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OUTLOOK

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Progress and AchievementsLt. Gen. Jean-Paul Perruche, Director General, EU Military Staff.

By early 2004 ESDP was starting togather momentum. Two EU mili-tary missions had been completed,

ARTEMIS and CONCORDIA both in 2003;but the larger scale missions such asALTHEA and EUFOR DR Congo had yetto be undertaken. Most of the EU civilianmissions had also not happened at thisstage. The European Security Strategyhad just been adopted, and a new Head-line Goal with a target date of 2010 wasbeing set to succeed that of 2003. Thedevelopment of EU Rapid Response (andspecifically the Battlegroup concept) wasin its infancy. The establishment of theCiv-Mil Cell was not officially proposeduntil December 2004, and cooperationwith partners such as the UN, NATO,Mediterranean Partners and Third Stateshad not been fully developed.

This article gives some background andintends to show how ESDP, from a specif-ically EUMS point of view, has evolvedsince then. It looks at the following areas:

1. Operations 2. Capability Development3. Civil-Military Co-ordination;4. ESDP Training and exercises; 5. Co-operation with Partners;6. The Way Ahead.

In the last few years, the spectrum oftasks to address conflict prevention, crisismanagement and post-conflict situationswithin the ESDP has widened consider-ably. The missions that may be assignedunder the ESDP are described in article17.2 of the Treaty on European Union:"(and) include humanitarian and rescuetasks, peacekeeping tasks and tasks ofcombat forces in crisis management,including peacemaking".

To make Europe more capable in themanagement of crises, the EuropeanSecurity Strategy widened the spectrum

1 OPERATIONS

of missions to include ones such as jointdisarmament operations, support forthird countries in combating terrorismand security sector reform. The last ofthese would be part of broader institutionbuilding.

Within the last few years, operational activ-ity in the field of crisis management hasexpanded exponentially.The EU is now conductingits fourth military opera-tion, among six-teen missionsin total, onthree conti-nents, withtasks rangingfrom peace-keeping andmonitoring imple-mentation of apeace processto advice andassistance in mil-itary, police,border monitoringand rule of lawsectors. Furthermissions are underactive preparation.EUMS has beeninvolved in the prepa-ration of many ofthese missions. A sum-

mary of ESDP missions is contained inpages 12 to 15.

With regard to the Lebanon crisis, EUMScollected information on the use ofMember States' military assets, and mon-itored Member States' offers to theenhanced UNIFIL operation, sharing thisinformation with all Member States.

Europe is becoming a global player (SeeBox 1). The development of

European Military capabil-ities is a work in progress.

It relies on a strongcommon politicalwill to makeEurope morea u t o n o m o u s

and betterprepared.

2 DEVELOPMENT OF MILITARYCAPABILITIES

BOX 1GLOBAL AMBITIONIn the Presidency conclusions of the Cologne European Council (3 and 4 June 1999), EUleaders stated their determination that "the European Union shall play its full role on theinternational stage. To that end, we intend to give the European Union the necessary meansand capabilities to assume its responsibilities regarding common European policy on secu-rity and defence. … the Union must have the capacity for autonomous action, backedby credible military forces, the means to decide to use them, and the readiness to doso, in order to respond to international crises without prejudice to actions by NATO"1.

Javier Solana, EUCouncil HR/SG withGeneral Jean-PaulPerruche, DirectorGeneral of the EUMS.

◗The EU has undertaken 16missions on 3 continents

3

OUTLOOK

Headline Goal 2003

In December 1999, at the Helsinki Euro-pean Council, the EU set a military targetknown as the Helsinki Headline Goal.The Member States agreed to put at theUnion's disposal, on a voluntary basis,forces capable of carrying out the tasksas set out in Article 17.2 of the Treaty onEuropean Union, by 2003, in operationsup to army corps level (50/60,000 troops)with the necessary command, controland intelligence capabilities, logistics,other combat support services and addi-tionally, as appropriate, air and naval ele-ments. This force should be able todeploy in full at this level within 60 daysand be sustainable for a year.

Headline Goal 2010

Following the adoption of the EU Secu-rity Strategy (ESS) in December 2003,the EU decided to set a new HeadlineGoal 2010 in 2004. Based on the Head-line Goal 2003, it envisions that MS "beable by 2010 to respond with rapid anddecisive action applying a fully coherentapproach to the whole spectrum of crisismanagement operations covered by theTEU"2. The Headline Goal 2010 plan wasendorsed by the June 2004 EuropeanCouncil summit meeting.

The process of developing EU MilitaryCapabilities towards the Headline Goal of2010 has been deliberate and thorough.The first step was to identify StrategicPlanning Assumptions. Five Illustrative

Scenarios were prepared, which encom-passed a wide spectrum of military oper-ations. (See Box 2).

Building Capabilities

Focused Military Options were devel-oped, as to how best to deal with the rel-evant crises. These Options led to a Plan-ning Framework from which wasdeduced a Detailed List of RequiredCapabilities that the EU would need.

Generic Force Packages were compi-led which identified the type of forcegroupings that the EU would require andthese resulted in a List of ReferenceUnits. This information was fed into aRequirements Catalogue which listed indetail the actual types of units, resourcesand assets that were required.

It was the task of the EU to ask theMember States to what extent they couldoffer assets and resources to fill the TotalForce Requirement, which is listed in theRequirements Catalogue. This was doneby means of the Headline Goal Ques-tionnaire that invited them to make their"bids" or offers.

As these offers were received, MemberStates' Contributions were compiled intothe Force Catalogue.

Additionally a Scrutinising Methodologywas developed and the ScrutinisingHandbook established. It enabledMember States to conduct the neces-sary Self Assessment of their contribu-

tions and depicted the way towards theForce Catalogue via the clarification dia-logue.

The Force Catalogue provides a view ofthe military capabilities available by2010. It will also be the basis for EUShortfall Identification. The identifiedshortfalls and the possible operationalrisks because of these shortfalls willbe reflected in Progress Catalogue,which will be due by the end of 2007.The remaining tasks for the achieve-ment of the Headline Goal 2010 will beto solve the identified shortfalls, whilemaintaining a credible EU operationalcapability.

Throughout the whole process, the EUMShas cooperated and will continue tocooperate with the EDA in many areas,particularly in the Integrated Develop-ment Teams (IDTs) and the Project Teams(PTs), which are intended to support andenhance Member States' efforts in solv-ing the identified shortfalls. In addition, theEUMS will supply all necessary supportto the EDA in order to continue theprogress towards the objective of shap-ing the EU's Long Term Vision, and thefollow-on work involved.

Synergy of Efforts

With regard to Rapid Response, duringthe last Battlegroup co-ordination con-ference, Member States have committedthe required number of Battlegroup pack-ages for 2007, 2008 and 2009. Indica-tions have been given that the first half of

BOX 2FIVE ILLUSTRATIVE SCENARIOS- Separation of Parties by Force - Stabilisation, Reconstruction and

Military Advice to Third Countries- Conflict Prevention - Evacuation Operations

(in a non-permissive environment)- Assistance to Humanitarian

Operations

The EUMS receives taskings from the EU Military Committee(shown here meeting in Chiefs of Defence Staff format).Photo Council of the European Union.

◗A Progress Catalogue is due by the end of 2007

OUTLOOK

4

2010 will be completely filled. The MemberStates providing Battlegroups in the firsthalf of 2007 have decided to provide navalenablers for these Battlegroups. FromJanuary 2007 onwards the EU will havethe Full Operational Capability to under-take two Battlegroup-sized rapid responseoperations nearly simultaneously.

A milestone in the improvement of theStrategic Airlift capabilities was achievedwith the formal approval of the StrategicAirlift Interim Solution (SALIS) by 15 EUMember States plus Canada and Norway,thereby ensuring timely availability of anadditional capability to deploy outsizedcargo. It was recognised that SALIS hasfurther growth potential and will also in thefuture remain open to participation byother EU Member States and NATOnations. SALIS is a good example of thefruitful co-operation in finding effectiveand efficient solutions to overlappingcapability shortfalls of EU and NATO.

Improving Readiness

Regarding the Global Approach onDeployability, it was recognised thatimproving strategic mobility was crucial,in order to enable Headline Goal 2010, andspecifically the Full Operational Capabil-ity of the EU Battlegroups in 2007, to berealised. In view of the known shortfallsin strategic lift assets (both in NATO andthe EU), focussing on the more effectiveuse of all available means for transport co-ordination was seen as the key to improv-ing strategic transport capability.

Five tasks were identified, concerning

the co-ordination, interaction, roles andresponsibilities of transportation enablers,and these tasks were undertaken by theEUMS under the auspices of the EUMCand PSC. Most of the remaining taskswithin the framework of the GlobalApproach on Deployability have beencompleted.

Work has continued with regard to themaritime dimension in ESDP, on inves-tigating the contribution of EU maritimeforces in ESDP missions/operations andtheir use in a rapid response capacity.

In line with the “EU Military RapidResponse Concept”, consideration isbeing given to a “Rapid Response Air

Initiative” for further development withinthe framework of the Headline Goal 2010.This initiative aims at enhancing the gen-eration of Air Rapid Response elementsand proposes a draft concept for a Euro-pean Deployable Air Station.

The European Council of 16-17 Decem-ber 2004 endorsed detailed proposalsfor the implementation of a documenttitled "European Defence: NATO/EU con-sultation, planning and operations"3. Thispaved the way for the establishment of aCivilian/Military Cell (Civ/Mil Cell) withinthe EUMS (See Box 3) and the creationof an EU Operation Centre in Brussels,as a means for improving the EU's capac-ity to plan and run autonomous EU crisismanagement operations.

Building Cohesion

For 'autonomous EU military operations',the principal option will be to conductsuch operations from national HQs. How-ever, in certain circumstances, in partic-ular where a civil/military response isrequired and where no national OHQ isidentified, the Council may decide, uponthe advice of the EU Military Committee,to draw on the collective capacity of theOPS Centre (See Box 4).

3 CIVIL-MILITARY CO-ORDINATION

BOX 3CIV/MIL CELL AT THE FOREFRONTThe Civ/Mil Cell is composed of civilian and military components. It performs the follo-wing tasks and roles:

- Undertakes Strategic Contingency Planning at the initiative of the SG/HR or PSC; pro-vides assistance to crisis response strategic planning for military, civilian or joint civi-lian/military operations;

- Contributes to the development of a body of doctrine/concepts, learning lessons fromcivilian/military operations and exercises;

- Temporarily reinforce national HQ designated to conduct an EU autonomous operation;

- Assists, when requested, in planning and support of civilian operations carried out underthe responsibility of DGE;

- Generates the capacity to plan and run an autonomous EU-led operation.

EUFOR DRC is the most recent of the 11 ongoing EU missions.(Photo EUMS).

◗Improving strategic mobility is crucial

The Civil-Military Cell has contributed to setting challenging operations. (Photo WN, Rafah).

5

OUTLOOK

In such a case the Civ/Mil Cell would havethe responsibility for generating the capac-ity to plan and run the operation. Thiswould not be a standing OHQ. Rather, itwould have the capacity to rapidly set upan operations centre for leading a partic-ular operation. The OpsCen should oper-ate under a designated Operation Com-mander separately from the EUMS, whichwill remain at the political/military level.The Civ/Mil Cell will provide the keynucleus of the OpsCen through a smallOpsCen permanent staff which would bereinforced with 'double hatted' officersfrom the EUMS and with other CGS struc-tures and Member States as appropriate.

Recent Developments

The Civil-Military Cell has reached its fullstrength. It has contributed to the settingup of ESDP civilian and military operationsin Aceh, Rafah and the DRCongo. Inaddition, it has also contributed to workon military support and the SecuritySector Reform Concept. In order to beoperational in the coming months, workon the Operations Centre was focused onmanning, infrastructure including com-munications, training and on the devel-opment of procedures and concepts.OPS Centre facilities will be accommo-dated in the EUMS building, and will beoperational, as of December 06.

In view of the expanding role and activityof ESDP, proper training is becoming anincreasingly important element of ESDP.

The European Security and DefenceCollege (ESDC) successfully continuedits work on establishing a networkbetween national institutes, and provid-ing attendees with a comprehensivebackground on ESDP. The first officialESDP High Level Course was concludedin March, and the second one is under-way. Nationals of Candidate States, ThirdStates as well as representatives of Inter-national Organisations were for the firsttime invited to participate in three ESDPOrientation Courses.

4 ESDP TRAINING AND EXERCISES

Exercises: MILEX 05, 07, 08

The EU Military Exercise "MILEX 05" wasthe first exercise concentrating on themilitary aspects of crisis management tobe organised and planned by the Euro-pean Union through its Military Staff.

The exercise was pitched at the highestmilitary levels, to facilitate the practice andverification of planning procedures forstaff officers at an EU Operation Head-quarters in Paris, France and an EU ForceHeadquarters in Ulm, Germany. The fictitious scenario envisaged a dete-riorating political, military and paramili-tary situation on the imaginary island ofAtlantia. The participants in the variousheadquarters were exercised in prob-lems similar to many faced in the pastand potentially to be dealt with in thefuture. In addition to the EU participants,representatives from non-EU NATOmembers, Canada, Russia, Ukraine,Mediterranean partners and OSCE wereinvited to information briefings concern-ing the exercise.

This was the first time that an EU Oper-ation Headquarters was fully activatedas part of such an exercise on behalf ofthe European Union. Some 450 "play-ers" and supporting personnel took partin what was a major progression in theEuropean Union's Military Staff's involve-ment in the planning and conduct oflarge-scale crisis management exercises.

MILEX 07 is being planned at present,and MILEX 08 is scheduled for the firstsemester of 2008.

EU-NATO

A cornerstone for ESDP in the field ofcrisis management is the strategic part-nership between the EU and NATO. Theso-called 'Berlin Plus' arrangementallows the EU to conduct operations withrecourse to NATO common assets andcapabilities. This was applied for the firsttime in operation CONCORDIA in 2003and thereafter in operation ALTHEA,which was launched in 2004.

The EU and NATO have moreover con-tinued to co-operate through a joint cellin Addis Ababa to ensure effective sup-port to AMIS in the Darfur.

Co-operation and transparency betweenEU and NATO have been further enhancedthrough the setting up of a permanentEU cell at SHAPE and a permanentNATO liaison team at the EU MilitaryStaff. See the article on pages 18-19.

In the field of capability development, theEU-NATO Capability Group has continuedto exchange information, in accordancewith the Capabilities Development Mech-anism, discussing inter alia EU Battle-

5 CO-OPERATION WITH PARTNERS

“I would like to congratulate and thank theEU Military Staff for their efforts so far infurthering the cause of ESDP, and I encou-rage you to keep up the good work intothe future”

Javier Solana: Visit to EUMS, 28 June 2006

OUTLOOK

6

groups and the NATO Response Force aswell as some specific capability areas ofcommon interest such as Software DefinedRadio and Unmanned Aerial Vehicles. Workcontinues aiming to ensure compatibilitybetween the EU HGQ and the NATO DPQ.

EU-UN

The EU-UN co-operation in the field ofESDP continued to develop, notablythrough the preparation and conduct of theEU operation in the DR Congo in supportof MONUC. Coordination was alsofocussed on the transition from AMIS to aUN operation in Sudan/Darfur as well ason ensuring a smooth transition betweenUNMIK and a possible civilian ESDP mis-sion in Kosovo. Staff-to-staff meetings,supported by the EUMS liaison officer tothe UN, proved helpful. Representatives ofthe UN participated in preparation meet-ings for CME 06 as well as in CIVIL 06.

Meetings between representatives of boththe EU and the UN continued to takeplace, inter alia through the consultativemechanism known as the EU-UN Steer-ing Committee which took place in NewYork on 8-9 June 2006. An article aboutthe EUMS Liaison officer to the UN is atpages 10-11.

ESDP and Africa

The EU Strategy for Africa is a referencedocument for EU action. A joint imple-mentation matrix has been developedwith the African Union that sets out thecommitments of the two sides in relationto the Cairo Plan of Action, the AU policyagenda and the EU Strategy for Africa. Acomprehensive article concerning EUMSsupport to Africa is on pages 16-17.

Among our priorities as we look to thefuture are:

• The effective implementation of thedecisions related to present and futureoperations and missions.

• The continuation of work on militarycapabilities, in particular to achieve thefinalisation of the Force Catalogue andthe preparation of the Progress Cata-logue, on the basis of the agreedRoadmap (Headline Goal 2010).

6 THE WAY AHEAD

• Rapid Response, in particular the EUBattlegroups initiative with a view to thefull operational capabilityfrom January2007.

• Continuing work on ESDP-aspectsrelated to reinforcing the EU's emer-gency and crisis response capacities.

• The improvement of civil-military co-ordination in the planning and conductof operations, including lessons learnedand mission support.

• The continuation of work on SecuritySector Reform (SSR), including throughregion/country specific approaches, andthe development of an EU approach tocontribute to disarmament, demobilisa-tion and reintegration (DDR).

• The development of ESDP support topeace and security in Africa, includingthe elaboration of options for the strength-ening of EU support to building Africancapacity for the prevention, manage-ment and resolution of conflicts throughthe development of cooperation with theAfrican Union and African sub-regionalorganisations.

• The implementation of the EU militaryaspects of the exercise programme andthe training concept.

• The pursuance of dialogue and co-operation with the UN and OSCE, andthe development of the EU/NATO strate-gic partnership in crisis management, aswell as the development of co-operationwith partner countries including the Euro-pean non-EU NATO members, Canada,Russia, Ukraine and the Mediterraneancountries engaged in the Barcelonaprocess4.■

BOX 4EU COMMAND OPTIONSToday the EU has two basic Command Options for the conduct of EU-led military ope-rations within the field of the crisis management operations (CMO). The Council makesthe decision as to these Command Options.

• An autonomous operation without recourse to NATO Common Assets and Capabilities.In order to provide the necessary Command and Control (C2) capabilities for theconduct of an EU-led CMO, the EU may have recourse to a military chain of commandformed from one of the five OHQs currently offered by MS, and other command elementslisted in the Headline Force Catalogue (HFC), activated and augmented for that purpose.

• An operation with recourse to NATO Common Assets and Capabilities. This option isdeveloped within the framework of a permanent agreement between EU-NATO called'Berlin Plus'. The chain of command, including the potential role of DSACEUR, will beagreed in consultations between the PSC and the NAC on a case by case basis, takinginto account EUMC's advice. DSACEUR would be the primary candidate as OpCdrwith an EU OHQ established at SHAPE.

• In addition, when the EU Council decides, in particular for an operation requiring a jointcivil/military response, then the EU Operations Centre (EU OpsCen) located in Brusselsmay be activated by a Council decision at short notice. This option will be available bythe end of December 2006.

1- See Para 1 of European Council Declaration onStrengthening the Common European Policy onSecurity and Defence, Annex III to PresidencyConclusions Cologne European Council, available athttp://ue.eu.int/ueDocs/cms_Data/docs/pressData/en/ec/kolnen.htm .2- Council of the European Union, doc. 6805/033- Presidency Note SN 307/03, 11 December 2003.4- The Euro-Mediterranean Partnership (BarcelonaProcess) is a wide framework of political, economic andsocial relations between the Member States of the EUand Partners of the Southern Mediterranean.

◗EU-UN co-operation continues to develop

EVENTS

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A team from EUMS participated inthe Eurosatory 2006 exhibition whichtook place in Paris last June. EUMSrepresented the EU Council, Euro-pean Security and Defence Policyand also answered questions aboutthe European Defence Agency. Inaddition, the DG EUMS and the Chair-man of the EDA co-hosted a seminarentitled “European Security andDefence Policy: The Way Ahead”.

During the five days of the exhibi-tion, EUMS officers briefed many highlevel visitors including the FrenchMinister for Defence, Mme. MicheleAlliot-Marie; King Abdallah II ofJordan; and high-level military dele-gations from many countries bothwithin and beyond the EuropeanUnion.

EUROSATORY 2006

Javier Solana, the High Representative for the Common Foreign and Security Policy, and Secretary-General of the Coun-cil of the European Union, visited EUMS on 28 June 2006. During his time there he received briefings from Lt. Gen Per-ruche and several EUMS officers on operations, on the Civ-Mil Cell and on the new Operations Centre. He addressed anassembly of EUMS personnel and both thanked and complimented them for the valued contribution they are making to thedevelopment of ESDP.

VISIT BY JAVIER SOLANA

The EU Pavilion: (from left to right): French MoD Liaison Officer; Capt.Dowkiw (EUMS), Mr. Cramer (EDA), Nick Witney (CEO,EDA), Gen. Perruche (DG EUMS), Lt. Col. Durnin (EUMS),Mrs. Alterman (EDA), Lt. Col. de Bordelius, SSgt. Latti andLt. Col. Eder (all EUMS), Mlle. Perrot (GICAT).

Br. Gen. Rodriguez Alonso briefing Mr. Solana with Lt. Gen. Perruche to the rear.

Br. Gen Brauss briefing Mr. Solana with members of the Civ-Mil Cell in attendance.

From 9th April 2004 General RolandoMosca Moschini has been the Chair-man of the European Union MilitaryCommittee in Brussels.

From 1st April 2001 to 9th March 2004,he was Italian Armed Forces Chiefof Defence.

Abroad, he served, for two years,within the Headquarters of the 3rd

British Division (United KingdomMobile Force), and for three years, asMilitary Attaché to the Italian Embassyin London.

In 1993 General Moschini wasappointed Military Advisor to the Ita-lian Permanent Mission to the UnitedNations, took part in the 48th, 49th and50th United Nations General Assem-blies and was member of the ItalianDelegation in the Security Council.

General Henri Bentégeat served with theMarine Troops.

As a junior officer, General Bentégeat servedfrom 1968 to 1973 in Germany, Senegal,France and Djibouti. He has assumed variousoperational responsibilities in Africa andFrance, as well as Staff appointments, par-ticularly as the Chief of the Military Staff ofthe President of the Republic.

In 1990-92, he was in Washington, D.C. asthe Assistant Defence Attaché.

From October 2002 to October 2006, hewas the French Chief of the Defence Staff.

LEADERSHIP

8

Handover of Chairman at the EU Military Committee

EUMC meeting at Chief of Defence (CHOD) level. (Photo EU Council, November 2005).

Since April 2004 to November 2006,General Rolando Mosca Moschini hasbeen the Chairman of the EUMC.

Last June, the Council adopted a Decision appointing GeneralHenri Bentegeat as Chairman of the EUMC for a period of threeyears as from 6 November 2006.

The European Union Military Com-mittee (EUMC) is the highest mil-itary body set up within the EU

Council. It is composed of the Chiefs ofDefence of the Member States, who areregularly represented by their permanentmilitary representatives.

The EUMC provides the Political andSecurity Committee (PSC) with adviceand recommendations on all military mat-ters within the EU.

The permanent Chairman of the EUMC(CEUMC) is a Four-star flag officer onappointment, preferably a former Chief ofDefence of an EU Member State.Selected by the Chiefs of Defence(CHODS) of the Member States and

appointed by the Council, his term ofoffice is in principle three years.

As the Chairman, he is the spokesmanof the EUMC, participates in the PSC asappropriate and attends Council meetingswhen decisions with defence implica-tions are to be taken.

He performs the function of militaryadviser to the SG/HR on all militarymatters, in particular, to ensure con-sistency within the EU crisis manage-ment structure.

On 6th November 2006, the currentChairman, General Rolando MoscaMoschini (Italy), hands over to GeneralHenri Bentégeat (France).■

ORGANIZATION

9

STRUCTURE OF THE EUMS

The EUMS structure andorganisation is fully multinational, as depictedon the chart which showsthe flag officer and branchchief posts (at theOF5/colonel level).

STRUCTURE OF THE EUMS

The EUMS is led by theDirector General(DGEUMS, a three-stargeneral) who is assistedby the Deputy DirectorGeneral and Chief of Staff(DDG/COS,a two-star general).

The staff comprises fiveclassic divisions (Policy &Plans, Intelligence,Operations & Exercises,Logistics & Resources,and Communications & Information Systems) as well as the above mentioned Civilian/Military Cell. All six are led by an Assistant Chiefof Staff (ACOS) at one star level.

ACTION

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The EU and the UN: Joint Vision and Common ActionQuestions to Colonel Fergus Bushell, EUMS Liaison Officer to the UN.

Q: What is your contribution to the mission buildingprocess?

Colonel Fergus Bushell: The LiaisonOfficer participates in the discussions,arranging meetings at the appropriate stafflevels and maintaining an essential infor-mation flow between both staffs. Let’s take the example of theEU operation in DR Congo.

Once the EU was clear as to the precise elements thatsuch an operation might entail, the Presidency communi-cated to the UN Secretary General our willingness to supportthe UN during the critical electoral phase of its mission to DRCongo. Immediately the UN Security Council agreed a res-olution setting out the parameters of the mission thus allow-ing the planning phase of the operation to be brought to aspeedy conclusion. The latter was possible as prudent con-current military activity had been taking place throughout thepolitical consideration of the UN Security Council request.

As the framework of an operation began to emerge, the Liai-son Officer switched focus to practical issues relating to that

operation. These included such items as the coordinationwith UNHQ of reconnaissance visits to the field by our plan-ners, the arrangement of certain logistics supports for thoseplanners and the exchange of relevant planning products.

Now as the operation is ongoing, the Liaison Officer pro-vides a liaison between our Operation HQ and the Departmentfor Peacekeeping Operations (DPKO). In this instance thecritical issue is the agreement between both sides of themodalities for triggering an EU operation in support of MONUC.The decision making process reflects the nature of each envis-aged operation, with suitable accelerated procedures availablewhere a critical emergency exists.

Q: The EU and the UN have different cultures but dothey have the same ambitions when it comes to inter-national stability?

Colonel Fergus Bushell: I would rephrase this question:Do the EU and UN have shared goals?

In short the answer to this is yes! If one analyses our ownSecurity Strategy in comparison with the goals set out in theUN document "In Larger Freedom", one will find many sharedideals and goals. Our member states form a bulwark of sup-

port for the UN and its institutions and itis only logical that goals shared collec-tively within the EU are reflected in poli-cies put forward by our members in theUN context.

THE MISSION OF THE LIAISON OFFICER• Establish Liaison & Coordination

with Office of Military Adviser; • Establish Contacts (Military Matters)

with other offices within the UN Secretariat;• Assess the Coordination Requirements

for Military Operations;• Establish Liaison with Services

within Military Division of DPKO; • Conduct the relevant exchange of Information; • Participate in and coordinate any joint Lessons

Learned Process;• Carry out Additional Responsibilities as assigned

by the Director General of the EU Military Staff.

The EU has always responded positively to UNexpectations. (Photo Paula Bronstein, Indonesia)

The EU and the UN have common goals❝

ACTION

11

Q: Could you tell more about your mission?

Colonel Fergus Bushell: From the outset it is importantto understand that the duties of the Liaison Officer are strictlyconfined to interaction with DPKO and do not apply to the widerUN family of organisations.

In carrying out these functions it hasbeen necessary to develop a wide rangeof interlocutors in various departmentswithin both the Military, Political and Sup-port Divisions of DPKO. This has allowedfor a critical information flow to develop thereby allowing fortransparency between the organisations where appropriate andfacilitating early warning on issues where the UN might seekour support.

Q: What does the UN expect from the EU in the areaof international security?

Colonel Fergus Bushell: It is not so much a question ofexpectation as that of the fact that the EU is one of thestrongest supporters of the UN, with respect for the UN'sposition of primacy in the area of international security.

Q: What is the “contract” between the EU and theUN? I mean, in terms of available support, rules ofengagement, procedures, transparency…

Colonel Fergus Bushell: There is NO contract betweenthe UN and the EU. However, it is clear from past experi-ence that the EU is prepared to examine each request forsupport from the UN on a case by case basis and havealways responded positively when necessary. For practicalreasons many of our procedures are different, nonethe-less, we both strongly support and abide by the tenets ofinternational law.

Q: The EU Military Staff is developing wide scopecrisis management and HQ capacities. Do you think thatthe EU may become a leading auxiliary of the UN whenregional formats are engaged?

Colonel Fergus Bushell: Lakhdar Brahimi, in his exami-nation of Peacekeeping, recommended the UN to adopt aregional approach where appropriate to the mounting of PeaceSupport Operations. Therefore it is logical that the UN turn tothe EU in certain circumstances. It would be, in such cir-cumstances, an overstatement to draw any conclusions thatthe EU is, in some way, an auxiliary of the UN.

Q: From your position, what are the greatest chal-lenges for the EU when working with the UN?

Colonel Fergus Bushell: Besides the many political chal-lenges based on the need for both organisations to retain theindependence of its own decision making process, thereremains a number of difficulties of a military nature mostly basedon issues surrounding command and control. Such chal-lenges are minimal where the EU conducts an independent

operation at the behest of the UN pendingthe UN's being in a position to deploy itsown forces to the field. This type of oper-ation, commonly termed "bridging" allowsfor a single chain of command within the EUsystem, thereby maintaining the political

control and strategic direction of the operation.

However, the greatest challenge exists where both organ-isations seek to run concurrent operations within the same the-atre. Albeit at the request of the UN, this modular approachis very demanding as both sides sustain parallel chains of com-mand. Success of such operations will demand extremelyprecise coordination at every level from the strategic down tothe soldier on the ground.

Q: Is the UN considering further EU support with newmissions and operations in 2006?

Colonel Fergus Bushell: Circumstances normally dictatethat the UN is not in a position to conduct pre-emptive deploy-ments. Rather it responds to an existing crisis thereby makingit difficult to predict where we may next be required to offer sup-port and at what level. For this reason the existence within ourmilitary structures of rapidly deployable capacities is of greatimportance.■

The EU and the UN work together to find the best possible peaceful solutions.(Photo WN, Lebanon).

It is logical that the UN turn to the EU in certain circumstances”❝

EU Missions and Operations

12

GLOBAL MEMO

CAPACITY BUILDING MISSION MILITARY MISSION RULE OF LAW MISSION MONITORING MISSION

MissionsEUROPE AFRICA MIDDLE-EAST ASIAOperations

Military

Capacity-Building

Rule of Law

Monitoring

Under Preparation

CONCORDIA Former Yugoslav Republicof Macedonia (FYROM)March-December 2003

EUFOR ALTHEA/Bosnia i Herzegovina

EUPOL Proxima /Former Yugoslav Republicof Macedonia (FYROM)December 2003 to December 2005

EUPAT /Former Yugoslav Republicof Macedonia (FYROM)Follows EUPOL Proxima

EUPM/Bosnia i Herzegovina

EUJUST Themis/GeorgiaJuly 2004-July 2005

EU BAM/Moldova-Ukraine

EUPT/Kosovo

ARTEMIS/Ituri province (Congo RDC)June-September 2003

AMIS II Support/Darfur province (Sudan)

EUROR DR Congo/Congo RDC

EUSEC DR Congo/Congo RDC

EUPOL Kinshasa/Congo RDC

EUPOL-COPPS/Palestinian Territories

EUJUST LEX/Iraq

EU BAM Rafah/Palestinian Territories

AMM/Aceh province (Indonesia)

The EU has undertaken 16 missions and operationssince the ESDP became operational in 2003.

The distinction between military and civilianoperations within the framework of ESDP is inmany cases rather artificial. In reality many civilian missions require military support and military missions will often be followed by civilian missionsor development and assistance programmes fromthe European Commission (EC).

The EU is unique in its capability to combine andco-ordinate both civilian and military instruments ina joint and comprehensive EU response.

This is exemplified by the fact that the EUMS worksin close co-operation with the two civilian directorates dealing with crisis management withinthe EU Council:

DG-E VIII (Defence Aspects) and DG-E IX (CivilianCrisis Management).

In particular, the Civil-Military Cell within the EUMS,established in May 2005, has coordinated civilian andmilitary aspects of planning and the conduct offact–finding missions, including, as it does, civilianand military planners, including two representativesfrom the EU Commission.

EUROPE

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CAPACITY BUILDING MISSION MILITARY MISSION RULE OF LAW MISSION MONITORING MISSION UNDER PREPARATION

Kosovo

EUPT KOSOVO

Type: Mission planning.

Objective: The EU Planning Team preparesthe EU response for all aspects ofa possible crisis managementoperation in the field of rule oflaw and other areas that mightbe initiated in the context of thefuture Kosovo status process.

Commitment: 25 personnel structured in 4teams: Head of EUPT Kosovo, Police,Justice and Administration. The headquarters is located in Pristina.

Mandate: The Planning Team is operationalsince May 2006. By 31 October2006 the EU Council shall evaluatewhether the EUPT Kosovo should becontinued after 31 December 2006.

Senior Officer: Casper Klynge is Head of thePlanning Team.

Moldova-Ukraine

EU BAM - Border Mission for Moldova-Ukraine

Type: Border assistance mission. Monitoring.

Objective: Contribute to the monitoring of the common border (including the Transnistrian segment). Facilitate cross-border cooperation. Provide support to preventand combat illegal activities. Provide advice and trainingin customs controls and border surveillance.

Commitments: 175 personnel including 101 high level customs, policeand border experts seconded by EU member states and 74local support staff. Headquarters in Odessa with 7 fieldoffices and a logistic base in Illichevsk. The total budgetfor a two-year operation is €20.2 million.

Mandate: Launched on 30 November 2005 for a two-year initial mandate.

Senior Officer: Under the guidance of the EU Commission. General FerencBanfi (H) is Head of Mission. Adriaan Jacobovits deSzeged (NL) is the EU SR for Moldova.

Former Yugoslav Republic of Macedonia (FYROM)

EUPAT - THE EU POLICE ADVISORY TEAM

Type: Police mission. Capacity-Building.

Objective: Develop an efficient and professional police service based onEuropean standards of policing.

Commitment: In line with EU mission PROXIMA: 120 international policeofficers and 30 international civilians.

Mandate: Followed the EU Police Mission PROXIMA for a 6-month man-date, running until June 2006. Closed down last June.

Senior Officer: The Team was under the guidance of the EUSR Erwan Fouere(IR). Brigadier General Jürgen Scholz (G) was the Head of Mission.

Bosnia i Herzegovina

EUPMType: Police mission.

Capacity-Building.

Objective: Support the reform and modern-ization of police forces. Provideassistance in the fight againstorganized crime and corruption.

Mandate: Initiated in January 2003. Noexecutive mandate. No opera-tional duty. Since January 2006, anew mission focuses on the fightagainst organised crime andpolice reform.

Commitment: Approximately 200 internationalofficers and contracted staff from32 countries (25 EU and 7 non-EU).

Senior Officer: Brigadier-General VincenzoCoppola (I) is Head of Mission. Christian Schwarz-Schilling (G)the EU SR in BiH.

Bosnia i Herzegovina

EUFOR ALTHEAType: Military EU-led operation.

The largest operation launched bythe EU, to date.

Objective: Ensure compliance with the 1995Dayton Peace Agreement.Enhancesecurity and public safety.

Mandate: In December 2004, ALTHEA took overfrom SFOR, a NATO-led mission.

Commitment: 6,000 troops from 34 countries,including 22 EU Member States.Overall costs of the operation are€ 71.7 million.

Command: General Sir John Reith (UK), NATODeputy Supreme Allied CommanderEurope (D-SACEUR) is the EUOperation Commander.Major General Marco Chiarini (I)is the EU Force Commander.

GLOBAL MEMO

AFRICA

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CAPACITY BUILDING MISSION MILITARY MISSION RULE OF LAW MISSION MONITORING MISSION

Darfur (Sudan)

EU Support to AMIS II

Type: Civilian-military supporting action. Capacity-Building.

Objective: Support to the African Union’s effort to bring stability to the region. The EU provides Military experts, Civilian Police, logistics, training, andtransport resources, including troops airlift.

Commitment: 16 EU police officers, 19 EU operational and logistic planners, 11 militaryobservers. €212 million have been pledged by the EU’s African PeaceFacility. The AU has been granted another €30 million until end 2006.Member States “bilateral contributions are in excess of €30 million.”

Mandate: Request of the African Union. The EU Joint Action was on 18 July 05.Launched in January 2004.

Senior Officer: Pekka Haavisto (FL) is the EU Special Representative for Sudan.

Democratic Republic of Congo

EUSEC Congo

Type: Support mission. Capacity-Building Security Sector Reform.

Objective: Provide advice and assistance for the reform ofthe security sector. Assistance to the success-ful integration of former rebels in the Congolesearmy. Special programme to improve the chain ofpayment of the new Brigades.

Commitment: Initially a dozen military experts, augmented byapproximately 35 military and civilian expertsin particular in the financial field.

Mandate: Launched in June 2005, extended till June 2007.

Commander: General Pierre Michel Joana (F) leads the mis-sion. Aldo Ajello (I) is the EU Special Envoy forthe African Great Lakes Region.

Democratic Republic of Congo

EUPOL Kinshasa

Type: Police mission. Capacity-Building.

Objective: Provide assistance and guidance tothe Congolese Integrated Police Unit(IPU), in support of the transitionprocess in DRC. The IPU is fullyoperational since March 2005.

Commitment: 25 police officers and 5 civilianstaff, augmented by 29 extra policeofficers from 30 June to 30 Nov2006. 7 EU Member states and 5Third States contribute personnel.

Mandate: Officially launched in April 2005 andexpected to finish by December2006 but may be extended.

Commander: Superintendent Aldo Custodio (P)leads the mission. Aldo Ajello (I) isthe EU Special Envoy for the AfricanGreat Lakes Region.

Democratic Republic of Congo

EUFOR DR CONGO

Type: Military Mission on UN request.

Objective: Support the MONUC (UN Mission in DRC) to stabilise a situ-ation, in case MONUC faces serious difficulties in fulfillingits mandate within its existing capabilities. Contribute to theprotection of civilians in the areas of its deployment, andwithout prejudice to the responsibility of the Government ofthe DRC. Contribute to airport protection in Kinshasa.

Commitment: EUFOR RD Congo includes: the deployment of an element inKinshasa of more than 1,000 military personnel; the avail-ability of a battalion-size "on-call" force over the horizon out-side the country in Gabon, but quickly deployable if necessary.

Mandate: Council Joint Action of 27 April 2006 following a UNSecurity Council Resolution 1671 (2006) adopted unani-mously on 25 April. EUFOR DR Congo is deployed in theDRC for a period of up to 4 months after the date of thefirst round of the presidential and parliamentary elections,30 July 2006.

Commander: The EU Operational Headquarters is located in Potsdam (G).Lt. Gen. Karlheinz Viereck (G) is EU OperationCommander. Maj. Gen. Christian Damay (F) is EU ForceCommander.

Capacity-Building Mission:EUPOL Kinshasa in DR Congo. (PhotoMONUC/Kevin Jordan).

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GLOBAL MEMO

CAPACITY BUILDING MISSION MILITARY MISSION RULE OF LAW MISSION MONITORING MISSION

MIDDLE-EAST/ASIA

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CAPACITY BUILDING MISSION MILITARY MISSION RULE OF LAW MISSION MONITORING MISSION

Indonesia

The Aceh Monitoring Mission (AMM)

Type: Monitoring mission.

Objectives: Monitor the implementation of the peace agreementbetween the Government of Indonesia (GOI) and the FreeAceh Movement (GAM).

Commitment: 36 unarmed personnel. The mission brings together theEU, 5 ASEAN countries as well as Norway and Switzerland.Budget under EU's CFSP line: €10.8 million..Contributions of participating countries: €6 million.Following completion of decommissioning (March 2006)AMM has been downsized from its initial strength of 226unarmed monitors to 85 (current).

Mandate: Launched in September 2005. The present mandate runsuntil 15 Dec 2006 and no further extension is expected.

Senior Officer: Pieter Feith (NL) is the Head of mission.

Palestinian Territories

EU BAM Rafah

Type: Border Control Assistance mission. Monitoring andCapacity-Building.

Objectives: Provide border assistance at the Rafah Crossing Point atthe Gaza-Egypt border, in order to support the"Agreement on Movement and Access" reached betweenIsrael and the Palestinian Authority (PA).

Commitments: Approximately 70 personnel mainly seconded from EUMember States.

Mandate: Operational phase of EU BAM Rafah was launched on 25November 2005 with duration of 12 months. Anticipatedto be extended by 6 months from November 2006.

Senior Officer: Major-General Pietro Pistolese (I) is Head of Mission. Marc Otte (B) is the EU SR for the Middle East Peace Process.

Iraq

EUJUST LEX

Type: Integrated Rule of Law Mission.Capacity-Building.

Objective: Provide assistance to political transition. Strengthen democraticinstitutions with a comprehensivetraining of judges, magistrates,police and prison officials in thefields of management and criminalinvestigation.

Commitments: €10 million from the EU budgetfor the first year.

Mandate: Launched in February 2005.Operational by 1 July 2005 for aninitial period of 12 months and nowextended to 31 Dec 2007.

Senior Officer: Stephen White (UK) is Head ofmission.

Palestinian Territories

EUPOL-COPPS

Type: Police mission. Capacity-Building.

Objective: Provide support to the PalestinianAuthority in establishing sustain-able and effective policing arrange-ments. Co-ordinate and facilitateEU Member State assistance, and -where requested - internationalassistance. Advise on police-relat-ed Criminal Justice elements.

Commitments: Approximately 11 unarmed per-sonnel mainly seconded from EUMember States and invited nations.The reference budget intended tocover the expenditure until the endof 2006 will be €6.1 million(common costs).

Mandate: Began on 1 January 2006 for an initial duration of 3 years.

Senior Officer: Marc Otte (B) is the EU SR for theMiddle East Peace Process.Jonathan McIvor (UK) is the Headof Mission.

Rule of Law Mission: EUJUST LEX in Iraq.

GLOBAL MEMO

Supporting African Military Capacity Development Col. Dennis Gyllensporre,EU Military Staff.

It is in the interest of the EU that Africadevelops into a stable and prosperouscontinent. Therefore the commitment to

support peace and security extendsbeyond missions and support to operationsled by other organizations. It also involvesdedicated long term efforts to strengthenAfrican capabilities so that continental solu-tions could be increasingly found to Africansecurity challenges.

Africa is Taking Increased Responsibility

Within the African Union (AU) Stateshave come to realisation that the waytowards a peaceful and secure continenthas to include more enhanced capabilitiesfor crisis management and increased coop-eration between member states. This sen-timent was crystallized by the South Africanpresident, and at the time chairman ofthe African Union, Thabo Mbeki: “[We] canand must continue to solve our own prob-lems, relying in the main on our efforts,determination and resources, howevermeagre these resources may be.”

A centrepiece in the African blueprintfor conflict prevention, management andresolution is the establishment of anAfrican Standby Force (ASF). In 2004Ministers for Defence agreed on a policyframework and later the same year the AUHeads of State and government formallyadopted a common defence and securitypolicy for the Continent.

The ASF will be empowered to intervenein serious conflicts around the continentand deploy under the auspices of the AUto intervene in a broad set of missions.The force will consist of five regionally mul-tidisciplinary standby contingents includ-ing civilian and military capabilities, usinga brigade system as the regional organi-zational structure. While some units are

already on standby, it is envisaged thatthe ASF by 2010 could be employed in thefollowing scenarios:

• Observer and monitor missions;• Intervention in the affairs of a member

state during grave circumstances e.g.Genocide situations;

• Preventive deployment;• Peace Building operations, including post

conflict disarmament and demobilization;• Provision of humanitarian assistance

to alleviate the suffering of people inconflict and disaster areas;

• Other types of peacekeeping missions;• Other functions the Peace and Security

Council or the AU mandates.

The EU is a Key Partner

The EU has been a key partner for theAfrican Union and its sub-regional organ-isations for capacities related to peaceand security for a long time, in particularthrough the EU development co-opera-tion agreements. The bulk of the EU fundshave been provided through the AfricanPeace Facility (APF), to provide moreeffective support to support the emergingnew African structures established to work

for peace and security on the continent. Itemphasises African ownership and soli-darity to create the necessary conditions fordevelopment. The APF has allocated atotal of €300 Million in the field of peaceand security, of which some €35 Million hasbeen dedicated to capacity building forthe AU and its sub-regional organisations.

With the conceptual development of theASF the EUMS and other EU bodies haveplayed an increasing role in assisting withexpertise, as a complement to the financialsupport. The initial conceptual developmentincluded five functional areas (Doctrine, Stan-dard Operating Procedures (SOPs), Training,Command, Control and Communicationand Information Systems (C3IS), and Logis-tics) in which the EU assumed the lead-partner role in two (Doctrine and SOPs).

In two other areas (Training and Logistics) EU Member States (France andUK) took on lead-partner responsibilities.In particular EU expertise has assisted theAU in the development of a comprehensiveapproach to operations including civilianand military efforts. In line with its thesis thesupport has been multidisciplinary withrepresentation from EUMS and DG E IX(Civilian Crisis Management).

EU HR/SG Javier Solana welcomes President Alpha Oumar Konare,the AU Commission Chairman. (Photo EU Council, T. Monasse, October 2005).

FOCUS

16

In Addis Ababa the EU liaison officer toAU plays a key role in coordination of part-ner efforts related the ASF. In addition, theEU continues to be involved in ongoingconceptual work including legal, financialand medical aspects and further develop-ment of the civilian dimension.

The Long Term Needs Assessment

Of the €35 Million dedicated for EU sup-port to capacity building only €6 Millionhas been allocated to strengthen AU insti-tutions and some €21 Million remain to beallocated in programmes towards long termcapacity needs. In addition, some €7.7Million is ring-fenced for conflict prevention.

To continue to support capacity build-ing, an evaluation of the APF concludedthat an"... important recommendation isthat a longer term and more systematicview is taken of the capacity building needsin the African continent peace and securityarchitecture".

Against this backdrop an AU-led study onlong term needs assessment was initiatedin July. It focuses on identifying and mobil-ising the technical capacity needed to enableAU and sub-regional organisations toengage more effectively in conflict preven-tion, management and resolution. The studywill result in the production of comprehen-sive and coherent indicative capacity build-ing requirements of the AU and sub-regionalorganisations and recommend program-ming of available funds. Particular empha-sis is paid to the development of the ASF.

The assessment team initially includedthree AU consultants and an EUMS representative commissioned to engagewith the AU Commission, sub-regionalorganisations and other African institutionsto identify and prioritize the capacity needs.To this end a comprehensive field trip wasconducted in the August-September time-frame. It included visits to the followingAfrican organisations:

• ECOWAS Secretariat, Abuja, Nigeria; • Kofi Annan International Peacekeeping

Centre, Accra, Ghana; • West Africa Network for Peacebuilding

(WANEP), Accra, Ghana;

• CEWS field station, Monrovia, Liberia;• ECOWAS zonal office in Monrovia,

Liberia;• UN mission in Liberia (UNMIL);• EASBRIG PLANELM, Karen, Kenya, • Kenya Peacekeeping Centre, Karen,

Kenya; • EAC Secretariat, Arusha, Tanzania; • COMESA Secretariat, Lusaka, Zambia;• Pan-African Parliament, Johannesburg,

South Africa;• Institute of Strategic Studies, Pretoria,

South Africa;• SADC Secretariat, Gabarone, Botswana; • ECCAS Secretariat, Libreville, Gabon; • CEN-SAD Secretariat, Tripoli, Libya.

While the assessment is not yetfinalised there are some general obser-vations that have already emerged. Therelationship between the AU and its sub-regional organisations is complex.Regional institutions have evolved in dif-ferent ways, reflecting their unique pre-conditions. An appreciation of the capac-ity needs and the continental dynamicsrequire an in-depth knowledge of the dif-ferent sub-regional preconditions.

In the area of conflict prevention theestablishment of a Continental EarlyWarning System (CEWS) represents acritical function to tailored and timelyresponses. This will require early warningsystems developed by sub-regionalorganisations to be interoperable andclosely integrated to assist the AU at thecontinental level.

While the regional ASF brigades haveachieved substantial progress there aresignificant challenges to tackle. The plan-ning elements (PLANELM) have estab-lished initial capacity, but they need to bestrengthened by additional staff, includ-ing CIVPOL experts, and effective meansfor communication.

The needs for training and exercisesmust be identified, taking into account thecapabilities provided by the pledged units.

The multinational and multidisciplinary com-position of the ASF put emphasis on inter-operability and effective Command andControl. Capacity for transportation to andwithin mission areas is a critical sector.

Conclusion

The EU views security as a preconditionfor development, and recognises thatassisting the AU and its sub-regional organ-isations in their aspirations towards a stableand prosperous continent requires signif-icant efforts in the field of peace and secu-rity. To achieve structural changes andenduring progress, actions to addressimmediate threats to peace and securitymust be complemented with long termefforts to enhance African capabilities.

To be effective, assistance must con-sist of a mix of funding and expert sup-port. The EU has acknowledged the needto step up its efforts to assist the AU andthe sub-regional organisations to becomemore capable in Conflict Prevention,Management and Resolution. Recentlythe PSC noted a support concept, devel-oped jointly by the Council Secretariatand the Commission, to take this effortforward in close cooperation withMember States. In this concept the devel-opment of the ASF represents one of thecritical area for success.

It is clear that the EUMS will continue itsefforts in addressing the strategic interestof the EU to contribute to long-term andself-sustainable improvements of the situ-ation in Africa.■

FOCUS

17

PROFILE

Colonel Dennis Gyl-lensporre (SwedishArmy) has been Headof the Doctrine andConcepts Branch sinceJuly 2005. His over-seas assignments

include Vice Chairman and Chief Opera-tions Officer of the Joint Military Com-mission in the Nuba Mountains Sudan,and Staff Officer at the Nordic-Polish Bri-gade in Bosnia-Herzegovina (SFOR).

◗The EU dedicates efforts to strengthening African capabilities

18

PARTNERS

EU-NATO Cooperation: First Things First Questions to Colonel Christian Platzer, EUMS Liaison Officer to NATO SHAPE

and Colonel Gabor Horvath, NATO Liaison Officer to the EUMS.

Q: The establishment of the two liaison cells wasdecided almost a year ago. From your point of view, whatis the state of play in the implementation of the liaisonarrangements?

Colonel Gabor Horvath: The NATO Permanent LiaisonTeam (NPLT), which is the successor of the former SHAPE Liai-son Team to the EU Military Staff, completed the handover forits second rotation this summer. The team has been wellestablished in the EUMS and successfully maintained fruitfulcontacts and has continued to improve its relationship. Iwould assess that all conditions are set - from the personneland the administrative-logistics side - forthe good functioning of the team underits Terms of Reference.

Col. Christian Platzer: The EU Cell atSHAPE is now three officers strong andone NCO, from Austria, Ireland and Sweden, out of an estab-lishment of six persons. In terms of staff work, Chief EUCSdeals with the Command Group level in both the EUMS andSHAPE. In the host organisation, the interlocutors are NATO,DSACEUR and DCOS/ACOS level officers and in the EU, theDG and DDG/COS along with ACOSs and the ExecutiveOffice. One Action Officer, whose specialist area is strategicplanning, deals with what can be broadly described as theOperations side of the house, and the other, a logistician,deals with the Support functions and training matters. Projectswhich cut across boundaries, or which do not fit neatly into theabove mentioned areas, are dealt with on an individual basis.So, as we military people very often say, we have achievedInterim Operational Capability, the Full Operational Capabilitywill be achieved with our full complement of officers.

Q: From your perspective, how is your cell con-tributing to an improvement of the relationship betweenthe two organisations? How do you find the complex-ities involved in harmonising relationships betweenNATO and the EU?

Col. Christian Platzer: The role of EUCS is two-fold. The pri-mary task of the Cell is to provide support to DSACEUR in hisrole as Operations Commander of potential EU Missions. The orig-inal division of labour reflects that task. The secondary task, how-ever is that which is conducted on a day to day basis. Each ofthe officers has a liaison role in a particular functional area, asstated above. In effect we convey information (that can beshared) between the organisations. Inherent in this task is the needto assist staffs in SHAPE and the EUMS in making contact witheach other. We are also the human face, as it were, of EUMS tothe divisions and branches at SHAPE. So, in fact I think we doalready contribute to the improvement of the relationship in very

practical ways, mainly on the “working level”.In relation to harmonising relationshipsbetween NATO and EUMS, we are con-scious of the fact that the two organisa-tions are very different in genesis and organ-isation. SHAPE is a strategic level military

HQ, in a security-political organisation. Its focus reflects that gen-esis. The EUMS, about 200 strong, can be seen to be a militaryadd-on to a civilian organisation of some 30,000 civil servants.

Colonel Gabor Horvath: I think that the most importantcontribution is that the NPLT is the standing interface for contin-uous dialogue between the appropriate NATO and EU militaryauthorities at the politico-military level. However, the Team alsohas essential functions at the military strategic level too, which linksus to the Deputy Supreme Allied Commander Europe (DSACEUR),who is the Strategic Co-ordinator and thereby the focal point withinNATO for issues related to the European Security and DefenceIdentity and the EU’s primary Alliance military strategic inter-locutor in relation to the ESDP. Other military strategic functionsare performed in harmony with our counterpart, the EU Cell atSHAPE (EUCS). We have an important role in improving trans-parency and visibility, which also supports the harmonisation inthe military area. While working toward this objective, we alwayshave to keep in mind the politically defined framework.

Q: EU-NATO cooperation is a constant work inprogress. How have you contributed to this so far?

Colonel Gabor Horvath: As I have mentioned earlier, theNPLT is the interface between the appropriate NATO and EUmilitary bodies. More exactly, it provides the bulk of the linksfor the EU Military Staff to the NATO International MilitaryStaff and also to the NATO Strategic Commands, Allied Com-mand Operations (ACO) and Allied Command Transforma-tion (ACT). In particular, given DSACEUR’s specific Europeanresponsibilities, we respond to his day-to-day direction withrespect to our missions and functions, and this linkage is par-

PROFILE

Colonel Gábor Horváth (Hungarian Army) hasa postgraduate education in Hungary and inFrance. He has a NATO international troopsand staffs experience. He has been workingwith the EU military organizations since 2003and was appointed Head of the NATO Perma-

nent Liaison Team (NPLT) to the EUMS in 2006.

We speak a similar language”

Colonel Gabor Horvath❝

19

PARTNERS

ticularly valuable, given also that he is currently undertakingthe function of EU Operation Commander for OperationALTHEA in Bosnia Herzegovina. Our major contribution is toinform our authorities on the ongoing activities, and to iden-tify potential new partners and bring them together when it isdeemed appropriate by the competent authorities.

Col. Christian Platzer: EUCS has contributed to EU-NATOco-operation in a number of ways. By our very presence in the hallsof SHAPE, we have brought the EUMS to the attention of manyNATO officers who otherwise might only vaguely have been awareof the EU, and in particular its military staff. We are in constant con-tact with most of the Divisions and Branches within SHAPE, andassist in developing relationships across the organisation’s bound-aries. This has been done in ways both public and private, whileall the time acknowledging that they are separate organisations withtheir own missions and agendas and their sovereign decision-making. We intend to continue to provide liaison and appropriateinformation between staffs in both SHAPE and EUMS.

Q: How do you see your teams contributing toimproving the efficiency of EU-NATO co-operation?

Col. Christian Platzer: As liaison officers of the EU, our mis-sion is to keep EUMS informed, in those areas in which thereis concurrent interest with SHAPE activities. All information aboutoperations, from planning to execution are in our remit, and ourrole is to be aware of what is developing in both organisations,so we can analyse what may be of interest across the bound-ary, as it were. Because of the fact that we are a small team andeach of us has to cover a large field, we have a very broad per-spective on what is happening in bothorganisations, and this is to the benefit ofthem, as we can recognise trends andpotential areas of co-operation.

Colonel Gabor Horvath: The NPLT isone of the main assets providing the necessary situationalawareness on EU military activities to appropriate NATOauthorities and vice versa, and it can be one of the tools thatis used to contribute to situational awareness about NATO toEU military bodies. It is not a forum, but a very useful interface.Therefore, its contribution to overall efficiency lies in its liaisonrole. And this role is not only about maintaining and improv-ing the contacts between the military members of the twoorganisations, but also about trying to identify the best waysto conduct routine exchanges between military leaders andexperts, while respecting the standing political framework.

Q: Could you give concrete and current examplesof cooperation at your level?

Colonel Gabor Horvath: The very obvious example is Oper-ation ALTHEA, where NATO and the EU work together very closely.It is worth mentioning that during the conduct of this very impor-tant operation, cooperation is not only focused on the use ofNATO common assets and capabilities, under the so-called Berlin

Plus arrangements, but also comprises the coordination of the mil-itary activities of the two organisations within the wider context ofthe geographical area as well. Less visible but equally importantare the exchanges at staff level, which contribute to the harmon-isation of very significant doctrinal concepts. Enormous potentiallies in these exchanges for the future, as both Allied and EU con-cepts will logically have considerable impact on the developmentof military forces of the NATO Nations and the EU Member States.

Col. Christian Platzer:Our levels of co-operation extendfrom desk officers up to the level of DGEUMS and DSACEUR.We have recently facilitated an informal meeting of DDG/COSwith DSACEUR, for example. But we also have free access toSHAPE desk officers, and have provided information to our col-leagues in EUMS from various sections in SHAPE. On a weeklybasis, we report to EUMS on the situation in SHAPE.

Q: As liaison officers, what are your impressionswhen working in an environment that is different to yourparent organisation?

Col. Christian Platzer: I must say that,though SHAPE is a very different organisa-tion to EUMS, DSACEUR has made us verywelcome, and put out the message veryclearly that we were to receive full co-oper-ation from SHAPE officers. This may stem

from the fact that he is double-hatted as EU Operations Com-mander (for Operation Althea in Bosnia i Herzegovina). Regard-less, he has clearly opened doors to EUCS that might havetaken a lot more effort without his assistance.

Colonel Gabor Horvath: We felt at home from the outset.The Director General of the EUMS welcomed us very warmlyand has always considered us as part of the staff. In line withthis, the present NPLT shift was also given the opportunity totake part in the EUMS induction days. The EU Military Staff isa very friendly environment. Many staff leaders and membershave already gained important NATO experience during theirprevious staff or operational appointments. Therefore, wereally speak a very similar professional language. Similar, I said,but not absolutely identical. It is obvious that our NATO teamhas to learn and respect the specificities of the EU military envi-ronment. All in all, the NATO Permanent Liaison Team hassmoothly integrated into the EU Military Staff and enjoys afriendly environment based on mutual respect and trans-parency.■

PROFILE

Colonel Christian Platzer (Austrian Army) isHead EU Cell at SHAPE since 1 March 2006.He has worked at the NATO PfP Staff Element in Brunssum (1998-2000), and hasbeen Chief of Staff of the Multinational BrigadeSouthwest in Kosovo (2004).

We are the human face of the co-operation”

Colonel Christian Platzer❝

IN BRIEF

Impetus is a Newsletter published by the EU Military Staff

Contact: Lt. Col. John Durnin Visitors Address: Postal Address:PR/PI Officer, EUMS Av. De Cortenbergh 150 Rue de la Loi 175,Tel. +32-2-281-5242 B-1040 Brussels B-1048 Brussels All rights reserved.

Fax +32-2-282-5793 Belgium Belgium Creation/Design EuroFuture.

E-mail: eums.info@consilium.europa.euhttp://www.consilium.europa.eu/eums

Contents2 Progress and Achievements

Gen. Jean-Paul Perruche

7 Events

8 Handover of Chairman at the EU Military Committee

9 EUMS at a Glance

10 EU/UN: Joint Vision and Common ActionCol. Fergus Bushell

12 EU Missions and Operations

16 Supporting African Military Development Col. Dennis Gyllensporre

18 EU and NATO: First Things First Col. Christian Platzer andCol. Gabor Horvath

20 In Brief

The EUMS Team:Front row: Alberto de Blas Pombo, Wolfram Fossl;Back row: Kenneth Raun, Jesus Penas Preckler,Francisco “Paco” Garcia Mascarell, John Organ,Richard Nicklin, Nick Spence.

Early CycleEight members of the EUMS participated in the Swedish annual Vatternrundan 300 km cycle event on 15/16 June 2006. The 300 kmcycle ride encircles the beautiful lake Vättern in Sweden and is conside-red to be the largest recreational bicycle ride in the world. The event firststarted in 1966 and in 2006 over 15,000 riders completed the course.

As guests of the Swedish Armed Forces, the EUMS team were excep-tionally well looked after, with accommodation, messing, and local trans-portation being provided in and around the town of Motola. On the Saturday morning we were woken just after midnight for breakfast at 1 a.m.in order to make our start time of 3 a.m. Being so far north lights were unne-cessary! The plan was to ride together for the first 100 km but then enthu-siasm and that little competitive devil inside us all took over and it was eve-ryman for himself, after just 5 km! With water/food stops at approximatelyevery 40 km there was time to freshen up and look for the next "peloton"to join! There were two main food stops providing hot food, bicycle main-tenance and a welcome massage.

The whole team successfully completed the distance and after a goodnights sleep returned to Brussels late Sunday.■