Draft document
HCJ Digitalisation Strategy for 2026–2030
Drawn up to implement the Activity Strategy of the High Council of Justice for 2026–2030 (strategic area «Digitalisation of the justice system»)
Draft Digitalisation Strategy of the High Council of Justice for 2026–2030 and the framework for the use of AI in justice. Presented at the meeting of the Standing Committee on UJICS on 10 August 2026.
Contents
General Provisions
Purpose of the Strategy
The Digitalisation Strategy of the High Council of Justice for 2026–2030 (the “Strategy”) develops and elaborates the provisions of the Activity Strategy of the High Council of Justice for 2026–2030 in the area of “Digitalisation of the justice system”, as well as the digital components of the areas “Improving access to justice”, “Building a judiciary of integrity and high professionalism” and “Communication policy”.
The Strategy defines the goal, principles, target process maturity model, strategic directions, expected results and indicators of the digital transformation of the High Council of Justice (the “HCJ”), as well as the HCJ’s role in the digitalisation of the justice system. An integral part of the Strategy is the Action Plan for its implementation, setting out deadlines and responsible parties (annex).
Scope of implementation
The HCJ implements the Strategy along two lines:
- Internal digitalisation — digitalisation of the business processes of the HCJ and its secretariat. The HCJ carries out these measures independently, by its own decisions, within its own budget and the resources of international technical assistance;
- External digitalisation — measures concerning the courts, bodies and institutions of the justice system as a whole. In this sphere the HCJ acts as initiator, coordinator or in another assigned role, working together with the Supreme Court and other courts, the State Judicial Administration of Ukraine (the “SJA”), the High Qualification Commission of Judges of Ukraine (the “HQCJ”), the Council of Judges of Ukraine, the National School of Judges of Ukraine and other interested parties.
This distinction prevents conflating obligations for which the HCJ is directly answerable with tasks whose achievement depends on the coordinated action of several institutions.
Legal basis
- the Constitution of Ukraine;
- the Law of Ukraine “On the High Council of Justice”;
- the Law of Ukraine “On the Judiciary and the Status of Judges”;
- the Laws of Ukraine “On Electronic Documents and Electronic Document Flow”, “On Electronic Identification and Electronic Trust Services”, “On the Protection of Information in Information and Communication Systems”, “On the Protection of Personal Data”;
- the Activity Strategy of the High Council of Justice for 2026–2030;
- the Rule of Law Roadmap (Cabinet of Ministers of Ukraine Order No. 475-r of 14 May 2025) and the Ukraine Plan;
- the Regulation on the operation of individual subsystems (modules) of the Unified Judicial Information and Communication System;
- the European Ethical Charter on the Use of Artificial Intelligence in Judicial Systems and their Environment (CEPEJ, 2018); the Council of Europe Framework Convention on Artificial Intelligence and Human Rights, Democracy and the Rule of Law (2024); Regulation (EU) 2024/1689 on harmonised rules on artificial intelligence — as reference points for harmonising approaches.
Key terms and abbreviations
- D-3 — the automated document management system used by the HCJ;
- UJICS (ECITS before its renaming) — the Unified Judicial Information and Communication System;
- QES — qualified electronic signature;
- AI — artificial intelligence; AI agent — an AI-based software tool capable of performing multi-step tasks under human control;
- CMMI (Capability Maturity Model Integration) — an integrated process maturity model defining five levels of organisational maturity, from initial (1) to optimising (5);
- ISMS — information security management system; RPO/RTO — target indicators of tolerable data loss and of recovery time after a failure.
Current State and Preconditions for Digitalisation
The HCJ operates an automated document management system, publishes open data sets and broadcasts its sessions online. At the same time, digitalisation remains fragmentary:
- a significant share of business processes is neither digitised nor described using the Business Process Model and Notation standard (BPMN, DSTU ISO/IEC 19510:2017), which will slow the subsequent migration of business processes into UJICS;
- the document management system is used inefficiently: some documents are created electronically but duplicated on paper; not all documents are added to case files in electronic form; users’ command of the system varies widely;
- analytical work is performed largely by hand, which limits the speed of preparing summaries, reporting and data for managerial decisions;
- giving participants access to case materials requires manual scanning of documents and manual anonymisation of data;
- staff performance is assessed by hours worked rather than by the speed and quality of task completion;
- artificial intelligence is used only sporadically, without systematic, tested procedures;
- the armed aggression of the russian federation creates constant risks to infrastructure: power outages, threats of physical destruction of equipment and data, and cyberattacks on state information resources.
These circumstances define two priorities of the Strategy: moving the HCJ’s business processes to a fully paperless form and ensuring the resilience of digital infrastructure under wartime threats, while gradually building analytical capacity and controlled use of AI.
Goal and Principles of Digitalisation
Goal
The goal of the Strategy is to establish a fully paperless, data-driven, resilient and secure operating model for the HCJ, with a process maturity corresponding to the fifth (optimising) level of the CMMI model, in which artificial intelligence is applied as a controlled supporting tool — including for the continuous analysis and improvement of business processes — and to secure the HCJ’s leading role in the digital transformation of the justice system.
Principles
- Paperlessness. A document is created, approved, signed and stored electronically; paper form is used only where the law expressly requires it.
- Non-duplication. Information already held in information systems or state registers is not entered a second time.
- Human control. AI tools prepare, analyse and propose; the decision is taken by a human being. AI does not replace the discretion of HCJ members or the responsibility of officials.
- Security by design. Information security and personal data protection requirements are built into each digital solution at the design stage, not added after deployment.
- Resilience. Every critical service has an operating plan for power outages, loss of communication channels or loss of premises.
- Measurability. Every process has an owner and metrics of speed and quality; managerial decisions are grounded in data.
- Interoperability. The HCJ’s digital solutions are compatible with UJICS, state registers and systems, and are built on open standards and data formats.
- Transparency. The results of digitalisation, including the methodologies of AI tools that affect individual rights, are documented, comprehensible and open to verification.
- Accessibility. Digital solutions are designed to be easy to use, requiring the minimum number of actions to achieve a result. The HCJ’s digital services and web resources meet international accessibility requirements.
- Cost-effectiveness. Priority goes to solutions with the best effect-to-cost ratio, in particular upgrading existing hardware, open-source software and international technical assistance resources.
- Continuity. The transition proceeds in stages, each of which preserves the uninterrupted exercise of the HCJ’s constitutional powers.
Business Process Maturity
CMMI as a framework for managing digitalisation
The Strategy uses the CMMI model as a measurable framework of progress: digitalisation is treated not as a set of separate IT projects but as the steady increase in the manageability of business processes. The target trajectory:
| CMMI level | Meaning for the HCJ | Target date |
|---|---|---|
| 2 managed | Key processes are documented and have owners; results are tracked at the level of individual processes | Q4 2026 |
| 3 defined | All HCJ business processes are described in a single process register, standardised and performed electronically under uniform rules | Q4 2027 |
| 4 quantitatively managed | Quantitative speed and quality targets are set for each process; indicators are measured automatically from D-3 and other system data; deviations are detected by statistical methods | Q4 2028 |
| 5 optimising | Processes are continuously improved on the basis of quantitative data; changes are introduced in a managed way and their effect is measured | Q4 2030 |
Extending the fifth level: AI-driven process optimisation
The Strategy introduces a novel approach that extends the fifth CMMI level: the function of analysing and proposing improvements to business processes is entrusted to artificial intelligence, while the exclusive right to decide on changes remains with human beings. The model works as a closed loop:
- data collection: event logs from D-3, calendars, analytical systems and UJICS form a continuous digital picture of how processes are executed (process mining);
- analysis: AI builds actual process models and identifies bottlenecks, deviations from regulations, redundant approvals, uneven workload distribution and scope for shortening deadlines;
- proposals: AI produces reasoned improvement proposals with a projected effect (shorter deadlines, freed-up resources, fewer errors);
- decision: proposals are considered by the process owner and those responsible for digital transformation; changes are introduced only after human approval;
- measurement: the actual effect of an implemented change is measured automatically and fed back into the analysis loop.
This approach turns process improvement into a continuous function while preserving full human control and compliance with the principle of legality.
Given how long the strands of digital transformation take to run, individual mechanisms of the fifth-level extension should be introduced from the very start of digitalisation. This will allow the mechanisms of AI involvement to be tested at an early stage, possible errors and areas for improvement to be identified, and — as a result — a fully debugged and manageable model to be in place by the time of full deployment.
Internal Digitalisation
Paperless business processes
Tasks
- Completing the migration of HCJ document flow into D-3: all internal and outgoing documents are created, approved and signed with QES exclusively within the system; paper copies are produced only in cases expressly prescribed by law.
- Paperless procedures for building the judiciary: electronic materials for judicial career matters (recommendations, appointments, transfers, dismissals), with judicial dossier data obtained automatically from the HQCJ through UJICS and draft instruments generated automatically.
- Paperless disciplinary proceedings: development of a service for filing disciplinary complaints electronically, automated registration and allocation, prioritisation, preliminary screening using automated systems; the electronic disciplinary case file as the single source of materials for disciplinary inspectors, rapporteurs and participants; electronic signing of decisions.
- Automated preparation of materials on judges’ retirement, with judicial service length calculated automatically from judicial dossier data and state registers.
- Moving participants’ access to case materials into the electronic cabinet; in-person access is retained as a right, not as the only option.
- Automated anonymisation of decisions and materials provided to participants or published, using personal data recognition with selective human verification.
- Automated preparation of the agendas of HCJ and its bodies’ sessions: a single calendar service that automatically identifies free slots based on an assessment of the volume of materials and the projected hearing time for each item.
- Automated notification of participants about the date, time and format of the hearing through the electronic cabinet, email and mobile channels, with delivery recorded.
Expected results. Disciplinary proceedings and procedures for building the judiciary are conducted fully electronically; paper document flow is retained only in cases prescribed by law; the time to prepare the agenda and notify participants is cut by at least half.
Artificial intelligence
Tasks
- Providing secure corporate access for staff to generative AI models.
- AI assistants for drafting documents, searching, summarising and structuring materials.
- Automating practice summaries: regular summaries of disciplinary practice and of HCJ practice on other matters are generated by AI tools and then professionally edited.
- AI analysis of the reasoning of HCJ decisions: assessment of structural completeness, consistency of argument and coherence with earlier practice, as a supporting tool for improving the quality of decisions before they are adopted.
- Supporting AI assessment of secretariat staff performance based on analysis of the materials they prepare (completeness, compliance with requirements) under a transparent methodology, with the employee’s right to an explanation of the result; personnel decisions are taken exclusively by human beings.
- Analysis of the performance of disciplinary inspectors: automated measurement of time limits, completeness of checks and the stability of decisions adopted on the materials they prepare.
- AI-assisted analysis of disciplinary case materials, highlighting indications of disciplinary offences, drafting the introductory and descriptive parts of disciplinary inspectors’ conclusions and of draft decisions, and selecting the legal framework, case law and HCJ practice for the reasoning part of decisions.
- In disciplinary proceedings, tools are used to assess quality and detect risks of inadequate processing of materials.
- Automated reading of case summaries during sessions: AI prepares a concise account of the case materials, which is read out by speech synthesis; the rapporteur verifies the text beforehand.
- AI analysis of business processes and generation of improvement proposals under the model set out in subsection 4.2 of the Strategy.
Expected results. AI tools reduce the time needed to prepare routine documents and summaries; every AI system has a defined risk level and a responsible person; no decision concerning an individual is taken automatically.
Data and analytics
Tasks
- Creating a single corporate data warehouse for the HCJ with a data catalogue, quality rules and integration with D-3, calendar services and UJICS subsystems.
- Automating the work of the analytical department: deploying an analytics platform with self-service access to indicators for departments; regular analytical reporting is generated automatically, so that analysts focus on interpretation rather than data collection.
- Shifting from measuring hours worked to measuring the speed and quality of task completion: a catalogue of standard secretariat tasks, time standards and automatic measurement of performance based on D-3 data.
- Expanding the HCJ’s open data: more data sets, unified formats, structured and machine-readable publication.
Expected results. Regular analytical products are generated automatically and management reporting is available to the leadership in near real time; staff assessment rests on measurable indicators of speed and quality.
Digital competences and personnel policy
Tasks
- A programme of training and testing of staff skills in working with D-3; establishing command of the system as a mandatory qualification requirement taken into account in appraisal and promotion.
- Developing skills in managing AI agents: setting tasks, verifying results, handling data safely, understanding the limits of the technology; establishing corresponding criteria for posts involved in preparing materials.
- Building in-house software development capacity within the relevant HCJ units using AI tools: approving policies and standards of secure development (code management, mandatory review, testing, a ban on transferring sensitive data to external services).
- Updating job descriptions and competence profiles to reflect digital skills; supporting the change: explanatory work, internal digitalisation ambassadors, user support.
- Participating in national and international programmes of financial support for staff who introduce innovations, technological solutions and the digitalisation of business processes.
Expected results. All staff can use D-3 at the level required for paperless handling of business processes; staff have the skills to work with AI agents; the HCJ is able to build and maintain internal digital tools with its own resources.
Information security
Tasks
- Building an information security management system in line with the international standard ISO/IEC 27001; approving information security profiles for standard roles, workstations and categories of information.
- Configuring access policies: role model, least-privilege principle, multi-factor authentication, scheduled review of access rights, management of external users’ access.
- Introducing internal controls over information security compliance: centralised logging of user actions, security event monitoring, regular internal audits, and procedures for incident response and reporting.
- Personal data protection: a data protection impact assessment for every new digital solution, including AI systems.
- Regular staff training on information security and phishing resilience testing.
Expected results. Access to all critical systems is by multi-factor authentication; 100 per cent of user actions in critical systems are logged; a process for detecting and responding to incidents operates within defined time limits.
Digital resilience and business continuity
Tasks
- Geographically distributed data replication: backups and mirrors of critical systems are held in geographically remote secure environments, including in the cloud.
- Enabling remote operation of the HCJ during power outages and other circumstances caused by the armed aggression of the russian federation: autonomous power for server and network equipment, backup communication channels, mobile kits for holding sessions remotely.
- Creating a mechanism for rapidly deploying remote workstations: workstation virtualisation, standard hardened images, procedures for issuing prepared equipment; the target time for providing an employee with a fully functional remote workstation is no more than 24 hours.
- Approving and annually rehearsing business continuity and disaster recovery plans, including exercises based on scenarios of prolonged power outages and loss of the main premises.
Expected results. The HCJ is able to exercise its powers in a fully remote mode; the loss of any single site or communication channel does not halt its work; these capabilities are confirmed by annual tests.
IT infrastructure and resource efficiency
Tasks
- Optimised upgrading of the computer fleet by installing solid-state drives and expanding memory as an economically justified alternative to full hardware replacement; replacement is carried out only for equipment that cannot be upgraded.
- Phased migration of workstations to open-source software and open office applications and document formats, reducing licensing costs.
- Establishing systematic engagement with donors and technology vendors to obtain enterprise-level provision: grant and partnership programmes for the public sector, non-commercial licences, secure corporate environments.
- Ensuring the HCJ’s participation as the client (beneficiary) in international technical assistance projects: requirements, priorities and terms of reference are set by the HCJ; donor projects are integrated into a single digitalisation portfolio.
Expected results. Workstation performance is secured at minimum cost; the structure of software spending is optimised; external assistance serves the priorities set by the HCJ, rather than the other way round.
Digital communications
Tasks
- Increasing the number of HCJ communication channels (website, social networks, messengers, streaming platforms and other resources) with automatic cross-posting to all channels through a single content management system.
- Deploying automated monitoring of media mentions of the HCJ and the judiciary with sentiment assessment (positive, negative, neutral), trends and topics; the results feed into analytical dashboards and are used to plan communications and respond to disinformation.
- Developing digital feedback tools for judges, participants in proceedings and the public.
Expected results. Publications appear simultaneously across all channels without manual duplication; the HCJ has a daily measurable picture of the media landscape and responds to disinformation campaigns at an early stage.
External Digitalisation
In the sphere of external digitalisation the HCJ is not the sole implementer. It initiates, coordinates and oversees the implementation of measures carried out jointly with the courts, the SJA, the HQCJ, and the bodies and institutions of the justice system.
External digitalisation measures are implemented having regard to the Concept of the Unified Judicial Information and Telecommunication System, the Regulation on the operation of its individual subsystems (modules) and other legal acts and documents governing this area.
Tasks
- Developing, under the HCJ’s leadership, a Digital Transformation Strategy for the Judiciary as a system-wide document envisaged by the HCJ Activity Strategy.
- Approving the framework for harmonised use of artificial intelligence in the judicial system.
- Overseeing the modernisation and full operation of UJICS as the single digital platform of the justice system.
- Promoting the development of full electronic justice: the electronic cabinet, remote participation in hearings, electronic exchange of procedural documents, and the introduction of a streaming viewer for case materials, a procedural navigator for judges and an AI assistant.
- Promoting uniform information security policies in the courts, bodies and institutions of the justice system, based on unified security profiles and international standards.
- Contributing to the interoperability of justice information systems with the state registers and databases required for judicial proceedings, disciplinary procedures and the building of the judiciary.
- Initiating and taking part in the creation of a centralised electronic system for storing court cases and a single electronic archive, with the gradual digitisation of materials.
- Introducing automated integrity-checking tools for candidates for judicial office and for judges in the procedures for building the judiciary, with data obtained automatically from state registers.
- Developing judicial workload analytics: automated workload measurement, forecasting of staffing needs, improvement of automated case allocation, and exterritorial case allocation.
- Expanding the open data of the judicial system and unifying identifiers and formats so that the data sets can be used as a coherent source of information.
- Overseeing the digital resilience of the courts under martial law: data backup, autonomy of critical services, remote working formats.
The measures in this sphere are included in the Action Plan (Section B of the annex) with the HCJ’s role indicated.
Implementation and Resourcing
- Management of implementation rests with the Standing Committee of the High Council of Justice on the Unified Judicial Information and Telecommunication System and Digitalisation (the “Committee”) (renaming required), composed of HCJ members, the head of the secretariat, the deputy head of the secretariat for digital transformation (the “CDTO”), and the heads of the information technology, information security and analytical units. The Committee approves annual operational plans and considers monitoring results and the proposals produced by AI process analysis.
- The deputy head of the secretariat for digital transformation manages the digital project portfolio day to day, sets requirements for solutions and handles engagement with the courts, the SJA of Ukraine, the HQCJ, donors and other parties.
- Implementation follows a portfolio approach: every measure in the Plan has a responsible unit, a deadline, a result and a performance indicator; the state of the portfolio is reviewed quarterly by the Committee and twice a year by the HCJ.
- Sources of resourcing: state budget funds; international technical assistance under which the HCJ acts as client; and partnership and grant programmes of technology vendors. Attracting external resources does not alter the priorities of the Strategy.
- By 1 March each year, a public report on the state of HCJ digitalisation is published, including the values of the indicators in section 8.
Indicators of Goal Achievement
Baseline values of the indicators are fixed following the baseline measurement in 2026. Target values:
| Indicator | 2027 | 2030 |
|---|---|---|
| HCJ process maturity level under CMMI | 3 | 5 (with AI optimisation) |
| Share of HCJ business processes in fully paperless form | 95% | 100% (save for exceptions prescribed by law) |
| Share of disciplinary proceedings in electronic form | 100% | 100% |
| Share of judiciary-building procedures in electronic form | 100% | 100% |
| Share of decisions and materials anonymised automatically | 100% | 100% |
| Share of case-file access granted through the electronic cabinet | 100% | 100% |
| Reduction in the average time to prepare the agenda | 50% | 80% |
| Share of staff fully skilled in handling business processes electronically using D-3 | 100% | 100% |
| Share of staff with verified skills in working with AI agents | 80% | 100% |
| Share of regular analytical products generated automatically | 40% | 80% |
| RPO / RTO for critical services (confirmed by testing) | ≤15 min / ≤4 h | ≤5 min / ≤1 h |
| Share of critical systems covered by logging and security monitoring | 100% | 100% |
| Share of HCJ digital services meeting accessibility requirements | core services | 100% |
Risks and Mitigation Measures
| Risk | Mitigation measures |
|---|---|
| Insufficient budget funding | Prioritisation of measures; use of the special fund; attracting international technical assistance and partnership programmes; cost-efficient solutions (hardware upgrades, open-source software) |
| Shortage of IT and data specialists | In-house training; developing own software development with AI; drawing on the expertise of donor projects; competitive terms for key posts |
| Cyberattacks and data leaks | ISMS under ISO/IEC 27001; network segmentation; multi-factor authentication; event monitoring; regular security testing |
| Wartime risks: destruction of infrastructure, power outages | Geographically distributed replication; autonomous power; backup channels; rehearsed continuity plans |
| Dependence on individual AI and cloud providers | Multi-vendor approach; open standards and formats; the option of deploying models locally for sensitive data |
| Legal restrictions and gaps concerning the use of AI | An AI use policy; pilot deployments with human verification; HCJ participation in shaping the framework for AI use in the judicial system |
| Resistance to change, uneven digital readiness of staff | A change management programme; training and testing; digitalisation ambassadors; digital competences taken into account in personnel procedures |
| Poor data quality for analytics and AI | A data catalogue; data quality rules; data stewards within units; phased cleaning of historical data |
Annex
to the Digitalisation Strategy of the High Council of Justice for 2026–2030
ACTION PLAN FOR IMPLEMENTING THE DIGITALISATION STRATEGY OF THE HIGH COUNCIL OF JUSTICE FOR 2026–2030
Section A. HCJ digitalisation measures implemented independently
A.1. Managing digital transformation and process maturity
-
Approve the HCJ Digitalisation Strategy and the Action Plan; reorganise the Committee
-
Appoint the CDTO; designate responsible units
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Carry out an inventory and description of HCJ business processes; build a process register with owners and produce BPMN diagrams in XML format
-
Conduct a baseline CMMI process maturity assessment; approve the target maturity trajectory
-
Standardise all business processes in electronic form; reach CMMI maturity level 3
-
Introduce quantitative targets and automatic measurement of process indicators; reach CMMI level 4
-
Deploy AI process analysis (process mining) with the cycle “analysis — proposal — human decision — measurement of effect”; reach CMMI level 5
-
Annual process maturity assessment and public report on the state of digitalisation
A.2. Paperless business processes
-
Complete the migration of internal document flow into D-3: creation, approval and QES signing exclusively within the system; end paper duplication
-
Move judiciary-building procedures to paperless form: electronic materials
-
Move disciplinary proceedings to paperless form: electronic disciplinary case file, electronic signing of decisions
-
Automate the preparation of materials on judges’ retirement, with judicial service length calculated automatically from dossier and register data
-
Introduce access to case materials for participants through the electronic cabinet
-
Deploy automated anonymisation of decisions and materials provided to participants or published
-
Introduce automated agenda preparation: a calendar service that automatically identifies free slots based on the volume of materials and projected hearing time
-
Introduce automated notification of participants about hearings (electronic cabinet, email, mobile channels) with delivery recorded
A.3. Artificial intelligence in the work of the HCJ
-
Approve an AI Use Policy for the HCJ; create a register of AI systems classified by risk level
-
Provide secure corporate access for staff to generative AI models (without using HCJ data to train the models)
-
Deploy AI assistants for drafting documents, searching and summarising materials
-
Automate summaries of disciplinary practice and HCJ practice using AI, with professional editing
-
Deploy AI analysis of the reasoning of draft HCJ decisions (structural completeness, consistency of argument, coherence with practice)
-
Introduce supporting AI assessment of the quality of materials prepared by staff, under a transparent methodology with a right to an explanation
-
Introduce automated analysis of the performance of disciplinary inspectors (time limits, completeness of checks, stability of decisions)
-
Introduce automated reading of case summaries during sessions (an AI summary, verified by the rapporteur, read out by speech synthesis)
-
Deploy AI analysis of disciplinary case materials: detecting and highlighting indications of disciplinary offences, drafting the introductory and descriptive parts of disciplinary inspectors’ conclusions and of draft decisions, automatic selection of the legal framework, case law and HCJ practice; tools to assess quality and detect risks of inadequate processing of materials
A.4. Data, analytics and performance management
-
Create a single corporate data warehouse for the HCJ with a data catalogue and quality rules; integrate D-3, calendar services and UJICS subsystems
-
Deploy an analytics (BI) platform: indicator dashboards for the leadership and self-service access for units; automatic generation of regular analytics
-
Approve a catalogue of standard secretariat tasks with time standards; move from recording hours worked to automatic measurement of the speed and quality of task completion
-
Expand the HCJ’s open data: new data sets, unified formats, machine readability
A.5. Digital competences and personnel policy
-
Introduce a programme of training and testing of staff skills in working with D-3; approve criteria of command of the system as a qualification requirement
-
Introduce training in managing AI agents and criteria of proficiency for posts involved in preparing materials
-
Approve policies and standards for in-house software development using AI (code management, review, testing, data protection)
-
Update job descriptions and competence profiles to reflect digital skills; introduce a change management programme
A.6. Information security
-
Build an information security management system under ISO/IEC 27001; approve information security profiles for roles, workstations and categories of information
-
Configure access policies: role model, least privilege, multi-factor authentication, scheduled review of rights
-
Introduce internal controls over information security compliance: centralised logging, event monitoring, internal audits, incident response procedures
-
Introduce a personal data protection impact assessment for every new digital solution, including AI systems
-
Conduct regular information security training and phishing resilience testing
A.7. Digital resilience and continuity
-
Ensure geographically distributed data replication and redundancy of critical systems (including in secure cloud environments); achieve RPO ≤15 min, RTO ≤4 h
-
Enable remote operation of the HCJ during power outages: autonomous power, backup communication channels, mobile kits for remote sessions
-
Create a mechanism for rapidly deploying remote workstations (virtualisation, standard hardened images, equipment issuing procedure)
-
Approve business continuity and disaster recovery plans (BCP/DRP); hold annual exercises based on crisis scenarios
A.8. Infrastructure, resources and partnerships
-
Carry out an optimised computer upgrade: install solid-state drives and expand memory; replace only equipment that cannot be upgraded
-
Carry out a phased migration to open-source software and open office applications and formats, in so far as compatible with D-3 and UJICS
-
Establish systematic engagement with donors and technology vendors (Microsoft, Anthropic, OpenAI, Google and others) to obtain enterprise-level provision under grant and partnership programmes
-
Ensure the HCJ participates as client in international technical assistance projects: requirements, terms of reference and priorities are set by the HCJ
A.9. Digital communications
-
Expand the HCJ’s communication channels with automatic cross-posting to all channels through a single content management system
-
Deploy automated media monitoring of mentions of the HCJ and the judiciary with sentiment assessment (positive / negative / neutral)
-
Bring the HCJ’s digital services, electronic cabinet and web resources into line with accessibility requirements (WCAG 2.1, level AA) and usability standards; conduct testing with real users; retain alternative means of interaction for those unable to use electronic services
-
Introduce permanent digital feedback mechanisms for judges, participants in proceedings, staff and the public (in-service surveys, usability ratings, collection of proposals), with mandatory review of results and planning of improvements
Section B. Justice system digitalisation measures (the HCJ coordinates or drives; implemented jointly with the SJA, the HQCJ, the courts, and the bodies and institutions of the justice system)
B.1. Strategic and regulatory framework
-
Develop, under the HCJ’s leadership, a Digital Transformation Strategy for the Judiciary
-
Approve the framework for harmonised use of artificial intelligence in the judicial system (uniform rules on AI use and risk management)
-
Introduce uniform information security policies in the courts, bodies and institutions of the justice system based on unified security profiles
B.2. UJICS and electronic justice
-
Oversee the modernisation and full operation of UJICS in accordance with the Concept of the Unified Judicial Information and Telecommunication System, the regulations on the operation of its individual subsystems (modules), other legal acts and documents governing this area, and European integration commitments
-
Promote the development of full electronic justice: electronic cabinet, remote participation, electronic exchange of documents, streaming viewer for case materials, procedural navigator for judges, AI assistant
-
Ensure interoperability of justice systems with the state registers and databases required for judicial proceedings, disciplinary procedures and personnel matters
-
Create a centralised electronic system for storing court cases and a single electronic archive, with the gradual digitisation of materials
B.3. Data, integrity and resilience of the justice system
-
Introduce automated integrity-checking tools for candidates for judicial office and for judges, with data obtained automatically from state registers
-
Develop judicial workload analytics: automated measurement, forecasting of staffing needs, improvement of automated case allocation, exterritorial allocation of certain categories of cases
-
Expand the open data of the judicial system: unification of identifiers and formats, completeness and machine readability of data sets
-
Create an open bilingual electronic database of court decisions in war crimes cases
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Ensure the digital resilience of the courts under martial law: data backup, autonomy of critical services, remote working formats