIA

Information and Communication

1. General

The Press and Public Information Office (PPIO) will continue its work under the direct authority of the EUPM Head of Mission. EUPM will cooperate closely with EUSR who is developing a comprehensive information and communication strategy, taking into consideration specific roles and relevant activities of the EUSR, the EUPM, EUFOR and the other EU actors in BiH, both in the short and in the longer term. This communication strategy will be developed against the backdrop of greater responsibility of the EU in BiH after the closure of the OHR. It needs to address existing scepticism in BiH towards EU and present EU actors on the ground as pro-active, efficient and reliable partners helping the country reconcile and integrate into European and Euro-Atlantic structures.

2. Policy

Anticipatory and frequent pro-active communication is instrumental for the success of the mission. The EUPM’s press and public information strategy will primarily aim at maintaining support for the EUPM.

The EUPM will focus on the achievements of local police supported by the mission, in order to build confidence in the national instruments and make local security less dependent on the international presence and more responsive to the needs of the general public in BiH. PPIO will develop a specific communication strategy and plan, building on the achievements of the past years and the EUPM’s support and guidance which led to further success of BiH law enforcement.

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Designated spokespersons are the only authorized persons to communicate with the media. Guidelines for the EUPM staff on talking to the media will be issued as appropriate.

2.1 Target audiences

Target groups are the BiH population 16+, the international community in BiH, local decision makers and opinion forming groups, NGOs and international media. Specific audiences might be targeted occasionally (e.g. citizens living in border areas, young people etc.).

2.2 Themes/Messages

The Press and Public Information Office will deliver accurate, timely and sufficient information on EUPM activities and responses to given subjects. General themes will include: • The EUPM mandate 2010-11 within the general framework of the EU's broader rule of law approach in BiH, in line with the general objectives of Annex 11 of the Dayton agreement. • The new approach of the EUPM (to be further developed after council decision). • EUPM's presence in BiH with the full agreement of authorities in BiH, both at state and entity level, who have undertaken to cooperate fully with EUPM in its work. • EUPM’s contribution to the improvement of the overall rule of law in BiH, including the justice and penitentiary sector. • EUPM’s contribution to further development of professional, impartial police agencies that serve all BiH citizens. • The EUPM as an integral part of the broad range of EU activities (both on-going and planned) in BiH and an important element in BiH's progress toward European Union as set out in the Stabilisation and Association process. • The EUPM as a tool for contributing to regional stability and cooperation. • The EUPM as a key player in the fight against organized crime in BiH and the wider region. • EUPM's actions help facilitate reconciliation and economic recovery by improving police professionalism and efficiency to better fight organized crime and corruption.

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• EUPM’s actions help increase coordination, cooperation and communication between all key players of the BiH justice system, i.e. police, prosecution, court, penitentiary.

3. Press Work

On a regular basis, the HoM will task the Press and Public Information Office to liaise with the media and to participate and organize media briefings and press conferences. In relation to media matters, the press and public information office will: • Issue press releases as requested and maintain an updated database of all media in BiH. • Dispatch press releases abroad. • Request assistance of the OHR/EUSR press office and/or the press office of the General Secretariat of the Council of the European Union, in close co-ordination with the relevant Commission’s services both in Brussels and Sarajevo. • Liaise with the OHR/EUSR, EUFOR, European Commission’s services and, according to needs, other press offices in BiH and the press office of the General Secretariat of the Council of the European Union. • Receive guidance from the press office of the General Secretariat of the Council of the EU / CPCC as appropriate. • Coordinate with other organizations involved in the civilian implementation of the GFAP. • Organise visits of journalists to BiH, with a special emphasis on EUPM. • Develop and implement media campaigns reflecting the mandate of EUPM.

4. Public Relations and Public Information

Good public relations, both nationally and internationally, are an important (operational) element for the mission such as the EUPM, as well as for the EU. Portrayals and perceptions of the EUPM and EU may differ. The EUPM must remain proactive in this regard. Representatives of the international media routinely operate in BiH and their number can significantly increase when special events or incidents arise. As policy, the EUPM will proactively support frequent and transparent media access to mission activities and, in accordance with special occasions, to MHQ in

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Sarajevo.

Public information and awareness are crucial management tools. As part of the overall public information arrangements, the Mission has created and put in place an effective EUPM website at www.eupm.org. The site serves as the electronic business card of the Mission. In addition, the site is being used as the main vehicle for the advertisement and reply procedure for any job vacancies as well as for publication of public tenders for the Mission which may arise. The website will be revamped at the occasion of the new mandate. The re-launch will coincide with the beginning of the new mandate, i.e. on the 01.01.2010.

In addition to the revamp of the website, the Press and Public Information Office will ensure the following: • Develop, plan and implement public information campaigns and community policing events both on national and regional level. • EUPM spokespersons will on a regular basis participate in national and local radio and TV programmes. • In line with the overall policy of the EUPM, support the local police in their press and PR activities, including sponsoring of joint BiH police/EUPM public relations or public information events and organizing workshops and trainings for the spokespersons of the BiH police and judiciary/prosecution. • Provide information on EUPM’s mandate, legal basis, and general framework, cooperation with local authorities, programmes and intentions. • Establish contact with all media in BiH (local and international). • Organize EUPM’s participation in the Brussels Open Day in May 2010 and 2011. • Update and maintain the EUPM website.

5. Internal Communication

Internal communication is key to the smooth functioning of an organization and boosts corporate identity. The PPIO will continue to publish a Mission Magazine on a monthly basis (650 copies

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circulation) aiming to inform the EUPM staff, as well as all local law enforcement agencies and fellow European and international actors in Bosnia and Herzegovina and EU about mission’s activities. In addition, the PPIO will: • Monitor BiH media, inform the HoM of any media reference to EUPM and, where required, propose a response. • Produce a daily local media overview for the Mission.

6. Activities Promoting EUPM Objectives and Mandate

6.1 Support to the Fight against Organised Crime and Corruption a) Operational aspects

The mission will continue activities, building on the 2008 and 2009 joint EUPM/local police campaign DARE ! Call Crime Stoppers! by: • Continuing to campaign on the topic of fight against organized crime. • Promoting EUPM’s contribution to planning and conducting major and organized crime investigations and encourage media to highlight police determination in the fight against organized crime and EUPM’s role in supporting police actions against organized crime. • Implementing public awareness programmes to enhance shared knowledge, understanding, and the public’s and society’s responsiveness to the challenge of fighting organized crime. b) Police – Prosecutor Relations

• Professional public relations training/education for spokespersons of the prosecutors’ offices; establishment of the Forum of Spokespersons of the Prosecutors Offices (based on the experiences with the EUPM-initiated Forum of Police Spokespersons) and establishment of connections between the two Fora. • Professional public relations training/education for spokespersons of the courts; establishment of a Forum of Spokespersons of the Courts; establishment of connections among the Fora.

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• Developing relations and common understanding between police, prosecution and media, including workshops, news blackout agreements, handbooks for the media, outlining main issues that the media should take into consideration when reporting on police and prosecution work. • Promoting a better understanding by the police and prosecution with regards to the media as a tool for fighting crime and importance of providing media with timely and accurate information; establishment of a trusting relationship between media on one side and police and prosecution on the other side, with a possible memorandum of understanding between them on exchange of information. c) State level LEAs: SIPA, Border Police, SFA

• Promoting EUPM’s strong support to further strengthening of the state level law enforcement agencies via individual support projects. • Representation in the press; support to the establishment/maintenance of public information and interaction tools such as websites. d) Ministry of Security

• Promoting EUPM’s strong support to further strengthening of the BiH Ministry of Security, including national strategies for the fight against organised crime and corruption. e) Rule of law

• Communicating EUPM’s mandate in terms of strengthening communication, coordination, cooperation between police, prosecution, court and penitentiary. • Promoting EUPM’s work and achievements in relation to this, taking into due consideration the principle of local ownership.

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6.2 Fight Against Corruption and Support to Local Police Accountability and Transparency a) The mission will continue activities, building on the 2007 and 2009 local police accountability campaign 122 – Your Police, by: • Contributing to improvement of the image of local police. • Contributing to building confidence in the work of police. • Public engagement – particularly in hard-to-reach groups (minority populations). • Promoting good EU practice in the police, with a focus on anti-corruption. • Continuing the process of branding and enhancing the image of police institutions. • Defining additional elements with the local police counterparts, such as: – Promotion of the police career as an attractive profession, focusing on women. – Promotion of the usage of the central police emergency telephone number 122. – Highlighting police achievements in strengthening accountability. – Promoting police work through TV programs (including ‘Unsolved Cases’ of BHT and ‘X files’ police program of TV Hayat). – Encouragement to allow TV stations to film police “on the job”. b) Strengthening the role of police spokespersons. • Continue to work on raising/highlighting their departmental image and importance of their role within law enforcement agencies: promote allocation of a separate budget for public information activities; Workshops with police spokespersons senior management for the development of media strategies. • Support for improved cooperation and coordination between spokespersons of various law enforcement agencies and prosecutors’ offices. • Promote exchange between spokespersons and media outlets, including through temporary work placements.

6.3 Information and Communication Strategy

A coherent information and communication strategy is needed to ensure that not only the EUPM

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but also the EU's overall approach towards BiH is well understood. It is of key importance that all activities undertaken by the EU in BiH come across as a single, coherent policy for both the short and the longer term. The accent will be placed on the achievements of the local police under the support of EUPM so as to build confidence in the national instrument and make local security less dependent on the international presence and more dependent on the national authorities and institutions. The information and communication strategy will be articulated around the key tasks and horizontal tasks of the mission and be aimed both at the population of BiH and the international community. Close cooperation and coordination of EUPM with EUSR, EUFOR, SG/HR spokesperson/SGC press office in Brussels and relevant Commission services, including the EC Delegation in Sarajevo, will be established.

Protocol and Official Visits

1. General

The Protocol Officer in the Office of the Head of Mission will be responsible for protocol matters and official visits based on the following procedures. All requests for official visits to the EUPM MHQ will be formally processed through the Protocol Officer.

2. Prioritising the visits

The priority for visit will be as followings: a) Ministers (or assimilated ranks) and Members of Parliament, b) Political figures, c) Head (or deputies) of International Organisations, d) High ranking diplomats and senior police and military personnel.

3. Request for visits

Visit requests are to be sent no less than 10 days before the proposed visit with the following information:

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a) Purpose of the visit, b) Name, rank, position, nationality and biography of the Head of Delegation, c) Size and composition of the delegation, d) Planned arrival and departure time with modes and dates of travel.

4. Articulation of visits

Unless otherwise indicated to conduct in another manner, the official visit shall be as follows: a) General presentation of the Mission by the HoM or her/his designated representative, b) Specific briefing by a designate of the HoM depending on the subject matter, c) Short briefing by the National Point of Contact (if necessary and according to time), d) Visit to a co-location team in the field (if possible and necessary), e) A EUPM fact sheet and/or movie/slide presentation may be delivered to the visitors.

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EUPM

ANNEX G CODE OF CONDUCT

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ANNEX G

1. GENERAL

The EUPM is made up of police and civilian professionals of many countries with varying cultures and legal systems and representing all levels of training and experience. To meet the EUPM requirements and carry out tasks satisfactorily, all EUPM staff members shall exercise patience, tolerance, tact, diplomacy, good judgment and common sense at all times. All actions of the EUPM staff members shall always be undertaken with complete impartiality towards all entities within the EUPM mission area.

This code of conduct is applicable to all EUPM staff members, both the internationals and the nationals. In general terms, the EUPM Code of Conduct is to be strictly observed by all EUPM staff members at all times. It is incumbent on all EUPM staff members to promote high behavioural standards in all their professional and social relationships.

In accordance with the aforesaid, all EUPM staff members shall conduct themselves professionally within the EUPM mission and shall adhere to these rules and regulations set forth by the EUPM HoM. In addition to the professional performance of their assigned duties, all EUPM staff members are expected to adhere to highly qualified behaviour standards when dealing with other staff members of the EUPM.

The following standards of conduct are based on European and international best practice for police professionals and the Generic Standards of Behaviour for ESDP Operations and reflect the attitudes and behaviour expected of all EUPM staff members.

Failure to adhere to any provisions prescribed herein may result in disciplinary measures.

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2. CODE OF CONDUCT GUIDELINES

2.1 Professional Behaviour Requirements

All EUPM staff members shall ensure that all lawful orders, instructions, directives and required duties are carried out promptly and completely, and they shall not knowingly neglect any duties assigned to them. All EUPM staff members shall appropriately account for any monies or property assigned to them in their official capacity and shall maintain all such allocations in good order.

2.2 Conduct unbecoming of a EUPM mission member

It is incumbent upon all EUPM staff members to display appropriate public image which reflects favourably on the image of the EUPM. They are expected to refrain from behavior that could adversely affect their credibility, professional image or impartiality.

All EUPM staff members shall conduct themselves in a professional manner both on and off duty. They shall neither engage in political activity within the EUPM mission area, nor shall they publicly express any preference for any political, religious or ethnic entity within the EUPM mission area. They shall respond to all requests for assistance in a fair and impartial manner.

2.3 Consumption of Alcohol

As a rule, EUPM staff members shall not consume alcoholic beverages while on duty and shall not report for or be on duty or appear in public in a state of intoxication. In exceptional cases, with prior consent of the respective Line Manager, the consumption of alcohol whilst on duty may be authorized when deemed appropriate. On such occasions and during off duty periods alcohol consumption must be moderate. This must be particularly well observed in regions or premises where the consumption of alcohol is contrary to the religion of the local population. All EUPM staff members shall bear in mind that they represent both the EUPM and their Contributing States at all times.

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2.4 Illegal use of Narcotics or Drugs

No EUPM staff member shall consume or possess any illegal drug, narcotic or cannabis or any of its derivatives at any time.

2.5 Acceptance of Gratuities

In order to maintain the level of neutrality integral to the EUPM mission, all EUPM staff members shall refrain from accepting gratuities from members of the local or international community. While it is not intended that EUPM staff members should disregard gestures of human kindness and acceptance (e.g. an offer of coffee), it is not appropriate, and shall be considered unacceptable, for any EUPM staff member to accept items of value [of more than approximately 10 euros] from local or international person without prior approval from the respective Line Manager.

2.6 Sexual Services and Child Abuse

Attending or soliciting any sexual services from places of prostitution or trafficked human beings is strictly forbidden. Attending or soliciting any illegal sexual services from any other premises, whether public or private, is strictly forbidden.

In particular, all EUPM staff members are prohibited from: a) procuring, profiting from, or facilitating prostitution or trafficking of human beings; b) having a professional or personal relationship with anyone who promotes or facilitates, or who could reasonably be suspected of promoting or facilitating prostitution or trafficking of human beings; c) visiting or patronizing any establishment that a reasonable person would believe is being used to facilitate prostitution or trafficking of human beings; d) visiting or patronizing a bar, café, or club or any other premises where nude or partially nude dancers perform for an audience.

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In order to comply with this directive all EUPM staff members are required to exercise due diligence to determine the reputation of any bar, café, club or other premises, whether public or private, that the EUPM staff member visits. Additionally, all EUPM staff members are required to pay due respect to any list of ‘non-recommended’ premises (i.e. so called ‘out-of-bounds’ premises) issued by the HoM or his/her authorised delegate.

No EUPM staff member shall in any place within the EUPM mission area procure services of prostitution and trafficking of human beings or attend any properties or establishment known for or suspected of promoting prostitution or the trafficking of human beings unless they are attending these places during the course of official operations while monitoring local police. All such operations must have prior approval of the respective Line Manager.

All forms of sexual contact with children as well as child pornography are forbidden. EUPM staff members must not in any way involve themselves in sexual exploitation, abuse and trafficking of children. In this regard, a child is defined as anyone less than 18 years of age, irrespective of the local age of consent.

2.7 Relationships with Local Population

It is imperative that all EUPM staff members remain objective in performance of their duties. The development of any type of personal relationship with those members of the community that may come into contact with the staff on a professional basis can damage the required objectivity and therefore must be handled with extreme caution and discretion. The mores and behaviours appropriate in the home country of each EUPM staff member may not be accepted or tolerated by persons in the EUPM mission area. No relationship with local population should in any way reflect negatively on the EU or the EUPM. No relationship with local population should cause a EUPM staff member to compromise the objectivity, impartiality and integrity of the EUPM in proper performance of his/her duties. No relationship with local population should lead to any substantiated complaint pertaining to inappropriate sexual advances.

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2.8 Obedience

In order to ensure that the tasks of EUPM are carried out as required it is necessary for each EUPM staff member to be responsive to the orders he/she receives from his/her Line Manager or other supervisors.

2.9 Accountability of Line Managers

In order to ensure that all Line Managers fulfill their role and responsibilities as supervisors and managers, it is necessary for them to be responsible and accountable for the actions of EUPM staff members under their command.

2.10 Interference in the Conduct of Internal Investigations

Any interference or obstruction in the conduct of EUPM internal disciplinary or other type of investigations is forbidden.

2.11 Discriminatory Conduct

All EUPM staff members shall show respect for other members of the EUPM as well as for any member of the public. No behaviour that is construed to be oppressive, abusive, discriminatory or likely to cause offence or humiliation shall be tolerated. Discrimination against any EUPM staff member or any member of the public on the basis of sex, race, ethnic background or religion shall not be tolerated.

2.12 Use of Foul or Obscene Language or Gestures

At no time shall any EUPM staff member use foul, obscene, vulgar or otherwise offensive speech or gestures that could be considered to be verbally abusive with any other EUPM staff member or with

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any member of the public.

2.13 Assault or Physical Abuse and Violence

Except in cases of self-defence or in cases of the defence of the weak and the helpless, no EUPM staff member shall participate in any physically combative situations whether it is with the EUPM personnel or members of the public

2.14 Sexual Harassment

It is imperative that any relationships that may develop among the EUPM staff members are based on mutual consent. No interaction with international community or local personnel should ever be construed by either party to be in the nature of sexual harassment. Sexual harassment for the purposes of this directive is defined as any sexual advance, request for sexual favours or other verbal or physical conduct of a sexual nature, when it interferes with work, is made a condition of employment or creates an intimidating, hostile or offensive work environment.

2.15 Truth and Accuracy in Reporting

All EUPM staff members have to ensure that any report or statement made by them is accurate and complete. No EUPM staff member shall knowingly make any false, misleading or inaccurate oral or written statement or entry in any official record or document.

2.16 Alteration or Destruction of Official Documents

No EUPM staff member shall at any time without proper authorization destroy, mutilate or alter any official document.

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2.17 Improper Disclosure of Information

No EUPM staff member shall disclose any information obtained during the course of his/her employment in EUPM relating to the identities of any individuals, information exchange, operating procedures or any other information which will cause prejudice to the security of individuals, or any other information that will inhibit the prevention of public safety, disorder, crime or national security.

This requirement shall apply for the duration of the employment in the EUPM. Nevertheless, all EUPM staff members are expected to maintain the highest ethical standards and to consider that the duty of care towards individuals continues post-assignment.

The same standards apply in respect of the protection of the reputation and image of the EU and EUPM. However, it is the right and the obligation of all EUPM staff members to report through the appropriate chain of command cases of malpractice, corruption and incompetence.

Statements by the EUPM staff members to the press, newspaper, radio or television or any other public media are not permitted unless proper authorisation from the EUPM Press and Public Information Office (PPIO) is obtained through the appropriate chain of command.

2.18 Improper Use of Authority

No EUPM staff member shall use or attempt to use his or her authority in such a manner as to gain special favours or benefits. All EUPM staff members shall treat their subordinates fairly and impartially without any practice of favouritism or preferential treatment.

2.19 Maintenance of EUPM Property

All EUPM staff members shall maintain all EUPM property within their control in good order. EUPM staff members shall not utilize EUPM property for personal use unless authorised by the

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provisions of this SOP or in writing through the proper chain of command.

Any damaged, destroyed or lost/missing EUPM property must be reported immediately through the Line Manager to the EUPM ICU.

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EUPM

ANNEX H GENERAL SUPPORT SERVICES/ LOGISTIC SUPPORT

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ANNEX H

General Support Services (GSS) help the Head of Mission to reach the objectives of the Mission in the most efficient and effective way.

The aim of GSS under HoA supervision is: • Identification of needs • Proposal of the means and resources required to adequately cover these needs • Provision of the technical expertise to adequately define required goods and services sufficient for procurement to take place • Assess local market capability in respect to technical requirements • Management of the means and resources procured • Make available means and resources that can be re utilized for other ESDP Missions after satisfying the needs of EUPM • In principle, all EUPM personnel, through controlled issuance, will be responsible for the efficient use of all equipment. Any defects in the equipment or loss of equipment must be reported immediately and could subject of ICU investigation. The regulations for the use of all equipment and the procedure for reporting defect or loss will be done in accordance with the SOPs.

GSS consists of: • Logistic Support • Health and Medical Support • Communication and Information Systems (CIS) Support.

I. LOGISTIC SUPPORT

Logistics include facility management, asset management, transportation management, services management and support to evacuation/relocation activities within the Mission.

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II FACILITY MANAGEMENT

Under HoA supervision, Logistics shall provide EUPM Staff with facilities, meeting as much as possible EU standards, for the use of accommodation, office space, services etc. These facilities can be existing permanent or temporary buildings that are procured-leased by the mission, provided by BiH Local Police or by another actor.

The accommodations shall be as follows: – EUPM MHQ in Sarajevo for 100/120 Staff – 4 Regional Offices in Mostar, Sarajevo, Tuzla and Banja Luka (Primarily in Local Police premises or exceptionally in rented accommodation) – Inside Institutional Bodies In case that existing permanent buildings are not of sufficient space to support EUPM needs, facilities can be built from containers or other temporary means. Any such facilities will require necessary infrastructure (water, electricity, heating, air-conditioning, drainage, sewage, and waste disposal systems).

The facilities have to be managed according to the needs of the Mission so as to cover the distribution of available space, relocations, appropriate and regular maintenance and cleaning.

III. ASSET AND SERVICES MANAGEMENT

Asset Management includes the supply of material and equipment, warehousing and inventory control, and also the disposition/disposal of material at the end of their life cycle or at mission termination.

The disposal or the transfer of materiel at the refocusing or termination of EUPM should be addressed well ahead of mission termination. This will enhance efficiency, transparency and consistency in materiel management on the operational level.

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The most essential services to cover the EUPM needs are: building services, catering, maintenance and repair of material and equipment, postal and freight forwarding.

IV. TRANSPORTATION MANAGEMENT a. Air Transport

In accordance with their tasks and responsibilities, within means and capabilities, strategic and tactical airlift within AoO shall be organized with EUFOR support. b. Ground Transport

Under HoA supervision, MTO is responsible for providing a sufficient number of roadworthy vehicles, and of a kind, that shall at all times meet all the Mission requirements, for daily operations and for emergency, taking into consideration all weather conditions and roads in BiH.

It is also incumbent to ensure, through SOP and other means such as regular reminders, guidelines, and training, that vehicles shall be operated and maintained in strict accordance with rules and regulations prescribed for the control of such Vehicles, and any Local or State laws, now in effect or hereafter enacted, except in cases of emergency involving the protection of life and/or property.

All Vehicles operated on roadways must at all times comply with any lawful signs and mechanical or electrical signals and other directions issued by the authorized personnel.

The principles regarding Transportation management are as follows: • EUPM staff will be provided with sufficient transportation support that is necessary to perform their tasks; • Allocation of vehicles will be decided based upon and according to EUPM policy and CPCC/DG RELEX recommendations, in order to fulfil all operational needs of the Mission;

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• For general use, a strict limited centralised stock (so called MTO pool and Mission Reserve) will be maintained for operationally essential items; • The EUPM will make available cars and vehicles which can be reutilised for other Missions.

The fleet will consist of 120 vehicles as follows: 23 VW Touareg, 2 Skoda Fabia Combi, 16 VW Mini Bus, 25 VW Golf Combi 4x4, 50 Skoda Octavia 4x4, 3 Audi A6, 2 LDV 22 seat bus, 1 Motor Scooter, 1 Iveco Recovery truck and 2 Trailer light cargo.

The maintenance for the vehicles (servicing maintenance, spare parts, repairs, break down service) will be facilitated by licensed workshops throughout BiH, under contracts or agreements established based on the procurement rules of EU.

The refuelling system will be provided by local companies, which will assure coverage throughout BiH.

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EUPM

ANNEX I GENERAL SUPPORT SERVICES/ HEALTH AND MEDICAL SUPPORT

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ANNEX I I. INTRODUCTION a. General

Public health in BiH is assessed as adequate with the caveat that Mission members arrive in theatre having previously received all the appropriate vaccinations relevant to BiH and be in good shape. Before joining the Mission, all seconded staff should, under national guidance, be vaccinated and immunised in accordance with internationally accepted guidelines and submitted to a thorough check-up. b. Mission

The medical infrastructure in theatre is assessed as appropriate for most medical eventualities, including emergency admissions. All medical conditions will be treated incorporating internationally accepted best practice. Time constraints on treatment will be governed under international standard best medical practice, and where necessary and appropriate, casualties will under Mission MEDEVAC procedures, be repatriated to the nearest and most appropriate medical facility available to the casualty.

Medical Centre care for all Mission members will be ensured by locally agreed arrangements with local medical practitioners and dentists. These arrangements will in the first instance cover emergency and assessment visitations. Co-ordination and liaison on medical matters will be the responsibility of the Head of Administration.

II. COUNTRY AND HEALTH THREATS a. Climate and Geographical Situation

Climate: hot summers and cold winters; areas of high elevation have short, cool summers and long,

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severe winters; mild, rainy winters along coast.

Geographical situation: Located in south-eastern Europe (44 00 N, 18 00 E), with an area of 51197 sq km, land 5187 sq km and water 10 sq km, bordering Adriatic Sea (20 km), Croatia (932 km), Serbia (357 km), and Montenegro (249 km), totaling 1538 km of land boundaries and 20 km of coastline.

Selected demographic and socioeconomic information for Bosnia and Herzegovina (2001).

Description Numbers Total population (2001)1 3 800 000 % population 0-14 years (2001) 24 Population distribution % rural (2001) 20 Life expectancy at birth (2001) 73 Under-5 mortality rate per 1000 live births (2001) 20 (males) 15 (females) Maternal mortality ratio per 100 000 live births (2001) 5 0 Total expenditure on health % GDP (2004) 10 General government expenditure on health as % of general 7.4 government expenditure Human Development Index Rank, out of 177 countries (2004) 62 Gross National Income (GNI) per capita (2004) 1420 € Adult (15+) literacy rate (2002) 94 % of population with sustainable access to an improved water 53 source (2001) % of population with sustainable access to improved sanitation 33 b. Infectious Diseases

HIV, sexually transmitted infections and tuberculosis (TB) remain high priority despite successes against communicable diseases in the past. Further strengthening of the surveillance system and response needs to be emphasized given the changed global epidemiological situation and the emergence of old as well as new communicable diseases.

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c. Other health risks

The table given below provides the top 10 conditions, in descending order, that account for approximately 90% of the burden of disease among males and females in Bosnia and Herzegovina. Cardiovascular diseases and neuro-psychiatric conditions account for the highest burden of disease both among males and females. Because mortality from neuro-psychiatric conditions is minor, disability in daily living comprises the bulk of their burden on the population’s health (WHO, 2003c).

e. Environmental Hazards

Earthquakes (last earthquakes in April 2009 – no casualty). f. Health Care Situation in Bosnia and Herzegovina

The health information system is developed enough so as to provide good-quality information needed for evidence-based policy-making.

Besides some clear improvements, lingering problems remain throughout Bosnia and Herzegovina under this complex organizational arrangement. Although the system nominally offers coverage to all citizens in Bosnia and Herzegovina, in reality many people are not fully covered and have to pay out-of-pocket when using health care services.

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Several countrywide problems contribute to this situation. One of the most hampering problems is that despite the huge administrative apparatus with 13 health ministries and complex legal divisions, no regulation exists to rule over inter-entity issues in health care utilization. So far, and despite serious efforts, there is still no portability of funds from one location to another – for example, from entity to entity, or from canton to canton within the Federation of Bosnia and Herzegovina. This means that citizens of one entity/canton are left without cost protection when in need of health care in other entity/canton, and thus have to pay the full price for treatments received, all of which raises serious equity concerns.

Another problem is that the design of the health care system makes it difficult to achieve economies of scale and efficient management. Conversely, there is the issue of minimum required size for maximum efficiency. On the other hand, the size of the bureaucracy and the number of competent technical people required to run the system surpasses the current level of economic development, in addition to adding complex coordinating duties to a not well-trained set of managers.

An UNHCR document summarizes these two interrelated key problems of system access and efficiency. It specifically points out that there are serious limits in access to health care through a combination of complicated and non-portable insurance schemes, a lack of adequately equipped facilities, and a general lack of funds in the system to properly run the health care system. These issues are further exacerbated by transportation problems, such as distance, rugged geography and a lack of public transport options.

The concept of decentralization and recentralization is fundamental to understanding the health system of Bosnia and Herzegovina. As a result of the war and the subsequent Dayton Agreement, Bosnia and Herzegovina was divided into two entities, each responsible for administering its own health system. Whereas Republika Srpska opted for a centralized health system, with one ministry of health overseeing the health system, the Federation of Bosnia and Herzegovina opted for a decentralized cantonal system, with each canton responsible for its health care administration and financing. As the Federation of Bosnia and Herzegovina opted for the decentralized cantonal model

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of health system administration, the “federal” level was given a limited and non-coercive role that ensures compliance with entity-legislated policies.

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g. Ambulance and MEDEVAC in Bosnia and Herzegovina

Local means from BiH Health Facilities mentioned below.

III. PREVENTIVE MEASURES

The Mission Security Adviser is appointed as Coordinator of preventives measures in case of disease spreading in BiH. His role is to inform and issue message of recommendations to all EUPM Members when necessary.

The Mission Security Adviser is responsible to provide regular updates on pandemic and specific disease in BiH so as to inform EUPM Staff about preventive measures and proper behaviour.

As coordinator the Mission Security Adviser liaise with Head of Administration regarding any request for logistics, transportation, specific medical purchases. a. Preparation and Vaccination

The seconded EUPM Staff shall have be vaccinated according to their national Health regulations and provide Medical Certificate to HoA/CPers when arriving in the Mission.

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b. Specific preventative measures

The Mission Security Adviser is the coordinator of preventive measures in liaison with the Head of Administration. c. Personal behaviour

The EUPM Staff shall behave so as to avoid contamination and consult medical doctor as soon as they feel or notice symptoms of illness. In case of contagious disease they must inform immediately the Head of Administration and the Mission Security Adviser so as to let them take the appropriate preventative measures. d. Insurance

The seconded EUPM staff shall be insured by their national authority. The EUPM contracted staff is insured by the specific insurance Van Breda. e. Local staff

The local contracted staff has a mandatory State health insurance and supplementary health insurance which covers health life and disability. f. Evacuation / MEDEVAC in (Bosnia and Herzegovina)

Appropriate arrangements regarding timely and co ordination for emergency medical evacuation will be maintained with EUFOR as long as EUFOR stays in BiH. New arrangements will be take in due course in case of EUFOR departure from the theatre.

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g. Hospitals and local medical facilities

City Address Name of medical facility Address Telephone

Klinika za infektivne bolesti Ul. 12 Beba bb 1 Banja Luka RO Mirka Kovacevica 40 Odjeljenje za opšte 051-342-482 Banja Luka infektivne bolesti

2 Bihac FO 2. Viteske Brigade 2 DOM ZDRAVLJA - Bihać Put V korpusa bb 037-312-423 3 Bijeljina FO Zivojina Misica 4A Dom zdravlja Bijeljina Srpske Vojske 53 055-224-150 4 Bijeljina BP Tirsova bb Bosanska Gradiska 5 Put Stefana Despota bb Ambulanta Gradiska M. Stojanovića 10 051-813-921 BP Bosanska Grahovo 6 NN Kneza Branimira Ambulanta B. Grahovo Splitska bb 034-850-104 BP most of people live in Kralja Tomislava Drvar Dom Zdravlja Drvar 034-820-409 Drvar bb Dr. Sakiba 7 Brcko FO Trg Mladih 10 Dom Zdravlja Brcko Edhemovica 2 049-217-422 Zgoni bb, Gospodarska 8 Capljina BP Dom Zdravlja Capljina Zagrebačka bb 036-810-915 Zona Capljina 9 Livno FO Zupana Zelimira 21 Dom Zdravlja Livno Svetog Ive 2 034-202-084

Kneza Branimira 12, KLINIČKA BOLNICA 10 Mostar RO Ulici Kralja Tvrtka Mostar MOSTAR 036 314 136 bb Odjel za infektivne bolesti 11 Mostar SIPA Blajburskih zrtava bb

12 Pale FO Srdar Janka Vukotica bb Dom Zdravlja Pale Milana Simovića 16 057-223 017 13 Sarajevo FO La Benevolencija 16 14 Sarajevo RO Mehmeda Spahe 7 Klinicki Centra Univerziteta u 15 Sarajevo HoM Derebent 48 Sarajevu Sarajevo BP Sarajevo, International (Kosevo bolnica) Bolnička 25 033-471-459 16 Airports Airport Klinika za infektivne bolesti 17 Sarajevo MHQ Aleja Bosne Srebrene bb 18 Sarajevo Zrak Adema Buce bb 19 Travnik FO Aleja Konzula 12 Dom Zdravlja Travnik Vezirska 1 030-518-236 Doktora Levija br. 20 Trebinje FO Nemanjina 7 Dom Zdravlja Trebinje 059-261-351 2

21 Tuzla RO Turalibegova bb Univerzitetski Klinicki Centar Tuzla Trnovac bb 035-303-323 22 Tuzla SIPA Mitra Trifunovica 6 Klinika za zarazne bolesti

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City Address Name of medical facility Address Telephone 23 Visegrad BP Gavrila Principa 22 Dom Zdravlja Visegrad Ive Andrica 17 058-620-625 Medical Emergency Number in BIH is 124. by dialing this number you will be transferred to closest medical facility in the area. However, sometimes you may need an area code to be connected to the medical facility. For example in Sarajevo 033-124.

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EUPM

ANNEX J GENERAL SUPPORT SERVICES/ COMMUNICATION & INFORMATION SYSTEMS SUPPORT

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ANNEX J

NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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APPENDIX J-1 TO ANNEX J

NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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APPENDIX J-5 TO ANNEX J

NOT DECLASSIFIED

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APPENDIX J-6 TO ANNEX J

NOT DECLASSIFIED

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NOT DECLASSIFIED

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EUPM

ANNEX K FINANCE

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ANNEX K

EUPM Finance function consists of 5 Finance Assistants and 1 Assistant Director of Finance who report to the Director of Finance. The Department reports to the Head of Administration. This structure is in line with the organization chart in the CONOPS, designed by CPCC with the full agreement and support of the European Commission.

Director of Finance is responsible for: 1. Following the expenses of EUPM according to the contract signed by HoM with the EC and inform the Head of Administration of the state of play of the EUPM budget. 2. Preparation of periodic financial reports to DG RELEX. 3. Preparation of the budget proposal for the following year.

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EUPM

ANNEX L PROCUREMENT

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ANNEX L

• The Procurement Unit is under the supervision of the HoA and consists of a Chief of Procurement, National Procurement Officer and a Procurement Assistant.

• Procurement has overall oversight of all purchases and follows this via the Financial Commitment Proposal.

• Procurement above the EC threshold, 10,000euros 1. The Unit is responsible for ensuring EUPM follows the EU procurement procedures as laid out in the PRAG and Financial Regulations of the EC. 2. Every expenditure that involves procurement is channelled through this unit. If the expenditure exceeds the threshold of 10,000 Euros, the Unit shall carry out a tender. 3. The Unit ensures that EUPM and the HoM are protected contractually with all contractors. 4. Before each year commences each budget holder provide the Unit with their projected yearly plan for procuring. Detailed Procurement Plan is prepared to be is presented to DG RELEX. This plan shall be kept updated.

• Procurement below the EC threshold – Centralised Procurement 1. An internal centralised procurement process is set up whereby all services and supplies are contracted through purchase orders issued by the unit. No other department or unit, including budget holders are authorised to procure. 2. In order to procure any item a budget holder must first get funds approved by completing a Financial Commitment Proposal, getting it duly authorised and then raising a request for purchase to the procurement unit. 3. Purchases under 10,000euros are processed by 3 or more offers and a purchase order is issued.

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4. All purchases are monitored by the Unit to ensure they are delivered to the warehouse, when the invoice is matched to the delivery and the vendor paid the purchase order is closed.

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EUPM

ANNEX M HUMAN RESOURCES

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ANNEX M

I. GENERAL

The HoM retains the final authority to appoint personnel and the overall responsibility to deploy them, both international and local. The deployment plan is based on detailed job descriptions that are communicated to all Contributing States, as well as advertised in the official website.

The employment regimes in EUPM are international secondment, international contract and local contract.

While the seconded staff remains under the authority of their Sending States, all staff members shall carry out their duties following the Mission chain of command and shall act in the sole interest of the Mission. Staff members who find themselves in a situation of conflict of interests are expected to report this situation to their Mission line managers independently from their duty towards the national authorities. Staff members must at all times abide by the Mission “Code of Conduct and Discipline”.

The level of remuneration for international contracted staff shall be based on the “Rules applicable for International Staff Contracted by CFSP Advisers or EUSRs”, as detailed in the Commission Communication C(2007) 1746 of 21 December 2007 on Specific Rules of Special Advisers. It is the responsibility of the international contracted staff member to comply with all applicable national tax regulations.

The rules set out here below are those that apply to international staff only.

Working conditions for local staff shall be regulated by the local social and labour legislation. Employment contracts for local staff shall be subject to applicable local legislation including an arbitration clause. The HoM shall sign all local staff contracts, of which the corresponding job

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descriptions as well as all Mission SOPs form an integral part. The level of remuneration shall be based on the rules applicable for local staff working for the EC.

Further to the rules laid out in the present Annex, the European Commission may amend the rules and regulations for both international contracted and local staff.

II. DEPLOYMENT

Sending States, in liaison with the CPCC acting in conjunction with the Mission, are responsible for ensuring the satisfactory deployment of mission personnel into theatre and extraction during the mission draw-down and closure phases.

International contracted civilian experts are responsible for making their own deployment travel arrangements details, which must be transmitted to the Mission in a timely manner, prior to arrival of the contracted personnel up to theatre.

Decisions for appointments and/or redeployments within the mission are the responsibility of the HoM.

The recommended tour of duty for seconded staff is of 12 months duration. For certain specific functions, the tour of duty may be shorter for operational/logistical reasons.

Mission members are themselves responsible for finding suitable accommodation, located within the area of deployment. Exemptions may be granted by the HoM if there are valid reasons and if security conditions so permit.

III. ADMISSION

Arrivals to the Mission area should take place within the working week – Monday through Friday.

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New arrivals are in-processed by Mission Administration/Personnel Office and issued with EUPM Identification Cards. Sending States ensure that seconded personnel fully meet the criteria of the mission for minimum professional experience, medical and security clearance as well as driving and language abilities.

Security clearance. The international Mission members, as appropriate, must be in possession of a valid security clearance at the appropriate level in keeping with their duties, issued by their respective National Security Authorities. Medical certificates should be provided upon Mission’s request only.

Specific provisions for local staff will be elaborated as appropriate.

Medical clearance. All Mission Members must be certified by the competent national Medical Authorities as being fully able to perform their duties in the environment of a European Security Defence Policy (ESDP) Crisis Management Operation, prior to their deployment to the Mission Area.

Driving. Mission members must be in possession of a valid national driving licence (category B or equivalent). Seconded staff members failing to demonstrate an appropriate standard of driver proficiency are referred to their National Point of Contact, here and after NPC, for remedial action. All contracted staff failing to meet appropriate driving standards are considered to be in breach of their contract.

Pre-mission training. The Contributing countries are expected to provide pre-mission training to their seconded personnel before deployment

Non Family Mission. EUPM is a non family mission. Recruitment of couples, siblings and blood relations can be allowed provided that they would act independently in their area of work, i.e. do

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not work in a hierarchical relationship; do not work in the same unit; and do not have otherwise close professional relationship/significant impact in each other's area of work; and are not in the selection committee of each other.

IV. REDEPLOYMENTS AND EXTENSIONS

EUPM personnel are expected to remain in their positions for the complete duration of their tour of duty/contract. Redeployments can only be authorised by the HoM based on operational requirements. Further instructions are provided in the EUPM Standard Operating Procedures (SOP).

Extension. Rotation and replacement of personnel is ultimately ensured by Mission Administration and confirmed by the HoM or delegate. Extensions are subject to specific rules laid down hereinafter and shall be considered on case-by-case basis. Exceptional withdrawal of personnel may embrace professional, personal, disciplinary and medical situations.

These principles above are also applicable to international contracted staff members as appropriate.

Extension of the secondment of the International Seconded Staff is possible under the following conditions: a) at the internal level within the Mission, the seconded staff member in question is responsible for initiating a request for an extension of the secondment at least three calendar months prior to the end of the ongoing secondment. The request should include reasons for the extension and the benefits for the mission yielded by the extension; b) the request shall be submitted through the respective Line Manager, here and after LM and the NPC to Chief of Personnel. In the case of a negative review of the LM further supporting notes must be submitted detailing the reasons why.

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c) if the LM recommends the extension, he/she will submit it to the Chief of Personnel for his confirmation. The latter submits the request to the HoM for a final decision. The HoM has ultimate authority either to approve or disapprove the request.

The respective LM, NPC and the seconded staff member in question shall be informed of the approval/disapproval of the HoM. If the HoM’s final decision is positive, the HoM shall submit his Formal Request through the CPCC to the respective Contributing State.

The respective National Authority of the Contributing State shall take the final decision regarding the extension of the secondment. This final decision shall be brought to the attention of the HoM through CPCC.

In case the seconded staff member is not requesting for an extension the post is normally opened in the next Call for Contributions (CfC) to allow a transparent possibility for candidates from all Contributing states to apply for the post.

If the LM does not recommend the extension and the Mission Member launches an appeal, an advisory board comprising of the DHoM and a Senior staff member appointed by the DHoM will consult separately with the seconded mission staff member and the LM in question. Subsequently, the advisory board shall submit its recommendation to the HoM for his final approval. If the HoM confirms the extension, the process follows the procedure outlined above. If the HoM does not confirm the extension of the secondment, the post will be offered in the next Call for Contributions.

V. REPATRIATION AND TERMINATION OF CONTRACT/TOUR OF DUTY

An international staff member’s contract/tour of duty may be terminated before its appointed term: a) upon his or her own request; b) upon a request by the sending State; c) for disciplinary reasons according to the code of conduct; d) for failure to meet basic Mission requirements;

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e) because of Mission restructuring and/or downsizing; f) on medical grounds, as certified by a competent physician and for seconded personnel, approved by sending State; g) if facts come to light which, if known before, would have precluded the secondment or contracting (such as a proven instance of dishonesty during the recruitment process or the withholding of essential information).

A decision of the HoM is necessary.

In the cases detailed in V. a), d) and e) set out above a one-month notice period applies. In all other cases, the termination can be immediate, subject to the decision of the HoM, after appropriate consultations with the relevant authorities of the concerned Contributing State.

In the case of seconded personnel, all costs associated with such repatriation and the arrival of a replacement to complete the tour of duty, if applicable, are at the expense of the Sending State.

In the case of international contracted personnel, repatriation costs are defined in the Contract of Employment.

An international officer/staff member may be repatriated on compassionate grounds upon his request through the chain of command. All costs incurred through compassionate repatriation are borne by the sending State or, where for contracted conditions are defined by the Contract of Employment.

The HoM has the right to suspend a staff member from his or her duties for disciplinary reasons. Once suspended from duty, a staff member may not under any circumstances take part in any action or function on behalf of the Mission.

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VI. END OF MISSION PROCEDURES

Mission members ending their contracts/tour of duty commence check-out procedures two working days prior to their departure. The checkout procedures are finalised by the Mission administrative services, to which outgoing personnel submits their completed checkout forms.

End of mission report. All Mission members when requested by their Line managers are to submit a final report to their respective chain of command prior to their check out procedure. This report should outline the results achieved.

Rotation System. The Contributing State shall guarantee that every post within the structure of the Mission function continuously. The Mission will inform participating States through the CPCC of personnel requirements launching Call for Contribution three months in advance in order to ensure that the selection and timely deployment of suitable Mission members is conducted efficiently and effectively.

Rotation planning takes into account any existing vacancies, giving due recognition to the completion of normal tours of duty, repatriations and the requirement to flexibly manage the organisational needs of the Mission.

VII. ASSESSMENTS AND PERFORMANCE EVALUATION

EUPM will provide end of duty/contract reports on all Mission personnel. An Assessment and Evaluation Report for the concerned staff member will be forwarded by line managers to Chief of Personnel. The report should include an assessment of the performance in post but also an evaluation of the potential for promotion and appointment to future missions.

Every Mission member will be subject to a performance evaluation prior to leaving the Mission. Furthermore, upon completion of a minimum of three (3) months in the Mission area every Mission member can request a performance evaluation by their immediate line manager, in order to assess

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his or her effectiveness.

The mission member will have the opportunity to express himself/herself before the performance evaluation and the evaluation report are issued. Detailed reasons must be given in writing in case a Mission member is not recommended extension of tour of duty/contract of employment.

The Mission member will receive a copy of his or her performance evaluation and evaluation reports. In the case of seconded staff, a second copy is forwarded to their relevant NPC.

The original is always retained in their personal file in the Mission.

VIII. DUTY HOURS

Normal working hours are 8 and a half hours a day, to be performed between 8 am and 8 pm from Monday to Friday. This schedule includes a one-hour lunch break. The HoM and the line managers, with HoM agreement, has the discretion to amend/adjust these working schedule if operational requirements so dictate.

Line managers are responsible for the maintenance of the EUPM Duty roster electronic application form, which should include the following information: a) record and verification of staff work status (i.e. on duty, duty trip, AL, CTO, sick leave, etc.); b) any remarks if necessary.

In the event of special or unusual mission requirements or unforeseen shortages in personnel, Mission staff may be requested by the chain of command to work irregular or longer hours than normally scheduled.

All Mission members are considered to be on call at all times, excluding only periods of Compensatory Time Off and Annual Leave. Thus, they must be reachable by mobile phone at all times when in the Mission Area. No payment is made for overtime for international staff.

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IX. ANNUAL LEAVE (AL), COMPENSATORY TIME OFF (CTO) AND UNPAID LEAVE (UPL)

The Leave and Compensatory Time Off regulations outlined below are intended to enable all Mission members to set a realistic work pace that can be sustained over any length of time during the Mission while, at the same time, meeting the recreational needs of Mission members. Line managers shall oversee the preparation of a projected leave schedule to ensure that all staff are given the opportunity to utilise leave entitlements.

The granting of compensatory time off remains subordinate to operational requirements. a. Categories of leave and applicable policies: a) Annual Leave (AL) – 2.5 days of AL are earned per completed month of service, counting from the date of registration with EUPM. AL may be taken separately or in conjunction with other types of leave. b) Compensatory Time Off (CTO) – 1.5 days of CTO are earned per completed month of service, counting from the date of registration with EUPM. CTO is considered to cover: • all overtime duty performed for operational reasons; • all standby available duty (on-call duty).

CTO may be taken separately or in conjunction with other types of leave. c) The combined AL and CTO earned during the last month of the employment is calculated as follows: • if the incomplete month is more than 6 days, 1 AL day; • if the incomplete month is more than 13 days, 2 AL days; • if the incomplete month is more than 20 days, 2 AL and 1 CTO day; • 2.5 AL and 1.5 CTO days are only earned on the completion of a full month of service.

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d) CTO and AL may be taken separately or in conjunction, with the limitation that no more than 23 (twenty three) calendar days, including weekend periods and Mission holidays, are spent out of work in one stretch. In exceptional circumstances a Mission member can take more than 23 calendar days off, subject to the approval by the HoM or delegate.

Mission Holidays, as approved by the HoM, cannot be taken in advance. They can, however, be compensated by a subsequent day off (Accumulated day, AD) should a Mission member be required for operational reasons to work on the given public holiday. The AD is to be taken within the two following months from the day accumulated.

For the operations planning purposes Leave requests can be made up to one month in advance in writing and by submitting a CTO/AL request form to the Line Manager. The Line Manager must not submit this to Personnel Office for certification earlier than one month prior to the scheduled AL or less than 72 hours before the start of the intended leave.

An staff member who has a compelling and valid reason to do so may request a period of unpaid leave. This request must be duly justified by a written memorandum and can only be granted upon approval by the line manager and the HoM. In no case the UPL may exceed duration of one calendar month per year. Mission health insurance continues during UPL, but no AL or CTO shall be earned during such a period. All Mission holidays and weekends falling within a UPL period are considered forfeited. No salary or per diem shall be paid during unpaid leave periods.

AL/CTO may be spent inside or outside the mission area. There is no provision for travel days in connection with 'time off' inside or outside the Mission area. International staff members are required to provide their contact details at their destination while on AL/CTO.

AL and CTO can be taken as full days or half day. Weekends and Mission Holidays are not counted as AL days.

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No payment can be granted for unused AL/CTO at the end of the contract/tour of duty. If a tour of duty/contract for seconded or contracted personnel is extended, a maximum of 12 AL/CTO days can be transferred into the new contract or secondment period.

In the interest of staff health balance, the line managers are responsible for proper leave planning and staff members are encouraged not to accumulate more than 16 AL/CTO days.

In exceptional circumstances and subject to the approval of the HoM or designate, AL/CTO days can be taken in advance, to a limit of five days and provided that the remaining contract/tour of duty duration would allow to accruing the requested advance leave. In this case the termination of the contract/tour of duty, before these days are earned, they are discounted from the last payment.

As an exception to the above rule, the AL/CTO of the last month in the mission can be taken in advance from the moment that the staff member’s official end of mission date is known. No AL/CTO is allowed in the three working days prior to the day of departure.

X. COMPASSIONATE / EMERGENCY LEAVE

Requests for compassionate/emergency leave should be appropriately certified and may only be granted under serious circumstances, such as: a) attendance of the funeral of a close family belonging to one of the below categories: parent, parent-in-law, grand-parent, child, spouse or life partner, sibling, or another relative who was the sole surviving family member of the staff member; b) critical or life threatening illness or injury of one of the above mentioned family members; or c) the staff member’s own wedding and civilian registered partnership.

Staff members are required to submit relevant documents along with a request for compassionate/emergency leave for approval by the HoM, who holds final decision.

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The cases referred to above may entitle a staff member to 5 days of compassionate/ emergency leave, except for point c) above where the entitlement is 3 days.

Compassionate/emergency leave may also be taken in conjunction with earned CTO/AL. The rule of maximum 23 days of absence from duty at one time can be waived under the above circumstances.

XI. SPECIAL LEAVE

Special Leave can be requested to cover absence from the Mission area up to a maximum of 30 days , in exceptional circumstances, on serious professional or legal grounds that are beyond the choosing of the staff member involved.

Authorisation for a seconded Mission member to take special leave must be given by the Sending State. The Sending State must notify EUPM through the Civilian Planning and Conduct Capability of the request for a Mission member to take special leave (such as court hearings, promotion boards, compulsory training courses etc). The HoM will release the seconded Mission member to avail special leave.

Request for international contracted staff should provide supporting documentation which clearly justifies the grounds for requesting Special Leave.

The Special Leave may be taken in conjunction with the AL and CTO but the leave period cannot exceed 23 consecutive days

If the period of special leave requested is deemed to be excessive, the HoM may recommend that the Mission member’s tour of duty is terminated.

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XII. SICK LEAVE

Sick leave in Mission area that is not certified by a physician may be taken for a period of two days at a time. The total of uncertified sick leave days cannot exceed six days during a twelve month period. There is no provision for uncertified sick leave outside the Mission area.

If sick leave is taken for a period in excess of two days, a qualified physician must certify the medical situation in an appropriate form.

The line manager and the NPC must be informed of any period of sick leave taken by a Mission member as soon as possible, but not later than 24 hrs.

It is the responsibility of each line manager to identify and report patterns of sickness which cause concern about the welfare or suitability of a Mission member under his or her authority for Mission life, and/or which impede the operational effectiveness of the Mission. Chief of Personnel is advised to communicate with the individual in question to ascertain the reasons for persistent levels of sickness or absence.

For seconded staff, the Sending State is informed of all periods of sickness exceeding 7 days, or patterns of sickness which cause concern or impede operational effectiveness of the Mission. Excessive sickness levels may result, if necessary, in a recommendation to repatriate the staff member.

The absence of more than 21 consecutive days of a seconded staff member may lead to a request, through the CPCC, to the sending State to consider the repatriation from the Mission Area of the staff member.

The absence of more than 45 days per year of an international contracted staff member may lead to a decision by the HoM to terminate the employment contract of that staff member. Further instructions are given in Staff member’s contract of employment.

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XIII. MATERNITY LEAVE (ML)

In case of pregnancy, and in order to be granted Maternity Leave (ML) the female international staff member submits all relevant medical certificates, indicating the anticipated date of birth. ML may be given for the last 4 weeks prior to the anticipated date of birth unless differently recommended/prescribed by her doctor. Following the date of birth an international staff member is entitled to twelve weeks of ML. If the prenatal period has been shorter than 4 weeks, the postnatal period shall be extended correspondingly.

AL continues to accrue during the ML period. CTO, on the other hand, does not accrue during ML.

A pregnant female international staff member shall be entitled to take time off up to one working day per appointment, if necessary, without loss of pay, in order to attend prenatal examinations, if such examinations have to take place during working hours. Personal circumstances shall, as far as possible, be taken into account.

Maternity leave may also be taken in conjunction with earned CTO/AL.

Subsequent to the completion of the Maternity Leave, the staff member in question is entitled to sufficient time off from duty for nursing her child during normal working hours.

The staff member is entitled to full pay during ML.

XIV. PATERNITY LEAVE

The international staff member is entitled to 5 (five) days of Paternity Leave (PL) after his spouse or partner delivers a child.

Staff is required to submit relevant documents along with the request for PL, through the chain of command for approval by the HoM or his delegated authority.

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Paternity Leave may also be taken in conjunction with earned CTO/AL.

In case of a child adoption, both male and female staff members are entitled to Paternity Leave, under the same conditions as set out above.

XV. PERSONAL DATA PROTECTION

In accordance with Directive 95/46/EC of the European Parliament and of the Council of 24 October 1995 and added to by Regulation (EC) No 45/2001 of the European Parliament and of the council of 18 December 2000, the Mission shall protect the fundamental rights and freedoms of all mission members, in particular their right to privacy with respect to the processing of personal data and on the free movement of such data.

XVI. DUTIES AND RESPONSIBILITIES OF NATIONAL CONTINGENT LEADER(S)

The National Point of Contact (NPC) is nominated as National contingent leader (NCL) and is appointed by his National Government.

The NCL, in his capacity as contingent Leader, is not considered to be within the Chain of Command of EUPM.

The NCL is considered the national representative of his contingent and, as such, may be requested by the HoM /or delegate/ to liaise with his national authorities, when appropriate, on issues pertaining to the betterment of the mission.

The NCL is not entitled to use members from his contingent that are on duty to assist him/her in performing Contingent Leaders’ duties. The NCL should be allowed to be assisted by non mission members, as appropriate, in order to fulfil his duties.

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The NCL must ensure that during his absence from the Mission area, all responsibilities are performed by an Acting NCL.

The NCL shall not conduct investigations of disciplinary issues concerning members of their contingents, but the National Contingent leader should be informed in case of a reported or detected alleged breach of EUPM Code of Conduct.

When a Mission Personnel terminates the mission without completing the checkout procedures, the respective NCL is responsible for ensuring that the checkout is completed on his behalf.

XVII. PARADES AND OTHER MEDAL EVENTS

The SG/HR has established the European Security Defence Policy (ESDP) Service Medal as award for all civilian and military personnel who have participated in an EU-led crisis-management operation and served in the area of operation at least 30 days continuously.

However a period of qualifying service shall not be required for: • Posthumous award before qualifying has been completed; • Service-incurred injuries and evacuation, before qualifying service has been completed.

Exceptions may be made by the SG/HR, on the recommendation of the Civilian Operation Commander or the Head of Mission, for the award of the Medal to personnel actually deployed in the area of operation, who are regarded as particularly deserving cases and who would otherwise fall outside the criteria.

In accordance with the aforesaid, the HoM shall be in charge of authorizing the Medal Parade, as a rule, twice a year.

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All National Contingents of the Mission are allowed to organize a National Contingent Meeting every four months. The official request has to be sent to the Chief of Personnel for his approval 4 weeks in advance. National Contingent Meetings can be held only on Saturdays in the mission area. All expenses shall be covered by the respective National Contingent.

The regular National Contingent Meetings are recognized as ‘Contingent Meeting’ days for the participating members. The travel and program arrangements related to "Contingent Meeting" days are not subject of any overtime request.

XVIII. LOCAL STAFF

The Head of EUPM shall employ local staff through an employment contract subject to local social and labour law applicable at the place of employment and in accordance with the requirements of the Commission Communication of 21 December 2007 (C(2007/1746) on Specific Rules for Special Adviser of the Commission entrusted with the implementation of operational CFSP actions.

Without prejudice to the local social and labour law, EUPM shall follow the Framework Rules laying down the Specific Conditions of Employment of Local Staff serving with the European Commission Delegation in Bosnia and Herzegovina and the SOP, specifically for the points c. and g. in particular for the following: a) conditions of engagement; b) rights and Obligations; c) working Conditions; d) classification in group and step; e) remuneration; f) advancement; g) annual and special leave; h) termination of Contract; i) social security insurance comprising accident, sickness and pensions as well as liability aspects;

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j) provisions related to a clause regarding liability of the person to be employed; k) disciplinary Measures; l) settlement of disputes.

Any dispute between the Head of Mission and Local Staff shall be submitted to an arbitration board under the conditions defined in an arbitration clause in the contract.

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EUPM

ANNEX N REPORTING & INFORMATION EXCHANGE

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ANNEX N

1. GUIDELINES a. The Head of Mission shall report to the SG/HR through the Civilian Operation Commander. The adequate level of reporting to PSC shall be ensured in order to allow it to provide political control and strategic direction. Member States and the European Commission have access to all the reports issued by the Mission. The Monthly Assessment Reports (MAR), the weekly reports (WR) and the Special Reports (SPEREP) will be systematically forwarded by the SG/HR to the Member States and the European Commission through the PSC or the CIVCOM and making due use of the ESDP Net as far as classified documents are concerned. The EUSR will be provided with the final mission's reports. b. Contents: EUPM reports will be precise and concise in relation to the subject matter and will contain, as appropriate, a separate assessment on the Mission aims and achievements, with recommendations, as appropriate of the signing authority. c. Classification: EUPM reports should be classified in accordance with the Council Security regulations. d. Communication system: Reports will be forwarded by appropriate technical means to ensure secure and timely transmission. The internal report chain will follow the chain of command, in accordance with agreed procedures.

As required, the Head of Mission will report directly to the PSC.

2. COMMUNICATION CENTRE

The Communication Centre will be the effective link between the mission management and all EUPM staff at all locations, under all circumstances. The Communication Centre will ensure smooth and incessant flow of information among all EUPM staff as deemed appropriate. The

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Communication maintain functional information exchange links to all police organisations in Bosnia and Herzegovina and all other relevant national and international organisations in Bosnia and Herzegovina to ensure that the EUPM is provided with all necessary information at all times.

The Communication Centre is the recipient and dispatcher of all open-source and classified information. It operates on a permanent basis with 24 hours coverage, seven days a week throughout every day of the year. It will be permanently staffed with at least one international police officer and the appropriate number of national staff (Communication Centre Operators).

The Communication Centre is led by a Coordinator who reports to the Head of the Policy Office. The Communication Centre will, inter alia, be responsible for – collecting, processing and dispatching official information and all EUPM reports (both internally and externally); – providing a permanent source of information to all units and mission members including security issues, road conditions, etc.; – being a point of contact in case of any incident involving EUPM members (road traffic accident, loss of documents or mobile phones etc); – interacting closely with all other functions of the Information Analysis and Assessment Services; – maintaining regular contacts with the Strategic Advisory Unit and the Regional Offices with regard to operational developments; – ensuring constant monitoring of the overall situation in Bosnia and Herzegovina and the wider region by providing compilations of open source information and media; – managing the encryption and decryption of sensitive documents.

3. THE REPORTING UNIT

The Reporting Unit will be responsible for preparing, drafting, editing of the following reports which are to be forwarded by the EUPM to the CPCC through the Watch-keeping Capability

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(WKC) in due time.

Routine Reports Frequency SITREP (Situation Report) Weekly PERSREP (Personnel Report) Weekly Security Assessment Weekly MAR (Monthly Assessment Report) Monthly SMR (Six-Monthly Report) Six Months

Non-Routine Reports Frequency INCREP (Incident Report) As Required SPEREP (Special Report) As Required Disciplinary Report As Required EUROPOL Report As Required

The Reporting Unit will be led by Coordinator who reports to the Head of the Policy Office.

4. MISSION ANALYTICAL CAPABILITY

The Mission Analytical Capability will draw upon the whole range of information through various channels and provide analytical reports for mission internal use, for the information of other EU actors in theatre, in particular the EUSR as well as well as the mission chain of command. It will be staffed with police and other analysts with a view to assist a timely and informed decision-making process and support the Head of Mission with mid- and long-term analysis of horizontal issues as well as specific topical questions.

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EUPM

ANNEX O SECURITY

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ANNEX O

1. GENERAL

This Safety and Security Annex contains framework guidelines for an effective and efficient Mission Security Plan in compliance with the Policy of the EU on the security of personnel deployed outside the EU. The following should be borne in mind:

• EU MISSION security means high individual responsibility of each member; • EU MISSION security means a high level of flexibility; • EU MISSION security means different levels of action as dictated by prevailing circumstances in a given situation.

All EU Mission members will have to be briefed about the guidelines and general procedures hereafter described, prior to operational deployment. Every EU Mission member has a responsibility to promote security, and is required to follow all rules and procedures contained in the security plan. Failure to do so could endanger life, and will be a disciplinary offence.

NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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NOT DECLASSIFIED

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ESDP MISSION IN SUPPORT OF BOSNIA AND HERZEGOVINA

EUPM

LIST OF ABBREVIATIONS

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LIST OF ACRONYMS

AoO Area of Operations AoR Area of Responsability

BiH Bosnia and Herzegovina BD Brcko District BP Border Police BoP Board of Principals

C2 Command and Control CARDS Community Assistance for Reconstruction, Development and Stabilisation CFSP Common Foreign and Security Policy CGS Council General Secretariat CIS Communication and Information System CIVCOM Committee for Civilian Aspects of Crisis Management CivOpCdr Civilian Operation Commander CJS Criminal Justice System CMO Crisis Management Operation CONOPS Concept of Operations

DHoM Deputy Head of Mission

EC European Commission ESDP European Security and Defence Policy EGF European Gendarmerie Force EU European Union EUCB European Union Coordination Board EUFOR European Union Forces

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EU MS European Union Member States EUPM European Union Police Mission EUROJUST European Union Judicial Cooperation Unit EUROPOL European Police Office EUSR European Union Special Representative

FBiH Federation of Bosnia and Herzegovina FIU Financial Intelligence Unit FMoI Federation Ministry of Interior FRONTEX European Agency for the Management of Operational Cooperation at the External Borders

GB Governing Board GSC General Secretariat of the Council

HJPC High Judicial and Prosecutorial Council HoM Head of Mission HQ Headquarters HR High Representative HNS Host Nation Support

IAF Internal Audit Function IC International Community ICITAP International Criminal Investigative Training Assistance Program ICTY International Criminal Tribunal for the former Yugoslavia INFOSEC Electronic Information Security IMF International Monetary Fund IMS Information Management System IPA Instrument for Pre-Accession Assistance IPTF International Police Task Force

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IPU Integrated Police Unit ISRB Independent Selection and Review Board IT Information Technology ITA Indirect taxation Agency

LAN Local Area Network LEA Law Enforcement Agency LOGS Logistics LOT Liaison and Observation team

MAC Mission Analytical Capability MoI Ministry of Interior MoS Ministry of Security MoU Memorandum of Understanding MS Member States MSO Mission Security Officer MTO Motor Transport Office

NATO North Atlantic Treaty Organisation NCL National Contingent Leader NPC National Point of Contact

OCC Organised Crime and Corruption OHR Office of the High Representative OPCON Operational Control OPLAN Operation Plan OSCE Organisation for Security and Co-operation in Europe

PC Police Commissioner PI Public Information

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PIC Peace Implementation Council PIC SB Peace Implementation Steering Board PIFWC Person Indicted for War Crimes POLAD Political Adviser PPIO Press and Public Information Officer PSC Political and Security Committee PSTN Public Switched Telephone Network

RELEX External Relations RO Regional Office RS Republika Srpska

SAA Stabilisation and Association Agreement SAU Strategic Advisory Unit SG/HR Secretary General/High Representative SIAC Single Intelligence Analysis Capacity SFA Service for Foreigners' Affairs SIPA State Investigation and Protection Agency SMSO Senior Mission Security Officer SOC Serious and Organised Crime SOMA Status of Mission Agreement

TEU Treaty on the European Union ToA Transfer of Authority

UN United Nations UNDAF United Nations Development Assistance Framework UNDP United Nations Development Program UNESCO United Nations Educational, Scientific and Cultural Organisation UNHCR United Nations High Commissioner for Refugees

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UNICEF United Nations Children Fund UNMIBH United Nations Mission in Bosnia and Herzegovina UNODC United Nations Office on Drugs and Crime UNSCR UN Security Council Resolution USA United States of America US-AID United States Agency for International Development

VAT Value Added tax VTC Video-teleconference

WAN Wide Area Network WB World Bank WKC Watch-keeping Capability

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EUPM

ANNEX Q

INDEX

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ANNEX Q

1. SITUATION 1.1 Bosnia and Herzegovina 1.1.1 General 1.1.2 Political Situation 1.1.3 Organised Crime and Corruption with regards to Law Enforcement in BiH 1.1.4 Security situation 1.1.5 LEAs engaged in the fight against organised crime and corruption, Criminal Justice Sector and Penitentiary System 1.1.5.1 Police and other LEAs engaged in the fight against organised crime and corruption 1.1.5.2 Criminal Justice Sector 1.1.5.3 Penitentiary system 1.1.6 International Community and Third States engagement in Bosnia and Herzegovina 1.1.6.1 Office of the High Representative 1.1.6.2 NATO 1.1.6.3 UN activities 1.1.6.4 OSCE 1.1.6.5 Council of European Council 1.1.6.6 International Financial Institutions (IFIs) 1.1.6.7 Third States 1.1.7 EU Action in Bosnia and Herzegovina 1.1.7.1 European Community Activity 1.1.7.2 European Union Special Representative (EUSR) 1.1.7.3 EUFOR ALTHEA 1.1.7.4 Member States Activity 1.1.8 Risk Assessment

2. STRATEGIC GUIDANCE 2.1 EU Political Objectives 2.1.1 Long term objectives

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2.1.2 Medium term objectives 2.1.3 Short term objectives 2.2 CivOpCdr's Intent 2.3 Desired End State 2.3.1 Criteria for success 2.4 Major planning assumptions 2.4.1 Bosnia and Herzegovina 2.4.2 European Union 2.4.3 Third States 2.5 Security

3. MISSION 3.1 Mission statement 3.2 Duration of the mission/AoR 3.3 Review

4. EXECUTION 4.1 Head of Mission's intent 4.2 Conduct of Operations / Phases of the operation 4.2.1 Implementation phase 4.2.2 Post-review phase 4.2.3 Withdrawal phase 4.3 Mission structure 4.4 Tasks 4.4.1 Key tasks 4.4.1.1 Strengthen the operational capacity and joint capability of LEAs engaged in the fight against organised crime and corruption 4.4.1.2 Assist and support in the planning and conduct of investigations in the fight against organised crime and corruption in a systematic approach 4.4.1.3 Assist and promote development of intelligence capacities 4.4.1.4 Enhance police-prosecution cooperation

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4.4.1.5 Strengthen police-penitentiary system cooperation 4.4.1.6 Accountability 4.4.2 Monitoring, Mentoring, advising and inspecting functions 4.4.2.1 Strategic processes 4.4.2.2 Horizontal processes 4.4.2.3 Internal coordination processes 4.4.3 Identification of Needs 4.4.4 Coordination 4.5 Benchmarking 4.6 Risks to mission accomplishment 4.7 Coordinating instructions 4.7.1 Internal coordination in the Mission 4.7.2 External coordination and cooperation 4.7.2.1 European Commission 4.7.2.2 General Secretariat of the Council 4.7.2.3 Local authorities 4.7.2.4 Board of Principals and other international community partners 4.8 Security 4.9 Information and Communication Strategy 4.10 Mission Flag and Identification markings 4.11 Reporting and Information Exchange

5. MISSION SUPPORT 5.1 Administration 5.2 General Support Services 5.2.1 Logistics Support 5.2.2 Health and Medical support 5.3 Human Resources 5.4 Finance 5.5 Procurement 5.6 Internal Control 5.7 Internal Audit

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6. COMMAND AND CONTROL/CIS 6.1 Command structure 6.2 Command arrangements 6.2.1 Transfer of Authority (ToA) 6.2.2 Discipline 6.2.3 Technical guidance on CIS 6.2.4 Council Security Office 6. 3 Communications and Information System 6.3.1 General 6.3.2 Assumptions 6.3.3 Communications Infrastructure 6.3.3.1 Strategic Communications 6.3.3.2 Mission Local Area Network (LAN) 6.3.3.3 User Systems 6.3.4 Electronic Information Security (INFOSEC) 6.3.5 CIS Architecture 6.3.6 CIS Support criteria and responsibilities

7. ANNEXES A Map of Bosnia and Herzegovina B Mission Organisation C Mission Flag and Logo D Standing Operating Procedures E Gender F Information and Communication Strategy G Code of Conduct H General Support Services/Logistic Support I General Support Services/ Health and Medical Support J General Support Services/Communication and Information Systems Support K Finance

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L Procurement M Human Resources N Reporting and Information Exchange O Security P List of Abbreviations Q Index

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