OCCAR Business Plan 2022

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OCCAR Business Plan 2022

Locations of OCCAR Sites:

1 Bonn (Central Office + BOXER – COBRA – ESSOR – MMF – MUSIS – NVC – TIGER)2 Paris (FREMM – MAST-F – MMCM – FSAF/PAAMS – LSS)3 Toulouse/Madrid (A400M)4 Seville (A400M-Satellite Office) 5 Rome (U212 NFS – PPA)6 La Spezia (LSS – FREMM-Satellite Office)7 Munich (MALE RPAS)8 Getafe (MMF-Satellite Office)9 Saint Nazaire (LSS-Satellite Office)

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1 Introduction on behalf of the OCCAR Board of Supervisors 04

2 Foreword by the OCCAR Director 06

3 OCCAR at a glance 08

3.1 Mission, Vision and Values Statement 093.1.1 Mission 093.1.2 Vision 093.1.3 Values 093.2 OCCAR Quality Policy 103.3 OCCAR Strategy 113.3.1 Strategic Aims 113.3.2 Strategic Directives for OCCAR’s operations 123.3.3 Overview of potential new OCCAR Business Areas 143.4 OCCAR Organisation in 2022 17

4 OCCAR Programmes 18

4.1 The Programmes managed by OCCAR in 2022 204.2 International Partner Organisations 52

5 OCCAR Corporate Management 54

5.1 Corporate Support Division 555.2 Finance Division 565.3 Human Resources Division 565.4 Programme Management Support Division 57

6 OCCAR-EA Budgets 58

6.1 OCCAR-EA Administrative Budget 596.2 OCCAR-EA Operational Budget 59

7 Annexes 61

A – KPI Summary Sheet 62

B – Glossary of Terms 64

Content

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1. Foreword by BoS Chairm

an

It was at the end of the 20th century that some European countries shared the conviction that in order to pursue cooperation in the field of defence and security, the creation of a permanent European intergovernmental agency made sense to jointly

Introduction on behalf of the OCCAR Board of Supervisors

realise military equipment. The spirit of concord and collaboration that animated the four founding countries has been perpetuated for twenty years within the Board of Supervisors that now brings together six Member States.

OCCAR is a forerunner and unique in many respects. First of all, it is highly professional methods of managing armaments programmes are geared towards satisfying operational needs, while respecting costs, deadlines and performances. Secondly, through its organisation, whose agility has been demonstrated by its remarkable adaptation to the delicate working conditions imposed by the health measures over the last two years, minimising the impact on the progress of its programmes. Lastly, it has achieved results with the delivery of a large number of complex and innovative weapons systems, as shown by the delivery of 106 A400M tactical transport aircraft, 15 FREMM multi-mission frigates and more than 1000 ASTER missiles for various air defence systems.

OCCAR has acquired a leading position in Europe, as demonstrated by the declaration of the 25 countries participating in the Permanent Structured Cooperation (PESCO) who “consider the OCCAR as the preferred collaborative programme managing organisation”.

These past successes are assets to better prepare for the future, in a changing environment, due to

François PINTARTBoS Chairman 2022

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François Pintart, BoS Chairman 2022

the evolution of threats, the growing involvement of the European Union in the field of defence and security and the uncertainties of the global industrial landscape.

In 2016, the European Union published its Global Strategy, which carried many initiatives: European Development Action Plan (EDAP), European Defence Industrial Development Programme (EDIDP), European Defence Fund (EDF) to promote the European Defence Technological and Industrial Base (EDTIB). Promoting the EDITB is one of OCCAR’s founding principles and it is logical that the European Commission has delegated to OCCAR the management of two EDIDP Grant Agreements to the ESSOR and MALE programmes.

These two examples give OCCAR the necessary expertise to lead future EDF projects on behalf of the Participating States that wish to do so, over a period extending to 2027. Moreover, OCCAR will have a key role to foster joint acquisition by the European members of products and technologies developed and produced in the European Union, in particular those resulting from EDF projects, which will become more and more prominent in the years to come.

This year opens new horizons with the updating of the EU Global Strategy with the approval by the European Council, scheduled for the end of March 2022, of its

Strategic Compass, the third pillar of which concerns the Defence industry, and therefore OCCAR.

The Board of Supervisors will have to consider this in its strategic thinking this year. Moreover, as the real difficulty is not the elaboration of a strategy but its implementation, we will continue to make progress for OCCAR, in particular to control its strong growth, the threshold of 20 complex armament programmes having been reached.

OCCAR acquired its legal status in January 2001. After these 20 years, OCCAR is experienced but still has all the vigour of youth and it is with pride and enthusiasm that I chair the Board of Supervisors this year.

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2. Foreword by the OCCAR Director

It is with great pleasure that I am writing, for the third time, the Business Plan foreword as the OCCAR-EA Director. The year 2021 was a rather challenging year due to the recurring pandemic. For many, it has been very overwhelming, and although OCCAR-EA was not spared, we retained a positive approach and outlook. Through positive actions we took as a team, to include Working From Home and vaccination initiatives, we endeavoured to ensure that business continuity and high health and safety standards were maintained across the board for all OCCAR staff and OCCAR-led Programmes.

I consider year 2021 to be a very successful year; I am convinced that thanks to our relentless efforts to promote OCCAR, our reputation has dramatically increased. The team and I travelled to various destinations this year to meet our partners and possible future partners but, despite our successes and our considerable portfolio of 16 Programmes (and with other five under integration) and nearly 80 billion euros of operational budget, I was surprised to notice that OCCAR remains relatively unknown in the defence capability development arena. This is something I aimed to improve this past year and that I

Foreword by the OCCAR Director2 will continue to do until the day I retire from OCCAR. I have encouraged my Staff to do the same, to promote OCCAR to the world beyond our own walls this year and in the years to come. I would like to encourage Member States and Participating States to promote OCCAR as well. Together we are stronger!

In order to advocate OCCAR, I have attended and spoke at many conferences, fairs and events, to include the Berlin and Warsaw Security Conferences, the European Defence and Security Conference and Sea Future. I have also looked for opportunities to introduce OCCAR to the industrial world. I met the German aeronautical industrial consortium, met several CEO’s and high-level representatives of the European Defence Industry and organised a test case to allow SME’s to network. Whenever we receive a question from Industry for information on OCCAR’s business model and organisation we react swiftly.

Finally, the Italian Minister of Defence visited Central Office and the Spanish Secretary of State for Defence should be visiting Central Office this year. These high-level visits are clear evidence that sufficient attention is being given to the OCCAR’s achievements by EU Defence authorities and demonstrates that Nations value the work performed by OCCAR-EA Staff.

I really hope to have other high-level visits in order to present how this organisation performs and what it can do even more for the benefit of the Nations if entrusted with additional programmes.

In 2021, I have maintained our special relationships with other international organisations such as EDA and NSPA at a high level and I have tried to improve and reinvigorate actions wherever needed. The focus of bilateral meetings and any other engagements I have had and will continue to have with EDA and NSPA leaders is solely based on cooperation rather than competition. It is only by acknowledging that cooperation is the key to success that we will improve the strength of the European Technological and Industrial Base. That is why I launched OCCAR’s three motto’s at the industrial defence fair (FEINDEF) in Madrid: ‘Cooperate, cooperate, cooperate’. This was perceived to be a very strong message, so much so that some player on the defence capability development field has immediately adopted the motto at the European Defence and Security Conference in Brussels.

© OCCAR-EA

Matteo BISCEGLIAOCCAR Director

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Matteo Bisceglia January 2022

After the signature of the Grant Agreements for ESSOR and MALE RPAS, we started negotiations with the Directorate General Defence Industry and Space (DG DEFIS) of the European Commission to pave the way for smooth future cooperation through EDF. In other words, how OCCAR can contribute to the Commission’s initiative to support collaborative defence research and development and to foster an innovative and competitive defence industrial base. These negotiations will be challenging, but could result in an even bigger impact for OCCAR on the European defence capability development landscape. A considerable amount of time and effort will be devoted in 2022 to fostering this new relationship with the European Commission.

A number of important milestones have been achieved in 2021 such as the delivery of the 100th A400M, the acceptance of the last ASTER munition from the original FSAF Phase 3 contract, the delivery of the FREMM in FREDA version, the Night Vision Goggles contract award, the delivery of the 5th MRTT and so on. There are far too many milestones for me to mention here. Besides those milestones, numerous contracts were signed in all the domains in which OCCAR-EA is working. Once again, there are too many for me to mention individually. Additional contracts of high importance are ready to be signed in the near future; that includes the Stage 2 Global Contract for MALE RPAS and the Mk III contract for Tiger. Important negotiations are ongoing in many domains and will hopefully result in new contracts being agreed and formally signed in the future: Support Contracts, Mid-Life Upgrades, etc. Overall, I am very content with what we have achieved this fruitful year and I hope we can continue to do so in 2022 and beyond.

The establishment of the Internal Audit Office (IAO) in 2021 has also supported OCCAR-EA to identify room for improvement and undertake related actions aimed to enhance internal procedures to provide our customers with the most effective service. In 2022, our portfolio will increase to twenty Programmes with the integration of REACT, Light Weight Torpedo, Light Armoured Vehicle (also known as Véhicule Blindé d’Aide à l’Engagement) and Wide Wet Gap Crossing (formerly known as Triton). Following that, our operational budget will steadily increase as new programmes are integrated and new contracts are signed. I estimate that by end 2022 we may reach a

total cap close to 100 billion euros. This considerable increase in programmes and budget will ensure the future of OCCAR but will also require for a reorganisation of Central office. The reorganisation work has already started and will be finalised in the first half of 2022, with the aim to present our plan for approval by the Board of Supervisors in July. Despite our growth, we will retain a very lean and flexible structure, limiting our administrative cost overhead. Depending on the varying yearly budgets, the overhead can fluctuate slightly on a yearly basis, but as a multi-year average it stabilises around 1.5%, which is very competitive when compared to equivalent organisations. Finally, we are looking at creating a “Small Programmes” Programme Division, the A400M PD relocation to Madrid and the ERP project, the new corporate tool to be launched in 2022.

The 20-year anniversary of OCCAR’s legal status has been postponed due to the COVID pandemic; however, I will not give in, so we will arrange for the 20-year celebration to be held in 2022 with a big event held in Bonn, circumstances permitting.

2022 will be another challenging, yet exciting year. We will see the accession of a new Programme Participating State, Slovenia and possibly others. The Framework agreement with Australia, which was signed in 2021, will enter into force in 2022 and Australia’s observer status in the Boxer programme will be extended. There will be multiple challenges, but I am convinced that OCCAR-EA’s Central Office will continue to ensure that day-to-day work seamlessly.

I am certain that OCCAR will continue to maintain its reputation for flexibility and adaptability. Hoping that in 2022 we will see a return to normality. I want to assure our Member States, Participating States, industry and partners that OCCAR will continue to deliver, whatever the circumstances and whatever the challenges.

OCCAR at a glance

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3.1 Mission, Vision and Values Statement

3.1.1 Mission

Our mission is to facilitate and manage cooperative European Armament Programmes through their life cycle, as well as Technology Demonstrator Programmes, to the satisfaction of our customers.

3.1.2 Vision

Our vision is to be a centre of excellence, and first choice in Europe, for cooperative Defence Equipment Programmes managed on a through life basis.

Customer Relationship

To excel in providing personalised service and building long-term relationships with European Defence stakeholders.

Best of Class

We excel in delivering effective Programme Management services, in terms of schedule, cost and system performance.

3.1.3 Values

Belief in Europe’s Future

We are committed to OCCAR’s fundamental role in establishing a customer focused European defence equipment acquisition capability.

Professionalism, Teamwork and Positive Attitude towards Change

We believe that these are the essential values for the achievement of excellence

Cultural Diversity

We recognise and use the different cultures, skills and experiences of our staff and customers as drivers for innovation and continual improvement.

Integrity

We are committed to the highest standards of integrity in dealing with Nations’ financial resources, assets and defence systems.

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3. OCCAR at a glance

3.2 OCCAR Quality Policy

Quality is an integral part of OCCAR’s corporate business principles and underpinned by its mission, vision and values.

The OCCAR-Executive Administration (OCCAR-EA) aims to achieve OCCAR’s Mission, Vision and Values by maintaining a Quality Management System (QMS) that complies with ISO 9001:2015 as the international standard of good business practice. This international standard focuses on the adequate operational and organisational structure to run successfully an organisation’s business and its preparation for the future. Therefore, the OCCAR-EA QMS reflects its Business Management System (BMS).

The OCCAR Quality Policy (QP) is strongly driven by the following management principles and behaviours with a focus on:

Our customers, to identify and meet their needs and expectations in balance with contractual, regulatory and statutory requirements;

Leadership by basing our decisions on the systematic analysis of data, facts and figures which are derived from the measurement of our processes and deliverables;

People by involving our staff in decision-making process, utilising their knowledge and experience;

Processes and performance;

Excellence by applying and continually improving our QMS.

We strive to define and deliver our processes in the most efficient and effective way. In pursuing our vision of excellence, we aim to adopt best practices.

We will align our continual efforts to achieve excellence throughout our organisation by defining objectives, measures and improvement actions at corporate, divisional and individual level in a consistent manner.

We will adopt a system-based approach to management by seeking to integrate modern business concepts and tools in an innovative and pragmatic way.

We will review our processes and objectives periodically, taking into account emerging customer requirements, new management techniques, technological opportunities and learning from experience.

We will work with our customers, contractors and other stakeholders towards a mutually beneficial relationship, in order to improve performance.

The OCCAR-EA QMS documentation is reviewed on a regular basis, verified by an independent third party certification body and made available to all staff members.

As part of the annual business planning cycle, the QP will be reviewed for suitability and to ensure compatibility with the strategic direction and context of OCCAR.

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3.3 OCCAR Strategy

3.3.1 Strategic Aims

OCCAR has defined Strategic Aims, which translate its vision into concrete terms. The following picture gives an overview of OCCAR’s Strategic Aims.

Performance measurement of those Strategic Aims is done by using a Balanced Scorecard (BSC) with a defined set of Key Performance Indicators (KPIs), which are monitored at Corporate and Programme level. Through KPIs, OCCAR evaluates its success as an organisation and the progress in OCCAR managed Programmes. To this end, transparency is key to promote accountability and to allow Member States (MS) and non-Member Participating States (PS) to assess the efficiency of services provided by OCCAR-EA.

Innovate; develop

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Be first

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Programmes

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Enhance

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Improve

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effectiveness

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Customers C Become armament organisation of choice

Financial Provide best

value for money F

Internal Processes Achieve operational

excellence I

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effective planning and management

of funds

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Improve corporate support

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Improve corporate

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Improve

Programme* management

capability

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* Including Technical Demonstrator Programmes (TDPs).

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3.3.2 Strategic Directives for OCCAR’s Operations

A set of Strategic Directives characterises the scope of OCCAR’s activities, the environment in which and how OCCAR should operate in order to achieve its Strategic Aims.

OCCAR Business Areas

OCCAR manages armament Programmes across all phases of the Defence System Life Cycle for the benefit of the Programme PS. Additionally, OCCAR has the competence to manage Programmes in the framework of the European Common Security and Defence Policy and OCCAR’s flexibility means it is able to manage Programmes that only include non-Member States.

To this end, OCCAR strives to maintain and improve its status as a centre of excellence for the management of cooperative Programmes and to be recognised as such.

Effectiveness & Efficiency of OCCAR Management Capability

OCCAR will continue to ensure the highest quality of its business management system (BMS) in order to comply with the aims of the OCCAR Convention, and its Mission and Vision. Therefore, OCCAR:

Applies ISO 9001: 2015 as the international standard for QMS and will maintain the relevant certification;

Applies International Public Sector Accounting Standards (IPSAS);

Applies best practice programme management methods and a standardised Risk Management process;

Applies integrated, secure and scalable Information and Communication Technology (ICT), with the aim to support remote working and support effective information management. The efficiency of the ICT environment will continuously be improved by migrating to mainstream market products;

Created an Internal Audit Office (IAO) in 2020, in accordance with the increased links between the European Commission (EC) and OCCAR through the European Defence Fund (EDF) and the signed Contribution Agreements (CAs).

Advancement

OCCAR-EA will monitor evolving cooperative armament opportunities, in coordination with the Ministries of Defence (MoD) of the OCCAR MS (Belgium, France, Germany, Italy, Spain, United Kingdom), organisations of the European Defence community and especially with the European Defence Agency (EDA), with a view to identifying potential future OCCAR Programmes at the earliest possible stage.

The necessary resources in both OCCAR-EA and the Programme PS must be in place to enable successful business development and high quality, timely Programme integration and delivery by OCCAR. The OCCAR Growth Resourcing Principles, established in 2016, define a mechanism ensuring that the necessary corporate resources are available to support new programmes once they are integrated without negatively affecting the existing OCCAR business.

European Defence Cooperation Framework

OCCAR will sustain and expand its special position in relation to other international organisations with complementary roles, thereby seeking synergies and cooperation, thus avoiding duplication wherever possible. OCCAR will remain an independent organisation in order to preserve its unique capabilities for the benefit of its MS and non-Member PS.

The Permanent Structured Cooperation (PESCO) was approved by an EU Council Joint Decision and subscribed to by 25 MS. Among its more binding commitments, Nations have stated they will consider OCCAR as the preferred management organisation.

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The “capability window” of the EDF proposed by the EC, provides new opportunities for a strengthened European armament cooperation that can be substantially supported by OCCAR as a management organisation for cooperative armament programmes. The new procedures for the EDF were tested in 2019 and 2020 through a capability test phase called European Defence Industrial Development Programme (EDIDP). The EDIDP regulation had been published in summer 2018 with the intention to create the conditions for more defence cooperation as a means to deliver the capability priorities needed in Europe. The EDIDP Work Programme was approved in February 2019. In 2021 the OCCAR MALE RPAS and ESSOR Programmes received direct awards and OCCAR has been asked to manage the Responsive Electronic Attack for Cooperation Tasks (REACT) under a competitive award.

The “capability window” of the EDF constitutes an opportunity for OCCAR to offer to an enlarged number of Nations its unique capabilities, especially over the long term. OCCAR MS and OCCAR-EA will work in this direction with European institutions, including EDA.

With a view to achieve OCCAR’s Mission and Vision, OCCAR’s objectives are implemented in accordance with the following order of priority:

To ensure the effective management and successful delivery of existing OCCAR Programmes;

To integrate new Programmes emerging from bilateral/multilateral agreements among the OCCAR MS and/or with Non-Member States, or through EDA, EC or other international organisations;

To ensure OCCAR is adequately prepared to manage EDF Programmes;

To develop the OCCAR business model to work effectively with a larger portfolio of programmes.

OCCAR-EA

Bonn Premises

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3. OCCAR at a glanceLWT MU90 – Light Weight Torpedo

The LWT Programme covers In-Service Support for the

MU90 torpedoes that the Participating States currently

have in service. The BoS signed the PMA for the

Programme on 03 August 2020. Subsequently, OCCAR-

EA established a Programme Integration Team for the

management of all activities related to the integration

of the Programme into OCCAR. LWT is expected to be the

first OCCAR Programme where Australia is engaged as a

Participating State.

Main Activities 2022:

Finalise the Integration of the LWT Programme;

Signature of Programme Decision (ProgD);

Set up of Programme Division (PD);

Award the In-Service Support Contract.

3.3.3 Overview of potential new OCCAR Business Areas

REACT – Responsive Electronic Attack for Cooperation Tasks

REACT aims at providing a design for Air Electronic Attack

Capability, allowing air forces to conduct operations

in a contested anti-access/area denial environment.

Ultimately, this capability will be developed in the form

of pods and on board unmanned combat aerial vehicles.

The Board of Supervisors (BoS) signed the Programme

Management Authorisation (PMA) for this new

Programme on 05 July 2021. Subsequently, OCCAR-



of this Programme into OCCAR.

The scope of the OCCAR Contract is in line with the EDIDP

Grant Agreement (GA) for the European Commission’s

REACT Programme. Sweden is treated as a Potential

Future Participating State (PS) until the process of joining

as a PS is achieved.

The Contract is planned to be signed in the second

quarter of 2022, pending progress on MoU and security

arrangements. Its main activities are:

Initial Development, including Concept Definition,

Specification and Design of an Air Electronic Attack

Capability. The design has to be platform agnostic and

therefore the Invitation to Tender (ITT) need particular

attention and

Production of the Air Electronic Attack Capability technology

demonstrator as proof of the concept, risk reduction and to

aid decision making for the following phase.


Finalise ITT and negotiate Tender;

Signature of Programme Decision (ProgD) and

security arrangements with Sweden;

Award of the contract;

Set up Programme Division (PD);

Finalise integration activities and hand-over to the PD;

Commence the Definition and initial Design activities.

PHASES PROGRAMME COSTS OVERALL TIMESCALE

ISS To be determined 2021–2023

Participating States:


Definition and Development (partially) 4.7 M€ 2021–2023

Participating States: *

* (Potential Future Participating State)

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VBAE – Véhicule Blindé d’Aide à l’Engagement

The VBAE Programme covers a feasibility study for the

preparation and definition phase, for the acquisition of

an innovative light armoured vehicle. The programme

is related to an EDIDP programme (FAMOUS) but is

not dependant on it as the PPS have defined national

requirements.

The BoS signed the PMA for this new Programme

on 10 December 2021. The PMA allows for follow on

phases subject to appropriate programme decisions.

Subsequently, OCCAR-EA established a Programme

Integration Team for the management of all activities

related to the integration of the Programme into OCCAR.


Preparation, Definition Approx. 5 M€ 2022–2024


WWGC – Wide Wet Gap Crossing

The WWGC Programme covers the development,

production and Initial ISS for a river crossing capability

that goes beyond actual systems currently on the market.

The WWGC programme is a cooperative acquisition that

has as an origin the UK TRITON and the DE SSB2 national

programmes.

The BoS signed the PMA for this new Programme on 10

December 2021. Subsequently, OCCAR-EA established a

Programme Integration Team for the management of all

activities related to the integration of the Programme

into OCCAR.


Development, Production, initial ISS Between 1 and 2 Bn€ 2022–2036



Execute the complete integration process

covering the Business Case (BC) for a new PD, the

Procurement Strategy (ProcS), Invitation to Tender

(ITT), Tender Assessment and signing the Programme

Decision(ProgD);

Award the Feasibility Study Contract.


Approve the ProcS;

Approve the ITT

(which will be detailed up to

System Requirement Definition level).

Special note: FR has expressed an interest in the

Programme and has already been in contact with

the Programme Integration team (PIT) for further

information.

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CAMM-ER – Common Anti-Air Modular Missile – Extended Range

CAMM-ER is a new programme but is covered under

the original “future surface-to-air systems” family and

the BoS integration decision signed on 21 February

2001. The development is under an existing Italian

national contract but as the SHORAD CAMM-ER system

will be integrated in the Italian Air Defence system as

a system-of-systems, it is planned to integrate CAMM-

ER within the existing FSAF-PAAMS Programme Division

who manage the Anti-Air Defence SAMP/T system. The

contract will cover the production along with Integrated

Logistics Support and In-Service Support.

The initiation of CAMM-ER integration was noted in the

BoS meeting of 10 December 2021, whereupon OCCAR-



of the Programme.


Production, (initial) ISS To be determined 2022–TBD



Execute the complete integration process (BC, ProcS,

ITT, Tendet Asessment, ProgD etc.);

Award the Production Contract and ISS contract.

Special note: other PPS involved in FSAF may be

interested to join later on, but there have not yet

established contacts with the PIT for that purpose.

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3.4 OCCAR Organisation in 2022

For 2022, the Chairmanships for both the Future Task & Policy Committee (FTPC)/Audit Committee and Board of Supervisors (BoS) have been transferred from the United Kingdom to France.

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Security Committee

Finance Committee

Programme Boards

Programme Committees

Board of Supervisors

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[Bon

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OCC

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OCCAR-EA Director

Programme Management Support Division

Human Resources Division

Finance Division

Corporate Support Division

Quality Management Office

Business Development,Strategy, Planning and Reporting Office

OCCAR-EA Deputy Director & QMR

Directorate• Senior Executive Adviser • Executive Adviser/Assistant

Internal Audit Office

LegalAdviser

A400M [Toulouse ->Madrid]

MAST-F [Paris]

BOXER [Bonn]

MMCM [Paris]

COBRA [Bonn]

MMF [Bonn]

ESSOR [Bonn]

MUSIS [Bonn]

FREMM [Paris]

NVC [Bonn]

FSAF-PAAMS [Paris]

PPA [Rome]

LSS [Paris]

TIGER [Bonn]

MALE RPAS [Munich]

U212 NFS [Rome]

Future Tasks & Policy Committee

Audit Committee

…The In ternat iona l Programme Management Organisation

OCCAR Programmes

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4. O

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Pro

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OCCAR has been established to manage Defence Programmes in the most efficient way for its MS and other PS. Each OCCAR Programme is managed against a set of High Level Objectives (HLOs) giving clear direction to the Programme in terms of performance, time and cost.

The setup of OCCAR managed Programmes in 2022 is shown in the table below.

1 BE represents LU in all aspects pertaining to their participation in the A400M Programme;2 Observer status; potential new PS3 Sweden was an ESSOR PS in ESSOR Phase 1. As such, Sweden still owns rights in ESSOR products;4 Collaborative Programme managed through a NSPO-OCCAR Cooperation Agreement for DE, LU, NL, NO, BE and CZ;5 Future Programmes.

Participants

Member States Non-Member States Other

BE DE ES FR IT UK AU BR FI LT NL PL SE TU NSPO

A400M X1 X X X X X 6

BOXER X X X2 X X 5

COBRA X X 2

ESSOR X X X X X X X3 7

FREMM X X 2

FR-UK MMCM X X 2

FSAF-PAAMS X X X 3

LSS X X X2 3

MALE RPAS X X X X 4

MAST-F X 1

MMF X4 1

MUSIS X X 2

NVC X X 2

PPA X 1

TIGER X X X 3

U212 NFS X 1

LWT 5 X X X X2 4

REACT 5 X X X X2 4

VBAE 5 X X 2

WWGC 5 X X 2

CAMM-ER 5 X 1

Number of Programmes 3 10 5 13 11 5 2 1 1 1 1 1 2 1 1

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4. OCCAR Programm

esThe A400M is a new design tailored to meet the customers’ needs, and is at the forefront of developments in new technology for large aircraft. The Programme was integrated into OCCAR in May 2003 with six PS: Belgium (also representing Luxembourg), France, Germany, Spain, Turkey and the United Kingdom. The prime contractor is Airbus Military Sociedad Limitada (AMSL).

The first flight was in December 2009 and the first delivery was in August 2013 to France. As at the end of 2021, 106 aircraft (incl. four for Malaysia as first export customer) have been delivered. All customer Nations are now operating the A400M, following first deliveries to Belgium & Luxembourg in 2020.

2020 brought a step-change in the aircraft (AC) capabilities available to Nations, with the achievement of New Standard Operating Capability 2 (NSOC2), incorporating extended delivery capabilities, e.g.

A400M – A TACTICAL AND STRATEGIC AIRLIFTER

A400M meets the need for an efficient, versatile transport aircraft for today’s military operations and uniquely combines strategic (inter-theatre) range, payload and speed, with a tactical (intra-theatre) capability including low level flight and operations from unprepared runways. It can transport troops and heavy, large volume loads and act as a tanker for both fast jets and helicopters.

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Philippe BOURGAULTA400M Programme Manager

4.1 The Programmes managed by OCCAR in 2022

delivery of loads by gravity and extraction; enhanced DASS capability; improved tactical operations and improved Flight Management System functionality. This was followed by the achievement of NSOC2.5 in September 2021, bringing further capabilities to the User, e.g. Aerial Delivery of Paratroopers and Loads, extended envelope, and air-to-air fuelling of fast jets (day and night).

Logistic Support activities are fully integrated in the Development and Production Phase contract and In-Service Support solutions are in place for all Nations.

The aircraft offers great potential for Partner Nations (and further export customers) to achieve greater capability and significant Through-Life cost savings by maintaining a common aircraft standard and common In-Service Support. Thus, an A400M In-Service Support Memorandum of Understanding (MoU) was signed by all Nations in 2011. A Programme

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Development, Production and Initial Support:

In-Service Support:

22,182 M€

37,000 M€

2003 – 2030 2013 onwards (LCC total estimation)


A400M


Production ramp down; Ongoing retrofit Step-2 activities; Further progress in capability delivery

(Aerial Delivery, Electronic Warfare);

Future Engine Support Contract, to deliver further progress towards Engine Support Cost reduction;

Preparation of GSS3 Request for Proposal and Contract award;

Future Development activities, including associated MoU and ProgD amendments;

Completion of PD relocation to Madrid.

Looking towards 2023+:

Achievement of SOC3, the final AC standard; Export ramp up; Activities on future development phase to ramp up.

Arrangement and a parallel ProgD, covering the Global Support Solution (GSS), were signed in 2016. This GSS provides a cooperative approach among Nations by providing tailored and flexible common and national support services.

The Aircraft Global Support Project is a 2-Step approach: the First Step GSS, signed in 2016, was based on cooperation between France, United Kingdom and Spain. The contract for Global Support Step 2, signed in June 2019, provides a range of support service for all Nations, through to 2023. Work has already begun on GSS3 and negotiation of the associated contract will be a key objective in 2022. The Engine Support Contract will be extended in order to maintain continuous support of the TP400 engine for all nations beyond 31 December 2021 until the Future Engine Support Contract (FESC) becomes effective by the end of June 2022.

The long-term aircraft Retrofit strategy has been established based on a 2-step retrofit campaign; Step-1 of the campaign was completed in December 2020, with the final AC handed back to the Customer Nation; the Step 2 campaign commenced in July 2020 and is scheduled to update all AC to SOC3 standard by 2027.

A400M is attracting interest from potential customers around the world and the second export sale was announced in September 2021, with the signing of a contract for two aircraft, plus support and training elements, to Kazakhstan. A further export sale was announced in November 2021, with the signature of a contract with Indonesia, for two aircraft plus an option for an additional four.

© Christophe Patenaire, Armée de l’air

A400M Team © OCCAR-EA

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4. OCCAR Programm

esThe BOXER Programme provides the German, Netherlands, Lithuanian and the United Kingdom (UK) Armies with a new generation of all terrain armoured utility vehicles on the basis of balanced capabilities of transport capacity, mobility, protection, survivability, growth potential and efficient life cycle costs. BOXER can operate in high intensity conflict, rapid reaction peace support and in humanitarian operations worldwide, offering improved capabilities and higher levels of performance and protection than other vehicles in its class.

The series production contract is held with ARTEC GmbH– a management consortium now formed by Krauss Maffei Wegmann, Rheinmetall Land Systems and Rheinmetall Defence Netherlands. In December

2006, OCCAR placed the BOXER Series Production contract with ARTEC for the German and Netherlands Customer. The BOXER modules include Infantry Fighting Vehicles, Ambulances, Command posts and Driver Training vehicles. From Mid-2011 until early 2014, Germany deployed more than 30 BOXERs for operations in Afghanistan. In 2016, Lithuania joined the Programme with a contract to buy 91 BOXER vehicles via OCCAR in five different variants on the basis of the German vehicle design. The first vehicles were delivered in 2019, with production running until 2022.

In December 2019, the UK joined the BOXER programme following integration activities and contract negotiations. The UK will see a delivery of

BOXER – THE NEXT GENERATION OF MULTI ROLE ARMOURED VEHICLES

The BOXER is an 8x8 all-terrain heavily armoured utility vehicle with a concept of a common drive module and an exchangeable mission module, making it a flexible military vehicle, thus ensuring maximum strategic and tactical mobility in a wide range of operational scenarios. BOXER is designed for an in-service life of approximately 30 years. There are currently over 600 BOXER vehicles delivered by the BOXER PD.

Regine FRIEDBERGERBOXER Programme Manager

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Development:

Series Production:

231 M€

5,736 M€

Development: 1999–2018Vehicle deliveries: 2009–2032

Participating States: Observer State:

BOXERover 500 vehicles in four Build Configurations, with the first vehicle delivery expected in 2022 following a design and verification phase.

The BOXER Programme has been tasked to develop and procure new BOXER variants for the German customer, including Joint Fire Support, Qualified Air Defence and a Heavy Weapon Platform variant study.

The Australian Land 400 Programme is an observer state within the BOXER Programme, where information and lessons learnt can be shared between the BOXER user nations. Collaborative working will be investigated where possible where an economic or user gain can be realised.


Delivery completion and retrofit of LT vehicles; Delivery of UK prototype vehicles and the

commencement of the verification phase;

Integration of the German Driver Vision Systems for the BOXER vehicles;

Commencement of the German Joint Fire Support programme, Qualified Air Defence and the Heavy Weapon Platform variant study for Germany;

Continued delivery of the German ‘upgraded’ vehicles from A1 to A2;

Completion of Netherlands retrofit campaign; In-depth communication with the Australian

BOXER Observer Programme and sharing of information;

Integration of Slovenia as a Participating State; Support additional Nations’ interest in the OCCAR

BOXER Programme.


Completion of UK vehicle trials and verification phase;

Delivery of the first UK vehicles from the German production lines;

Production line transfer from Germany to the UK for the UK BOXER variants;

Potential delivery of additional NL vehicles.

BOXER Team © OCCAR-EA

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4. OCCAR Programm

esThe COBRA Programme was initially established between Germany, France and the United Kingdom. The UK left the Programme with effect from 01 January 2013. In the same year Turkey joined the Programme for the In-Service Support of their systems, but left at the end of 2016.

COBRA systems have been in service since 2005; the delivery of systems to the initial PS was completed in May 2007. COBRA is considered to be one of the world’s most advanced land based weapon locating systems, comprising a high performance radar, advanced processing and an integrated, flexible command, control and communication system. The design includes state of-the-art digital processing and an advanced active solid-state phased array antenna

comprising several thousand transmit/receive modules.

The COBRA mission is to locate mortars, rocket launchers and artillery batteries and to provide information for countering their effectiveness. COBRA is also able to monitor breaches of cease-fire when deployed in a peacekeeping role. Since 2013 an In-Service Support contract with ESG is in place. This contract has been extended until the end of 2022. Furthermore, a Service Level Agreement with the NATO Support and Procurement Organisation (NSPO) for a range of logistic support services has been renewed to cover 2021 through 2025. Both, the Service Level Agreement and the In-Service Support contract, are delivering support to COBRA systems,

COBRA – COunter Battery RAdar – ADVANCED WEAPON LOCATING SYSTEM

COBRA (COunter Battery RAdar) is a cooperative long range battlefield radar Programme between Germany and France for detecting weapon systems, registration and adjustment of friendly firings, creation of battlefield data and communication with battle forces.

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Andrea SCHWARZCOBRA Programme Manager

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Industrialisation and Production:

In-Service Support (incl. Mid-Life Update):

564 M€

402 M€

1998 - 2010

2004 - 2023


either located within the PS or deployed in operational theatres.

The general support and engineering management

provided by the COBRA PD covers all engineering and

logistic activities related to the availability of the systems, the support to operations, the maintainability and the implementation of any operational requirements to improve COBRA performance and capabilities, including software updates and modifications. Significant software improvements have already been implemented into the system in order to reflect more recent threats and improve the performance. Current system improvements including obsolescence rectifications

are either under preparation or already contracted via several Mid Life Updates (e.g. Data System Group 3rd Generation, New Prime Power Unit, Radar Target Generator, French COBRA ATLAS Sub-Assembly, COBRA Radar Environment Simulator, New Inertial Navigation Unit, New Signal Processor, Remote Control and IT-Security).


Maintenance and improvement on the high level of system availability;

Competition of the In-Service Support contract beyond 2022 and transition phase in case of new ISS Contractor;

Management of the common stock considering increased obsolescence;

Preparation/Execution of COBRA System Mid Life Update (MLU) contracts.


Follow-on activities related to COBRA MLU as well as MLU roll-out activities;

Execution of the new In-Service Support contract 2023+.

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4. OCCAR Programm

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ESSOR – THE EUROPEAN SECURE SOFTWARE DEFINED RADIO

ESSOR, the European Secure Software Defined Radio Programme, defines the next generation of interoperable Software Defined Radio (SDR).

The ESSOR Programme is an important innovation in the world of military radios. Thanks to the SDR and waveforms use, it is the first and only programme that enables radios from different manufacturers and different nations to be interoperable, which promises to foster coalition activities.

The project was initiated as a technology demonstrator between Finland, France, Italy, Poland, Spain and Sweden in the Framework of an EDA CAT B Programme to develop a SDR architecture for military purposes (called ESSOR Architecture) and a military High Data Rate Networking Wideband Waveform (HDR WF) compliant with such architecture.

Following successful interoperability exercises, including real field exercises in front of NATO, the ESSOR Programme Operational Capability #1

(ESSOR OC1) was launched to add extra capabilities to the ESSOR Wideband Waveform (HDR WF) to face modern operational needs. In 2019, Germany joined ESSOR OC1, enabling interoperability testing with radio from five manufacturers in 2023. The ESSOR Wideband Waveform (HDR WF) aims at becoming a NATO standard in 2022 and a part of the spiral 5 of Federated Mission networking (FMN).

Given the consensus received from the international community on the architecture and the general interest for ESSOR OC1, the PS made a public release of the ESSOR architecture to facilitate future worldwide adoption of the ESSOR HDR WF.

Furthermore, ESSOR was selected as an EU Permanent Structured Cooperation (PESCO) Project, consequently the PS launched two new ESSOR related

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ESSOR Team © OCCAR-EA


Development 110 M€

95 M€

83 M€

TDP phase: 2008 - 2015 OC1 phase: 2017 - 2023

ENC – EMIDS Phase: 2022 - 2025


projects in 2021 with the financial support of European Defence Industrial Development Programme (EDIDP) funds: ESSOR New Capabilities (ENC) and ESSOR Multifunctional Information Distribution System (EMIDS). In summer 2021, OCCAR and Leonardo (acting as the industrial partners’ coordinator) signed the Grant Agreement (GA) to enable such EDIDP funding from the European Union (EU).

The new projects extend the application field from ground systems to air and space areas, supported by a custodianship body in charge of the governance of the ESSOR WFs and architecture through their life cycle with the aim to optimise the ratio benefits/costs of the overall ESSOR eco-system. This opens the way for a further growth of the ESSOR scope and community, and reinforces a long term cooperation.


Management of contractual activities related to the OC1 project and the two new contracts, including interoperability tests, development of new ESSOR products development plus a custodianship body;

Initialisation of the subsequent phases of the programme with EDF funds;

Involvement in the finalisation of the NATO WBWF STANAG approval process.


Further development and promotion of ESSOR products and domain extension to become the future global SDR standard, investigating the possible application outside the military domain;

Early interoperability tests on new generation national platforms;

Concept of Operations (CONOPs) definition;

Network and security management tools initial design.

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Deliveries of FREMM Frigates are scheduled from 2012 to 2025. These new generation Frigates are developed by the major French and Italian providers of global Naval solutions, Naval Group and Orizzonte Sistemi Navali, in a single contract, exploiting the benefits deriving from the cooperation in the common systems development but preserving the flexibility to satisfy specific national requirements.

The French FREMM Frigates are being developed in two designs: Anti-Submarine Warfare (ASW) and Anti Air Warfare (FREDA). Both types provide Anti Surface capabilities. The final crew number is 123 for ASW and 133 for FREDA (helicopter detachment included), which is much lower than for similar contemporary ships.

This reduction is achieved through the use of advanced technical solutions and a centralised management system.

The Italian FREMM are also being developed in two designs: Anti-Submarine Warfare (ASW) and General Purpose (GP) with the possibility to perform a wide range of operational missions.

The Italian versions also operate with a reduced crew due to Human Factors optimisation and a high level of automation. The final crew number of 145 is the result of having on board two helicopters (with two crews), a federated Combat Management System and embarked maintainers to ensure greater flexibility.

The construction of both French and Italian FREMM Frigates is on schedule. The last French frigate (FOS 1 FREDA) “Lorraine” is currently being built and the first sea going is planned for the first quarter of 2022. The last two Italian ships (GP 6 & 7) will be delivered in 2025.

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Luigi DURANTEFREMM Programme Manager

Francois MOYSANFREMM Deputy Programme Manager

FREMM – THE EUROPEAN MULTI-MISSION FRIGATES

The FREMM Programme is the most ambitious and innovative European naval defence project, with eight Frigates ordered by France and ten by Italy. The Multi Mission Frigates are designed to meet the requirements of the French and Italian Navies for future decades and will ensure the renewal of their Surface Fleets.

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Development and Production:

11,808 M€

Development, Production and In-Service Support: 2006 - 2034 (FR/IT)


FREMM Following OCCAR’s TLM approach, the FREMM Programme includes, for both French and Italian Frigates, an Integrated Logistic Support phase and an initial In-Service Support phase (starting with Frigate delivery). This involves engineering support, configuration and obsolescence management, technical service, training, supply chain support management, electronic systems maintenance and documentation. A further five year In-Service Support contract has been signed in June 2019 to ensure maintenance and supplies for IT Frigates.

On 4 May 2017, an agreement between the Italian and the French Naval Armament Directions and Navies Logistic Support Directions was signed with the purpose of creating a Common In-Service Support structure for FREMM and Horizon Frigates. Two dedicated Working Groups have been created to develop the terms of reference for this new cooperation opportunity. Since then, bilateral coordination meetings on this subject have been held.

The FREMM PD was tasked for the assignment of two new contracts with NAVIRIS (Joint Venture between Italian Fincantieri and French Naval Group) and successfully awarded both contracts in June and

July 2020 respectively. The first contract is for Naval Research & Technology Projects and the second for the Horizon Mid-Life Update (MLU) Feasibility Study. These new contracts represent significant milestones for Italian and French cooperation in the naval sector.


GP 6 & 7 Production Phase; Qualification and contractual acceptance

processes;

Delivery of the French FOS 1 FREDA “Lorraine” frigate (8th and last French ship);

R&T Projects Contract execution; Continuing management of HRZ MLU.


ISS Software (MCTO CMS & EWS); Further development of Franco-Italian Naval

Systems Common In-Service Support;

GP 6 & 7 Production Phase; R&T Projects Contract execution; Continuing management of HRZ MLU.

FREMM Team Paris site La Spezia Sattelite office© OCCAR-EA

FREMM Team Paris site La Spezia Sattelite office© OCCAR-EA

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FSAF-PAAMS – THE NEXT GENERATION OF SURFACE-TO-AIR ANTI-MISSILE SYSTEMS

The FSAF (Famille des systèmes Surface-Air Futurs - Famiglia dei Sistemi Superficie-Aria Futuri) is a family of Surface-to-Air-Anti-Missile (SAAM) systems, meeting the demands of Naval and Ground defence operations.

FSAF Systems

France and Italy signed a MoU in 1988 for the development of a Naval Surface-to-Air-Anti-Missile system (SAAM) based on the Aster 15 missile and the development of a ground-to-air-anti-missile system SAMP/T (Système sol Air Moyenne Portée Terrestre) based on the Aster 30 missile.

“Phase 2” included the additional development of a SAMP/T (Système sol Air Moyenne Portée Terrestre) ground system based on the Aster 30 ammunition. It also included SAAM production for the “Charles de Gaulle” and “Cavour” Aircraft Carriers.

“Phase 3”, launched in 2003 and nearing completion, included SAMP/T production and complementary development (for an Anti-Tactical Ballistic Missile capability, Link 16 and IFF mode 5), and all FSAF-PAAMS

Aster 15/30 ammunition production for all ground and naval systems.

France is equipped with 8 SAMP/T systems and 1 SAAM system. Italy is equipped with 5 SAMP/T systems and 1 SAAM.

PAAMS Systems

In 1996, France, Italy and the United Kingdom (UK) signed a MoU to develop the naval Principal Anti Air Missile Systems (PAAMS), based on Aster 15/30 ammunition, to provide self-defence, area and local area defence capabilities. A common Long Range Radar was adopted by the three Nations. In 2011 the PAAMS Programme was integrated into the OCCAR FSAF PD. The PAAMS system equipped 2 Horizon frigates for France, 2 Horizon frigates for Italy and 6 Type-45 destroyers for the UK.

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Development, Production and In-Service Support: Sustainment and Enhancement: (including Mid Life Upgrade)

2,223 M€ (FSAF) 566 M€ (PAAMS Munitions)

973 M€ (ISS) 2,451 M€

FSAF/PAAMS: 2003 - 2023 ISS: 2012 - 2022 S&E: 2016 - 2033


FSAF-PAAMS & LRR In-Service Support

Based on a MoU signed in 2010 by the three Nations, the first five year support contract ended in 2017. A second five year contract, began in 2018, incorporating lessons learned from the first phase and an enlarged innovative scope of work. The first three years of the new contract has delivered further performance enhancements. The third series of ISS contracts will be placed during 2022 to cover the period of 2023-2028 In-Service-Support.

Sustainment & Enhancement (S&E)

Based upon a MoU signed in 2015, S&E development work continues to meet evolving French, Italian and the UK operational needs, mainly aimed at increasing the operational performance of the systems and resolving longer-term support risks for the Nations. The S&E development and production contract will provide a first class SAMP/T New Generation operational capability for the French Air Force and Italian Army customers (including two radar sensor variants), ), the new Aster 30 B1NT EC (Block 1 New Technology Enhanced Capability) munition and the current Aster Munition Mid-Life Upgrade (FR-IT-UK).


Continuing management of the current S&E Development Programme;

Preliminary Design Review SAMP/T NG System and Sub-Systems;

Aster 15/30 MLU Critical Design Reviews (FR-IT-UK);

Negotiation of Aster30B1 conversion for UK; Negotiation of B1NT Missile Production (FR-IT); Negotiation of SAMPT NG 1st systems production

(FR-IT);

Third overarching ISS contracts (LRR & FSAF/PAAMS) to place (FR-IT-UK);

Continue the series of Major Overhauls to the Vertical Launch Systems;

Preparation of PAAMS (E) Mid Life Upgrade within the Horizon MLU with FREMM PD;

Tri-national VLS & LRR Mid Life Upgrade decision.


SAMP/T NG Production & First In Service Support Orders (FR-IT);

Critical Design Review S&E (SAMP/T NG System and Sub-Systems);

New COTS & Services (FSAF/PAAMS; FREMM & TORO) to place;

Qualification of the Aster 30 B1NT seeker; Qualification of the Aster 15/30 MLU (FR-IT-UK); Additional order for Aster MLU production

(FR-IT-UK);

LRR Enhanced BMD Capability. To be included within PAAMS (E) MLU.

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LSS - Logistic Support Ship

The Logistic Support Ship (LSS) will be designed and developed to provide a wide spectrum of missions related to logistic support and will operate at all levels of the force spectrum.

OCCAR was requested by Italy to manage a new project for the Design, Development, Production, In-Service Support and Disposal of a Logistic Support Ship (LSS). On the basis of the PMA, signed in 2014, OCCAR prepared the production contract which covers the acquisition of the ship and initial In-Service Support.

The contract became effective in May 2015 and the first ship was delivered in March 2021. With its state of-the art design and technical features, the ship will meet today’s requirements of a modern Navy in various scenarios. LSS will offer an extraordinary capacity and a high degree of flexibility at low support cost.

The main core missions of LSS are, Replenishment at Sea, Strategic Transport and Sea Basing. LSS will be able to fully support the long-range missions of a naval group, including aircraft carriers and amphibious ships. Furthermore, LSS will perform the tasks of refuelling and provide full operational logistic support to first line ships in terms of

specialised intervention and repair at sea, spare parts, ammunition replenishment and supplies. Moreover, the vessel integrates, to a certain extent, the capability to embark a joint operational command able to control and command naval task groups and task forces committed in medium intensity operations; furthermore, the vessel has the capability to embark multi-mission helicopters.

The ship will have high autonomous capacity to provide electrical power, fresh water, prepared meals and health care for disaster relief through dedicated equipment and installations that include a fully equipped hospital and medical facilities.

In June 2016 Brazil became an Observer Nation in the LSS Programme. With the amendment of the PMA in July 2017, France joined the LSS Programme. French participation will result in four additional vessels to be delivered from 2022 to 2029. France and Italy will also cooperate to cover common In-Service Support.

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Franck LOUVET LSS Programme Manager

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Design, Development, Production and In-Service Support

375 M€ (IT) 1,447 M€ (FR)

Design, Development: 2015 - 2016 Production: 2016 - 2029

In-Service 2020 - 2032 (IT) Support: 2024 - 2029 (FR)

Participating States: Observer State:

The launch of the Italian Ship was performed on 22 June 2018 and significant progress has been made throughout 2019 with the signature of the French contract on 30 January and the opening of the PD site in Paris on 15 February 2019 and Saint Nazaire satellite on 03 June 2019. The first Sea Going of the Italian Ship was performed on 05 December 2019 and the Final Acceptance of the ITS Vulcano was promulgated on 12 March 2021. On 30 March 2021, the 5th Revised ProgD, which integrates the option for the procurement of two new IT LSS (IT LSS 2 and IT LSS 3), was signed by the two PS. On 20 December 2021, Italy committed IT LSS 2.

LSS will provide:

Logistic support (refuelling at sea, lubricants, ammunition, spare parts, food, drinking water, specialist medical products, equipment and other materials) to a naval group for an extended period;

Civil protection roles at times of crisis (LSS IT) and participation in disaster relief operations;

Humanitarian response, provision of medical aid, etc. (LSS IT);

Medical and surgical support; Technical assistance, maintenance and repair of

systems/equipment embarked

Support to search and rescue operations and aid to vessels in distress; anti-pollution operations, environmental control and monitoring and analysis of electromagnetic environment.


Warranty Period and In-Service Support (ISS) of the Italian Navy Ship “Vulcano’’;

First Steel cutting of FL LSS2 “Jacques Stosskopf; Launching of the French Navy Ship

“Jacques Chevallier” (First of Class);

First Sea Going French Navy Ship “Jacques Chevallier” (FOC);

Final Acceptance and delivery of the FL LSS “Jacques Chevallier” (FOC);

First steel cutting of IT LSS2 (To Be Confirmed).


In-Service Support for the Italian Navy Ship “Vulcano”.

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European MALE RPAS – The European Medium Altitude Long Endurance Remotely Piloted Aircraft System

The European Medium Altitude Long Endurance Remote Piloted Aircraft System (MALE RPAS) is an unmanned aircraft, designed to carry-out long endurance Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR) missions. Furthermore, the system will support ground force operations, being able to carry a variety of payloads including precision weapons (armed ISTAR).

Following PMA signature in November 2015, contract preparation activities were launched which led to a contract for a Definition Study (signed on 26 August 2016) with Airbus Defence & Space (ADS), Dassault Aviation and Leonardo.

A dedicated MALE RPAS PD was established from 03 October 2016 in the Munich area, close to the industrial group headquarters, acting on behalf of France, Germany, Italy and Spain, the Programme Participating States (PPS).

The purpose of the Definition Study was to define the System Requirements, and for the Contractor to then perform Preliminary Design activities. A trade-off process, looking at competitive acquisition and Life-Cycle costs and balancing affordability and feasibility considerations, refined the capabilities to go forward. In July 2017, the PPS decided, as a major step in the Programme, to continue the Definition Study with a

twin-engine turboprop configuration as the basic RPA design. Accordingly a set of key requirements was endorsed to support the further system design and architecture. The System Requirement Review (SRR) was achieved in January 2018, whilst the Study was mostly completed with the System Preliminary Design Review (SPDR) achieved at the end of 2018.

EDA provided support to the Programme in the area of Air Traffic Insertion and facilitated the potential participation of other European States in the Programme.

The High-Level Meeting in January 2018 agreed a set of strategic goals to take the Programme forward into the next stage and OCCAR-EA was tasked to set up an Invitation to Tender (ITT) for a future Global Contract, covering Development, Production and an initial In-Service Support (iISS) with the aim to place such a contract by the end of 2019. The ITT was released to

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Definition

Development, Production initial ISS

64 M€ (Definition Contract, Stage 1) 7+ B€ (Global Contract, Stage 2)

Definition Study: 2016 - 2019

Stage2 Global Contract: 2022 - 2034


Industry on 31 October 2018 and the Industrial Offer was received on 29 May 2019. OCCAR was tasked to assess, clarify and converge by December 2019 on all key topics which were preventing from achieving a negotiated contract.

After one year of long but fruitful negotiations, the four PPS confirmed at the 7th Programme Board on 19 November 2020 that the necessary contract conditions, prices and performance were met to allow the launch

of the final PPSs’ national staffing processes, leading to the Contract signature on 24 February 2022. In parallel with these activities, on 15 July 2021, OCCAR and ADS signed the Grant Agreement (GA) to allow EDIDP funding from the European Union (EU) to partially finance the MALE RPAS Programme (direct award). The signature of this EDIDP GA for the MALE RPAS Programme concluded a process begun in 2019, with the selection of the project by the EU Commission (EC) and the negotiation of the Contribution Agreement between OCCAR and the EC.


Commencement of Global Contract in March 2022 (T0), achievement of Early Programme Significant Events (Development Phase Industrial Review and Requirements Allocation Review);

Completion of PD ramp-up in view of the Global Contract Placement;

Execution of the project in the EDIDP context.


Execution of Global Contract, completion of the Development Preliminary Design Review in Q3 2023 (at T0+18 months).

MALE RPAS

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MAST-F - Missile Air-Sol Tactique Futur

The MAST-F (Future Tactical Air-Ground Missile) is a new generation land combat missile and main part of the renewal of the air-ground capacity for the TIGER helicopter; the mid-life renovation of TIGER is scheduled with TIGER Mark III.

This missile is intended to replace the current Hellfire II missile and will allow TIGER’s fire capabilities to be adapted to the reality of the future battlefield.

The MAST-F is compatible for integration on other air or land platforms, particularly aerial drones (MALE).

The MAST-F is a “fire and forget” system with a “man in the loop capability” and two major modes “direct” or “indirect” firing. It is characterised by a range of at least 8,000m on the TIGER, 15,000m on the MALE (alt 25,000ft); and multipurpose warhead against main battlefield tank, armour vehicle, infrastructure and personnel.

The MAST F can be employed for all TIGER Mark III conditions both day and night.

The MAST-F Programme comprises the Development, Production and ISS phases of an Air to Ground Missile (AGM) and will also support missile integration onto the TIGER Mark III platform.

MAST-F is a French AGM Programme previously managed by the French Direction Général de l’Armement (DGA). Programme definition and TIGER Mark III integration and de-risking studies have been underway since 2016 with the last study delivered in 2020. The primary intended platform for the Missile

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Alain PRUGNEMAST-F Programme Manager

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Development, Production andinitial ISS

534,25 M€

Development and Production 2021 - 2031

initial ISS: 2027 - 2029

Participating State:

is the TIGER Mark III Helicopter and its integration is within the TIGER Mark III Programme scope of activities. Consideration is also given to integration on to the MALE RPAS platform, but it remains out of scope at this juncture.

MBDA France received the Programme ITT under non-competitive procedures and delivered a Tender response in mid-2020. Tender evaluation and contract preparation activities continued late into 2020.

A new OCCAR-EA PD has been established to manage the Programme, based at the OCCAR site in Paris. The ProgD was signed in December 2020.


Management of initial Contract; Awaiting MALE RPAS choice for French missile

equipment – strong opportunities for MAST-F PD to order and qualify an adaptation of MAST-F system for UAV;

First static trials (Warhead and rocket motor); Primary Design Review (Q4 2022).


Datalink trials (2023); Warhead live trials (2023); Seeker trials (2023).

MAST-F MAST-F Team © OCCAR-EA

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MMCM - Maritime Mine Counter Measures

France and the United Kingdom (UK) have initiated a Programme to assess and develop a Maritime Mine Counter Measures (MMCM) capability comprising autonomous unmanned systems operating remotely, at a standoff distance from mother ships or, through a command and control centre (either on board ship or deployed ashore).

The objective of the MMCM programme is to deliver an agile, interoperable and robust MMCM capability.

This bi-lateral programme was formally initiated under the Lancaster House Treaties between France and the UK in late 2010. In March 2015, OCCAR awarded a demonstration phase contract following a competitive tendering exercise.

The contract was originally structured with:

A firm tranche for Stage 1 (Study, Definition and Design Stage).

Firm prices for two optional tranches (OTs):

OT1 for Stage 2 (Manufacture of two systems) and Stage 3 (Qualification);

OT2 for Stage 4 (for Support to Evaluation).

On 20 October 2016, the contract to proceed with Stages 2 and 3 was jointly announced by the UK and France. The announcement followed the successful completion of a 15 month-long study, definition and design stage. Stages 2 and 3 of the MMCM programme is the manufacture and qualification of two identical MMCM prototype/demonstrators.

These autonomous off-board unmanned systems, deployed from the shore or at a stand-off distance from mother ships, will enable the detection and neutralisation of sea mines and underwater explosive devices. The MMCM programme also includes a stage 4 option for a two-year period of support for evaluation of the systems by the Marine nationale and Royal Navy.

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Definition, Development and Production (leading to In-Service Support)

OT1: 195 M€

OT2: 2 M€ Stage 2: 450 - 500 M€ (with options)

OT1: 6 years

OT2: 24 Months (to be exercised)

Stage 2: 4 years (with options for ISS and additional sub-systems, which could extend the period of the contract by 3 years)


At the France/UK Summit in January 2018, the French President and the Prime Minister of the UK stated their intention to bring the system into operational service rapidly. The subsequent production contract (known as Stage II) has progressed rapidly and the formal ProgD and subsequent contract for both France and UK was signed in October 2020.

Stage II includes common and non-common development activities, manufacture of multiple systems, the delivery of a shore operation and training centre and includes various costed contractual options including ISS.


Demonstrator Remotely Operated Vehicle acceptance and delivery;

Continuation of two years national evaluation phase through exercising OT2 for Stage 4;

Contract placement of the UK Stage II ISS Contract.


Progression of Stage II Production Contract, including delivery of first Primary System for UK and FR.

MMCM

MMCM Team © OCCAR-EA

MMCM Team © OCCAR-EA

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4. OCCAR Programm

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MMF – Multinational Multi-Role Tanker Transport Aircraft Fleet

As a consequence of the Air-to-Air Refuelling (AAR) Initiative of EDA, several Nations are co-operating in a Multinational Multi-Role Tanker Transport Programme which will provide additional tanker and transport capability within NATO and Europe.

The MMF Programme will provide AAR, transport of passengers and cargo, as well as medical evacuation and VIP capability through the Airbus A330-MRTT. In December 2024, the fleet of nine aircraft will be owned by NATO and operated from Eindhoven and Cologne by a multinational unit in a pooling arrangement.

OCCAR manages the MMF Acquisition Phase, including the first two years of ISS, as Contract Executing Agent for the NATO Support & Procurement Agency (NSPA).

OCCAR-EA’s involvement in the MMF Programme will end in December 2022. NSPA will then be responsible for the acquisition and Life-Cycle Management of the fleet. By the end of 2021, a total of five aircraft were successfully delivered to the customer NSPA on time, without any shortfalls in performance or over cost.

The initial contract was launched in 2016 by the Netherlands and Luxembourg. Germany and Norway joined the Programme in 2017 and Belgium in early 2018. The Czech Republic joined the programme in 2019 with a participation of 100 Flight Hours, thus becoming the sixth nation to participate to this initiative.

Further European Nations have shown interest in this system and are willing to join the Programme.

The Airbus A330-based MRTT is a new generation of strategic tanker/transport aircraft. Its 111 tonnes of fuel storing capacity enables the aircraft to excel in ARR Missions without the need for any additional fuel tanks wasting valuable passenger/cargo transport capability.

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Joachim WEIDMANNMMF Programme Manager

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Acquisition, Initial ISS Operational Budget is managed by NSPA

Aircraft Delivery: 2020 - 2024 Initial ISS: 2020 - 2022


The aircraft is offered with a choice of proven AAR systems. Thanks to its true wide-body fuselage, it can also be used as a pure transport aircraft, able to carry up to 267 troops, or a payload of up to 45 tonnes. It can also be easily converted into Medical Evacuation Configuration to accommodate up to six Intensive Care Units and 16 stretchers.

The contract with Airbus Defence and Space (AD&S) was signed in July 2016 and the OCCAR-EA PD was setup on 01 September 2016 in Bonn. The MMF contract now covers the acquisition of nine aircraft, together with the Initial ISS for the first two years after delivery of the first unit. OCCAR’s involvement ends in December 2022; until then seven MMF aircraft will have been successfully delivered by OCCAR. NSPA will be responsible for the last two MMF aircraft deliveries in 2024.


Delivery of the sixth and seventh MMF aircraft; Initial ISS; Closely work with NSPA to develop a strong ISS

structure to the fleet and to assure a seamless transition of OCCAR-EA responsibilities once the acquisition obligations are completed;

Support EDA to interest additional customers in order to exercise the additional aircraft options available in the contract.

MMF

on behalf of Belgium, Czech Republic, Germany, Luxembourg, the Netherlands and Norway.

Eurofigther Air-to-Air Refueling © Airbus

F35 Air-to-Air Refuelling © Norwegian Air Force

MMF Team © OCCAR-EA

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4. OCCAR Programm

es

The primary objective of MUSIS is to provide France and Italy easy, reliable and secure access to each Nations’ individual capabilities, e.g. satellite tasking and image production, thus enabling cross utilisation of two complementary space systems.

The French Optical Space Component (CSO) will produce optical pictures of the Earth, whilst the Italian

CSG (COSMO - SkyMed Second Generation) will generate ground images based on RADAR technology.

The technical solution consists of an advanced bridge called the Common Interoperable Layer (CIL), which is to be placed between the user ground segments of the two national space systems. The CIL will enable users from one Nation to task the space system of the other

Multinational Space-based Imaging System

The Multinational Space-based Imaging System (MUSIS) is a next generation space-based imagery system for surveillance, reconnaissance and observation missions.

MUSIS Common Interoperability Layer (CIL):Ground system bridging the space systems CSO and CSG

CSO CSGCIL

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A high-level view of the Common Interoperability Layer (CIL)

CIL – Possible new partner

CIL components from CSO

CIL components from CSG

CIL specific components

CSO Ground Segment

CIL – French part

CIL components from CSG

Other partner‘s components

CIL specific components

CSG Defence User Ground Segment

CIL – Italian part

Other partner‘s components

CIL components from CSO

CIL specific componentsCIL Secured Network

New partner‘s system

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Francesca FALCONIMUSIS Programme Manager

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Definition: Development and Production:In-Service Support - Optional requirement:

4 M€ (IT + FR) 36 M€ (IT + FR) 71 M€ (IT + FR)

2011 - 20152019 - 2022

2023 - 2037


MUSIS

Nation and be able to receive, store and retrieve image products in a secure way.

The Programme was first integrated into OCCAR in 2011, which broadened the organisation’s portfolio into Space Technology Programmes. The Definition Phase (Stage 1) was split in two phases, B1 and B2. This work confirmed that the CSO and CSG systems were interoperable, and that it was possible for the CIL to provide full reciprocal access to both space systems and identified the requirements and the architecture of the CIL and its Life Cycle Cost estimate. The industrial partners for the Stage 1 were Thales Alenia Space Italia S.p.A and Airbus Defence and Space S.A.S or its predecessor organisations.

In May 2018, France and Italy mandated OCCAR to manage Stage 2 of the MUSIS CIL Programme, comprising Development and Production (phases C and D), and including an option for long-term In-Service Support (Phase E). The relevant ProgD and Stage 2 contract were signed on November 2019, whereupon the Programme Management Cell within Central Office took over management responsibility.

During 2020, the system was fully developed including its logical and physical architecture and the definition of the In-Service Support Plan (ISSP) that will be used as a baseline for the ISS activities. Furthermore, the Contractual Amendment N.1 was signed securing the acquisition of the system crypto devices.

On April 2021 the Critical Design Review has been successfully closed achieving the completion of system’s development phase. In the second half of 2021 the CIL was assembled, integrated and tested in factory.


CIL deployment on operational French and Italian sites (1st half 2022);

CIL Assembly Integration Verification & Qualification on operational environment (2nd half 2022).


CIL Commissioning and Regular Service Verification (1st half of 2023);

MUSIS CIL final acceptance (1st half of 2023); CIL In-Service: 2nd half 2023.

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4. OCCAR Programm

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From July 2019, the Belgian and German Ministries of Defence have entrusted OCCAR-EA with the management of the acquisition of NVC equipment. The Initial ProgD was signed in April 2020 and the full ProgD in June 2021.

For the placement of the NVGs Contract (signed in June 2021), OCCAR-EA followed a Competitive Negotiated Procedure with the publication of a Contract Notice, resulting in a Europe-wide competition with a strong field of tenderers.

The NVGs Contract comprises the acquisition of 4,550 MIKRON NVG Sets for Belgium and 5,000 MIKRON NVG Sets for Germany between 2021 and 2024. Furthermore, the contract includes the provision of initial spare parts, training, and documentation,

1,789 head mounting systems for Germany and Initial ISS for Belgium for five years. In addition, the contract contains options for Initial ISS for Germany, Follow-on ISS for both Nations, and the procurement of additional NVG Sets. However, the options are currently not covered by the ProgD.

A first, small number of NVG Sets and initial spare parts were delivered in July 2021 to start an Operational Testing and Acceptance (OT&A) campaign. The delivery of the first production batch to Belgium, including the complete initial spare parts package, took place in October and November 2021.

The selected MIKRON NVG is an innovative, light weight, image intensified, dual tube binocular that is able to be operated helmet-mounted, head-mounted,

NVC - Night Vision Capability

The NVC Programme aims to increase Belgium’s and Germany’s night vision capabilities of dismounted soldiers and vehicle drivers. The common procurement of NVC equipment beginning with the acquisition of Night Vision Goggles (NVGs) in the first stage increases the interoperability and decreases the logistic footprint in operational theatres where both Nations are deployed together.

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Development Production andoptional In-Service Support

Commercially Sensitive Development, Production: 2021 - 2024Initial ISS to BE: 2022 - Mid-2027Optional Initial ISS to DE: 2023 - 2028Optional Production of additional NVG Sets: 2024 - 2026Optional Follow-on ISS to BE: 2027 - 2037


NVC

or hand-held. It offers better depth perception than single tube systems making it easier to judge distances and relative motion. Thus, the ability to perform tasks such as driving is greatly improved. The system also features an integrated infrared illuminator.

For temporary configuration changes, the user can flip away each monocular separately. The MIKRON is powered by a self-contained single AA battery, but can also be used with a remote battery pack for increased operating time.


Assessment of the OT&A results against the requirements of the NVGs Contract, eventually leading to improvements and consequently retrofits of the two first batches;

Delivery of further production batches starting beginning of 2nd semester of 2022;

Start of the Initial ISS phase for Belgium in 1st quarter of 2022;

Delivery of training to national ISS staff; Delivery of Interactive Electronic Technical

Documentation (IETD).


Delivery of production batches 6 to 8 until mid-2024;

Start of the Initial ISS phase for Germany beginning of 2023, if the option is exercised;

Provision and evaluation of Initial ISS to Belgium until mid-2027,

Delivery of additional NVG Sets, if the option is exercised;

Provision of Follow-on ISS to Belgium and Germany starting mid-2027, if these options are exercised.

NVC Team© OCCAR-EA

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4. OCCAR Programm

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The PPA Programme is part of the Italian Navy’s fleet renewal plan aimed at replacing different classes of ships such as Patrol Boats, Corvettes and Frigates. PPA characteristics meet the Italian concept of a “Multi-Purpose by Design” shared with the NATO Community (ANEP-91 compliant).

The Multi-Purpose by Design model will allow the PPA class to be able to cope with dynamic and complex operational challenges, as well as to carry out many profiles of operations. Therefore, the fundamental characteristic of PPA is a high level of innovation, which provides a considerable degree of effectiveness and flexibility while serving different mission profiles with enhanced multipurpose features, either to perform in all the maritime warfare domains or to support humanitarian and disaster relief operations, through new modular capabilities.

The main characteristics of PPA are: very high speed, long endurance, resilience and seaworthiness, manoeuvrability, modularity and a high level of integration and automation. Furthermore, the environmental footprint will be smaller than ever, by further reducing emissions and by adopting new generation bio fuel and electrical propulsion.

Based on a common platform, the vessels will be delivered in three configurations with incremental capabilities:

LIGHT: Version with a complete set of artillery; LIGHT PLUS: Version similar to ‘LIGHT’ but with

added missile firing capability and with actuators planned also for ballistic missile defence; and

FULL: Version to carry out tasks in all warfare areas such as Anti-Air (AAW), Anti-Surface (ASuW) and Anti-Submarine Warfare (ASW).

PPA – MULTIROLE OFFSHORE PATROL VESSEL - THE NEXT GENERATION SHIP

The Pattugliatori Polivalenti d’Altura (PPA) Programme is an innovative Multipurpose Patrol Ship project. It includes the Design, Development, Production of seven ships and ISS for ten years.

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Andrea BENEDETTI PPA Programme Manager

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Design, Development Production andIn-Service Support

3,840 M€ Development and Production: 2015 - 2025 In-Service Support: 10 years of Temporary Support after warranty period.


PPA

LIGHT and LIGHT PLUS versions have been developed with

the “fitted for” approach. FULL versions can quickly be deployed also on LIGHT and LIGHT PLUS,

facilitating operational flexibility and growing

capabilities during the vessel’s life.

The Programme was integrated into OCCAR in 2015 and is currently in the production phase. The First of Class (FOC) “Paolo Thaon di Revel”, in LIGHT configuration, was launched on 15 June 2019 and will be delivered in early 2022. The second vessel, “Francesco Morosini”, launched in May 2020, will be delivered in 2022 and five more ships will follow, with one to be delivered each year.

The PPA Programme has been conceived on a TLM approach. Thus, Integrated Logistic Support and Temporary Support have been included in the Programme since its beginning.


PPA 1 Final Official Acceptance Review/Ship Delivery to Italian Navy;

PPA 2/3/4 Sea Acceptance Trials; PPA 2 Final Official Acceptance Review/Ship

Delivery to Italian Navy (2022);

PPA 4 Launch and First Sea Going; PPA 5 Launch (Oct 2022); PPA 6 production; PPA 7 First Steel Cutting (Jun 2022).


PPA 1/2 Final Warranty works Review; PPA 3 Final Official Acceptance Review/Ship

Delivery to Italian Navy (Jan 2023);

PPA 5 First Sea Going (Apr 2023); PPA 6 Launch (Aug 2023).

PPA Team, Rome & La Spezia© OCCAR-EA

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4. OCCAR Programm

esManufactured by Airbus Helicopters, and based on a common platform, the TIGER operates in four different versions: Hélicoptère d’Appui et de Protection (HAP) for Spain and France, Unterstützungshubschrauber TIGER (UHT) for Germany, Hélicoptère Appui Destruction (HAD) for Spain and France and Armed Reconnaissance Helicopter (ARH) for Australia.

For 20 years, OCCAR has managed the TIGER Programme, on behalf of Germany, France, and since 2004, Spain. In 2009, as an export customer, Australia was integrated into the TIGER community with the status of an Observer. In total, 180 helicopters have been produced and delivered to Nations.

After reaching its operational readiness in 2008 for HAP and UHT, and in 2014 for HAD, TIGER has been successfully operated by France, Germany and Spain in several missions in Afghanistan, Libya, Somalia and Mali. During these operations, TIGER proved its precise and versatile combat capabilities and demonstrated remarkable deployment flexibility.

Following a TLM approach, OCCAR defined during the Development phase of the Tiger helicopters, the most suitable support concepts for a cost efficient management of the Programme. Currently, OCCAR manages the In Service activities covering 51 UHT for Germany, 68 H/Cs for France (31 HAD and 37 HAP

TIGER – A NEW GENERATION OF HELICOPTERS

Initially launched between Germany (DE) and France (FR) as an Anti-Tank Helicopter, the further developed new generation Multirole Attack Helicopter TIGER is currently in service in France, Germany, Spain and Australia.

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Patrice MALEJACTIGER Programme Manager

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Development and Production In-Service Support

12,127 M€ 2,336 M€

(Figures based on the current active trilateral ProgDs including their amendments)

Development HAP/UHT: 1988 - 2008 HAD: 2005 - 2015 Mark III: 2022 - 2029 Production / Retrofits HAP/UHT: since 1997 HAD: since 2007 Mark III: from 2027 In-Service Support: since 2007


to be retrofitted to HAD) and 18 HAD for Spain. In addition to the Global Support Contract placed in 2019, to support the TIGER fleet with the aim to increase fleet availability, OCCAR is working on the rationalisation of its ISS contract landscape.

The TIGER Programme is continuously evolving in order to face future challenges. In 2016, the Mark II project began for France to upgrade the HAD version, with a retrofit plan running until 2026, whilst Germany launched the retrofit of its fleet into the ASGARD configuration.

The future Mark III midlife upgrade will integrate advanced technologies such as a new avionics suite and an improved weapon system, allowing TIGER to maintain superiority on the battlefield for the following decades.


Management of TIGER fleet configurations (obsolescence mitigations, software upgrades…);

Management of the current helicopter retrofits for France & Germany;

Management of the TIGER Mark III midlife upgrade contract;

Upgrade of the TIGER Maintenance Trainer; Management of the TIGER Fleet availability.


Support of TIGER legacy fleet (configuration Management and ISS);

Management of development and retrofit activities of the TIGER Mark III;

Rationalisation of ISS contractual scheme taking into account forthcoming handover from legacy fleet to upgraded ones.

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The PMA was approved on 16 December 2020, with the Programme Decision signed on 23 December 2020. Following the tendering phase, OCCAR awarded the contract to Fincantieri on 26 February 2021. The PD was established on 1 April 2021.

The Programme is the result of an important R&D work developed by participating Italian defence industry and represents a “game-changer” in the UW sector. Capitalising on the U212A “experience”, improving endurance and enhancing operational capabilities and flexibility are the drivers of U212 NFS design requirements. Major modifications include a new generation combat system with Leonardo-developed command management system and weapon control, a pressure hull elongation, a re-designed Combat Information Centre for accommodation of additional consoles, “tropicalisation” system, Electric

Hoistable Masts instead of hydraulic ones, new IPCS (Integrated Platform Control System) and the Lithium Ion Batteries development. Moreover, the U212 NFS weapon suite will be centred on the Leonardo national Black Shark Advanced heavyweight torpedo and fitted for the deployment of long-range deep strike cruise missiles. New developing systems could become the basis for the risk reduction of the next mid-life upgrade of U212A.

OCCAR will guarantee the development of the project in line with the most advanced criteria of System Engineering, Through Life Management, Risk Management and Quality and will bring the NFS Programme to international attention, enhancing its potential for future cooperation and the visibility of industrial participants.

U212-NFS – Near Future Submarine

The U212 NFS (Near Future Submarine) Programme stems from the need to secure UW spatial surveillance and control capacity and will represent a flexible asset capable of high-end military operations such as Deterrence, Power projection and Constabulary roles.

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Design, Development Production and In-Service Support

1,350 M€ Development and Production: 2021 - 2030

In-Service Support: 10 years of Temporary Support after warranty period.


U212-NFS

The Programme also aims at upholding and fur-ther developing strate-gic and innovative in-dustrial know-how, as

well as consolidating the technological expertise and

enhancing the presence of technologically-advanced systems.

The U212 NFS programme covers the development, production and ISS for four submarines (2 plus 2 as an option) as well as a new Training Centre. For the second pair of units a new Italian Fuel Cell system could be potentially available for implementation.

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Conduct Preliminary Design Review; Conduct System Design Review; First Steel Cutting of U212 NFS1; Achievement of the 20% of NFS1 production; Conduct Critical Design Review; Delivery of “Li-Ion Battery Study” Progress Report.


First Steel Cutting of U212 NFS2 (2023); Li-Ion Battery Integration (2023); Training Centre delivery (2025); Delivery of U212 NFS1 (2027); Delivery of U212 NFS2 (2029).

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European Defence Agency (EDA)

The EDA plays an important role in the development of future European Defence Capabilities, including the promotion of cooperative armament Programmes amongst its participating MS. OCCAR and EDA consider each other as privileged partners in the domain of co-operative European Defence Capability Development and delivery. To ensure through-life capability development, EDA and OCCAR may interact at different stages of a capability Programme’s life. EDA is positioned “upstream” to initiate and prepare cooperative armament Programmes in the Preparation phase while “downstream” OCCAR can implement and manage these Programmes in the follow-on phases (e.g. definition, development, production, in-Service and disposal). EDA and OCCAR aim at managing Programmes on a TLM basis. Support to OCCAR-managed Programmes by EDA, including the promotion of OCCAR Programmes amongst the EDA Member States, is also possible.

The co-operative relationship covering this complementary approach was formally established when EDA and OCCAR signed an Administrative Arrangement on 27 July 2012. A Security Arrangement between EDA and OCCAR was signed on 08 December 2014 to complement the Administrative Arrangement.

More details were agreed in the “EDA-OCCAR Interface Document” which will again be reviewed in 2022.

The following current activities are being performed based on OCCAR-EDA cooperation:

OCCAR and EDA cooperate in the MALE RPAS Programme in terms of Air Traffic Insertion and identification of participants for future phases. OCCAR and EDA initiated drafting the necessary documents for the coverage of the second phase of the programme, defining where and how EDA could provide support;

The MMF Programme has evolved from the EDA Initiative on Air-to-Air Refuelling;

Regarding the ESSOR Programme, OCCAR and EDA signed in December 2018 an Implementing Arrangement under which EDA will promote the ESSOR products, in particular the waveform and architecture to create a Europe-wide user community.

Potential business opportunities for OCCAR could be Future Combat Air System (FCAS), Maritime Airborne Warfare System, Main Ground Combat System and PESCO programmes such as the European Patrol Corvette. Nations remain in charge of determining the steps of their projects implementation.

OCCAR-EA will continue to support EDA in the promotion of the “European Military Airworthiness Regulations” (EMAR) application (whenever feasible) to the maximum extent in A400M framework and in any other forum where OCCAR is involved.

Both OCCAR-EA and EDA reconfirmed the need to engage in bilateral staff exchange on how to improve coordination of our respective procedures.

NATO Support and Procurement Organisation/Agency (NSPO/NSPA)

4.2 International Partner Organisations

OCCAR recognises NSPO as a valuable partner for support to a number of OCCAR managed defence systems in their In-Service phase. To this end, a framework MoU between NSPO and OCCAR has been in place since 2005. For specific support to individual Programmes, Service Level Agreements were established between OCCAR and NSPO. This is currently the case for the A400M, COBRA, TIGER and

BOXER Programmes. Whereas, OCCAR-EA retains the overall Programme Management responsibility for the ISS Phase of these Programmes (except BOXER), NSPA performs Material Support Activities in support of the OCCAR Programme, e.g. in the areas of Spares Procurement, Spares Management, Warehousing, Depot Level Maintenance (DLM) contracts and/or transportation.

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European Union (EU)

The Security and Defence Policy of the EU was reinvigorated with the EU Global Strategy, issued by the High Representative for the Foreign and Security Policy of the Union, and European defence integration initiatives were taken to strengthen the resilience and strategic autonomy of the EU.

They rely mainly on two pillars:

The first is the EDF, which is led and implemented by the EC, through the Directorate General Defence Industry and Space (DG DEFIS). It funds military research and co-finances military development. A budget of close to €8 billion for 2021-2027 is dedicated to the EDF: 2.7 B€ to fund collaborative defence research and 5.3 B€ to fund collaborative capability development projects complementing national contributions;

The second is the Permanent Structured Cooperation (PESCO). It offers a legal framework to jointly plan, develop and invest in shared capability projects, and to enhance operational readiness and contribution to armed forces. PESCO projects are eligible for co-funding from the EU’s budget through the EDF.

In 2021, under the European Defence Industrial Development Programme (EDIDP) umbrella (which was basically the test phase for EDF), the Grant Agreements for MALE RPAS and ESSOR Programmes were signed under direct award and for the Responsive

Electronic Attack for Cooperation Tasks (REACT) under a competitive award.

OCCAR is in the process of defining its relationship with DG DEFIS with regards to EDF through high level and working level meetings. These activities should result in agreements which will pave the road for smooth cooperation.

OCCAR-EA is exploring ways of how smaller programmes may be managed in OCCAR (as a result of an increased number of requests to integrate and manage those smaller projects) as well as the complex programmes envisaged at OCCAR’s inception. There is an opportunity for OCCAR-EA to set up a Small Projects PD to allow the sharing of scarce human resources and administrative costs between the small projects which will be reviewed with the Nations. Currently, NVC, REACT and Light Weight Torpedo (LWT) are foreseen to be incorporated in the “Small Programmes” PD. Following possible integration of future programmes, appropriate decisions will be made with regards to the size of the “Small Programmes” PD.

In April 2019, OCCAR and NSPA signed a revised cooperation agreement for the MMF programme. OCCAR will continue in its role as the contract-executing agent for the MMF programme.

The MMF programme stands out as a unique example of successful cooperation among NATO, the EU Agencies and nations. In September 2020, OCCAR ordered an additional Airbus A330 Multi-Role Tanker Transport (MRTT). The firm order was placed on behalf of NSPA. Five aircraft have been delivered until now. Under the Multinational MRTT Fleet (MMF) programme, the last Airbus A330 MRRT aircraft of the

initial firm order is scheduled to be delivered by 2024. An extra aircraft will increase the MMF fleet to nine in total. This will be procured as part of the additional three options that were included in the contract.

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OCCAR-EA has a lean, flexible and modular organisation. Within this frame, Central Office (CO) provides overall corporate governance and Programme Management, Human Resources, Finance and Corporate Services support to Programmes. For 2022, there will continue to be a cross-divisional focus on the new Enterprise Resource Planning (ERP) System to ensure it seamlessly replaces the current Financial Management System called FinMaS.

5.1 Corporate Support Division

Vision

The Corporate Support Division (CSD) is the key enabler of all OCCAR-EA personnel. CSD is committed to enhancing the working experience for staff by delivering the best solutions in the fields of Health & Safety, Information and Communication Technology (ICT), Security and Site Management in an efficient and comprehensive way.


Delivery of financial, procurement expertise and support to facilitate key CSD capability across the year by placing a variety of contracts for equipment and services;

Provision of support to the integration of new Programmes in OCCAR in the domains of Site, Security and ICT;

Provision of technical support to the newly implemented ERP System including the integration into the OCCAR-EA ICT overall framework;

Continuous review, improvement and implementation of Security, ICT & Site Management processes and services in order to ensure efficient and effective use of resources without reducing services to the PDs and CO, taking account of the future ERP System;

Adaptation of the distribution of workspaces in the different sites and be prepared for the needs that may arise due to an increase in the number of programmes or the growth of existing ones;

Continuous streamlining and implementation of the Health and Safety at work Policy and Procedures; Collecting all the lessons learned during the COVID-19 pandemic in 2020/21 and applying them to the OCCAR Emergency & Business Continuity Plans;

Continuing to maintain a High state of preparedness to manage future pandemic situations conjugating imaginative solutions using the lessons learnt from the COVID-19 pandemic;

Planning and conducting the tendering competitions for the Bonn Site Facilities Management and Security service contracts;

Provision of robust, tailored and well-performing ICT support and services, as well as rollout of new and upgraded ICT services in order to deliver the best services to the PDs and CO. Aiming for improved business resilience, secured collaboration and information exchange capabilities through the implementation of technologies that support mobile work arrangements for OCCAR-EA staff;

Provision of technical and procedural cyber security and secure information security management through implementing a hybrid cyber security approach that combines internal with external resources and expertise;

Continuous review, improvement and implementation of physical security and procedures for OCCAR-EA sites;

Provision of the necessary support for the successful completion of the relocation of the A-400M Head Office to Madrid within the time and budget constraints.


Working on adjustments/technical modifications of the future ERP system for Site Management purposes; Sites optimisation; Continuous improvement of cyber security for OCCAR’s corporate ICT environment; Provision of support to the integration of new Programmes in OCCAR premises and in OCCAR-EA ICT

network.

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5. OCCAR Corporate Managem

ent

5.2 Finance Division

Vision

The Finance Division (FD) collects, interprets, and maintains financial information whilst providing quality customer service to Nations and PDs and specialised training in the finance domain. It strives to protect the financial integrity of OCCAR in a changing environment aiming at continuous improvement, service continuity and high responsiveness and its vision is to deliver a first-of-class Financial Services and organisation to support OCCAR success and to guarantee a promising future and a competitive position in the defence procurement arena.

Financial excellence is an essential element to grant OCCAR a promising future and a competitive position in the defence procurement arena. The FD provides accurate financial information through the continuous optimisation of the processes, procedures and operational activities that belongs to the financial domain of the business. The information, properly collected, verified, stored and analysed using corporate informative systems, are made transparent to the relevant stakeholders and are at the basis for the development and improvement of a trusted environment. Reactive, trusty, effective financial management is the core component of the Divisional vision and the goal that all the initiatives and organisational adaptations pursued will focus on.

For FD innovation is a key element to win present and future challenges. This is why we are seeking to transform innovation into corporate business by providing an error tolerant environment that stimulates creative thinking and by building highly skilled innovative individuals. Another key element in FD is empowerment. All the members of the Finance team with their strengths and professionalism contribute to the achievement of Division and Company objectives and are essential proponents of initiatives aimed at innovation.


Support of the testing and entry into service of the new ERP system with the aim of ensuring a seamless transition and the best possible availability of financial services to all relevant users and stakeholders;

Extensive use of digital documents over paper documents. Digital signature, collaborative tools for content creation and intranet/extranet use will be further enhanced. The electronic invoicing function available in the new ERP will be used as intensively as possible;

Further amendment and optimisation of targeted rules relating to financial management; Verify the effectiveness of the adaptation of the internal financial processes relating to the management

of EC grants and identify any need for improvement, taking into account the feedback provided by the stakeholders directly involved.


Contribute to the definition and implementation of a robust solution for financial data analysis and storage/retrieval;

Adapt finance rules, procedures and processes to the new ERP.

5.3 Human Resources Division

Vision

To support OCCAR-EA being a centre of excellence, the Human Resources Division (HRD) will attract a highly talented and motivated international workforce, provide effective human resource management by developing and implementing policies and services that reflect corporate goals and thereby enable staff members to thrive.


Implementation of the future ERP system; Continued development of recruitment, selection, retention and Staffing Plan processes in order to attract

and retain high quality and motivated staff;

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5. O

CCAR

Cor

pora

te M

anag

emen

t

Investigate, and further develop, opportunities for external recruitment in order to meet the needs of Nations or address skills gaps;

Review and improve policies and services in order to ensure that OCCAR is seen as an employer of choice; Continued improvement and streamlining of internal HRD processes in order to maximise the efficiency and

effectiveness of staff resources; Provision of relevant training opportunities; Provision of support to the integration of further Programmes and/or Nations; Development of bespoke policies/procedures, along with the provision of advice and support to

reorganisations.


Work on adjustments/technical modifications of the future ERP system for HR purposes; Start the usage of on-line application forms through ERP; Investigation of on–demand interviews and other recruitment tools to continue the streamlining of

processes; Negotiation of Cigna contract.

5.4 Programme Management Support Division

Vision

To be the driving force for the continuous improvement and excellence in Programme Management and to contribute to OCCAR’s growth through the successful integration of new Programmes.


Provide programme management, commercial and engineering support to OCCAR PDs; Support to the drafting and assurance of new contracts and contract amendments in all Programmes; Management of the ERP Contract and coordination of the ERP Programme as a whole; Complete the Integration of the Light Weight Torpedo programme; Complete the Integration of the REACT programme; Complete the Integration of the VBAE programme; Initiate the Integration of WWGC programme; Complete the Integration of CAMM ER Production contract; Support prospective PS with the preparation of integration activities; Provide programme management and commercial support to the MUSIS programme; Finalise the review and update of OMP 2 (Programme Integration) and review and update the associated

Internal Procedures and Guidance; Commence the review and update of OMP 5 (Contract Placement Procedure), OMP 13 (Airworthiness) and

OMP 14 (Programme Qualification Management). Assist in the update of OMP 4 (Legal Issues); Support the implementation of an effective Risk Management process across OCCAR-EA; Facilitate the continuous improvement of information and knowledge management across OCCAR-EA and

externally with MS, Programme PS and Industry; Improve the corporate Electronic Records Management System and make greater use of the Extranet facility.


In-Service Support to the ERP system; Continue support to the OCCAR Programmes; Integration of new Programmes; Facilitate and provide support in the application of best practice Programme Management processes,

methods and tools, especially for new Programmes; Define the business information requirements and work with CSD to ensure their alignment with the ICT

services.

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6. OCCAR-EA Budget 6. O

CCAR

-EA

Budg

et

Programmes OCCAR-EA Operational Budget(at outturn basis, indicative figures for 2023 - 2025 period)

Figures in kEUR 2022* 2023 2024 2025

A400M 1,405,797 1,481,866 1,523,003 1,626,154

BOXER 220,485 301,474 361,979 393,474

COBRA 27,092 28,848 24,569 16,700

ESSOR (OC1+NC+MIDS) 26,091 18,691 17,632 1,522

FREMM 599,529 736,274 300,558 108,529

FSAF-PAAMS 494,598 472,903 378,809 293,021

LSS 149,679 240,906 102,164 231,021

MALE RPAS (stage 2) 391,138 673,645 766,220 765,454

MAST-F 38,516 63,623 88,055 50,024

MMCM 143,963 48,756 10,028 39,727

MMF ** - - - -

MUSIS 14,167 - - -

NVC Commercial sensitive

PPA 564,059 451,879 290,098 141,739

TIGER 521,466 577,296 556,061 348,199

U212-NFS 136,903 166,763 148,273 175,420

Total 4,733,483 5,262,924 4,567,449 4,190,984

6.2 OCCAR-EA Operational Budget

6.1 OCCAR-EA Administrative Budget

Chapters OCCAR-EA Administrative Budget(at outturn basis, indicative figures for 2023 - 2025 period)

Figures in kEUR 2022* 2023 2024 2025

Chapter 1 Personnel Costs 51,290 53,515 51,753 52,180

Chapter 2 Recurring Expenditure 14,036 12,780 12,775 13,004

Chapter 3 Capital Expenditure 598 520 521 514

Total 65,924 66,815 65,049 65,698

Overhead Ratio: Administrative Budget vs. Operational Budget (2022)

Operational Budget

Administrative Budget

Overhead 1.39%

* Programme OB figures, approved as of 03/03/2022 ** OB managed by NSPA.

* Issue 1 2022 AB figures

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OCCAR Business Plan 2022 7. A

nnex

7. Annexes

A – KPI Summary Sheet

B – Glossary of Terms

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7. Annex A

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7. Annex A

Annex–A KPI Summary Sheet

Section 1: Programme Management KPIs

Key Performance Indicators

Result Result Key Targets

2020 2021 2021 2022 2023 2024 2025

Customer Perspective

C1.1 Predicted Average Programme in-year Slippage

0.72 month

0.80 month

≤1.0month

≤1.0month

≤1.0month

≤1.0month

≤1.0month

KPI C1.1 measures the performance of the Programmes against their “Schedule” High Level Objectives during the year.

C1.2 Predicted Achievement of Systems’ Performance 97.57% 97.87% ≥95% ≥95% ≥95% ≥95% ≥95%

KPI C1.2 measures the performance of the Programmes against their Systems’ Performance High Level Objectives.

C1.3 Programme Forecast Cost vs Programme Decision max. Financial Commitment 20.00% 20.00% ≤20% ≤20% ≤20% ≤20% ≤20%

KPI C1.3 measures the performance of the Programmes against their financial commitments in the Programme Decisions.

C1.4 Achievement of ISS Targets 95.15% 92.58% ≥96% ≥96% ≥96% ≥96% ≥96%

KPI C1.4 measures the achievement of the specific ISS targets for Programmes being, at least partially, in the In-Service Phase (A400M, COBRA, FSAF-PAAMS and TIGER).

C2.1 Share of EU Defence Equipment Procurement Expenditure 0.89% 1.59% ≥0.5% ≥0.5% ≥0.5% ≥0.5% ≥0.5%

KPI C2.1 measures the OCCAR share within the European Defence Equipment Procurement Expenditure (EDEPE).

C3.1 Customer Satisfaction 84.43% 83.86% ≥82% ≥82% ≥82% ≥82% ≥82%

KPI C3.1 measures the Member/Participating States’ satisfaction with services provided by OCCAR-EA.

Financial Perspective

F5.1 OCCAR-EA Administrative Budget Final Outturn versus approved Budget -11.56% -10.20% <0% <0% <0% <0% <0%

KPI F5.1 measures the delta between the administrative forecast of outturn (during the year) or final outturn (end of the year) and the administrative budget.

F5.2 OCCAR-EA Administrative Budget Final Outturn versus Forecast of Outturn -7.52% -7.65% ±2% ±2% ±2% ±2% ±2%

KPI F5.2 measures the delta between the administrative expenses and the April forecast of outturn.

F5.3 OCCAR-EA Operational Budget Final Outturn versus approved Budget -16.74% -21.10% ±10% ±10% ±10% ±10% ±10%

KPI F5.3 measures the delta between the operational forecast of outturn (during the year) or final outturn (end of the year) and the operational budget.

F5.4 OCCAR-EA Operational Budget Final Outturn versus Forecast of Outturn -8.57% -7.08% ±5% ±5% ±5% ±5% ±5%

KPI F5.4 measures the delta between the operational expenses and the April forecast of outturn.

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nnex

A

Section 2: OCCAR-EA Internal Management KPIs

Key Performance Indicators

Result Result Key Targets

2020 2021 2021 2022 2023 2024 2025

Internal Process Perspective

I6.1 Corporate Governance 94.00% 90.60% ≥90% ≥90% ≥90% ≥90% ≥90%

KPI I6.1 measures, against annual Central Office Divisions Management Plans (DMPs), the actual execution of planned activities to improve corporate governance and to strengthen OCCAR’s appearance as one organisation.

I6.2 Corporate Management Effectiveness 89.50% 76.50% ≥90% ≥90% ≥90% ≥90% ≥90%

KPI I6.2 measures the timely closure of corporate actions, the progress on strategic initiatives and improvement activities.

I7.1 Obsolescence Management Maturity 85.00% 86.61% ≥90% ≥90% ≥90% ≥90% ≥90%

KPI I7.1 measures the obsolescence management performance level of OCCAR-EA compared to the « Systematic » level.

I7.2 Risk Management Compliance and Application 87.80% 87.04% ≥85% ≥85% ≥85% ≥85% ≥85%

KPI I7.2 measures the risk management performance level of OCCAR-EA compared to the « Systematic » level.

I7.3 Life Cycle Cost Usage by OCCAR-EA Managed Programmes 73.08% 74.23% ≥80% ≥80% ≥80% ≥80% ≥80%

KPI I7.3 measures the application of a Life Cycle Cost base line, a cost estimation plan and cost saving opportunities to Programmes.

I7.4 Programme Integration Slippage 1.67month

0.08month

≤1.0month

≤1.0month

≤1.0month

≤1.0month

≤1.0month

KPI I7.4 the average slippage of Programme Integration schedules.

I8.1 OCCAR-EA Manning Level 98.45% 98.43% ≥95% ≥95% ≥95% ≥95% ≥95%

KPI I8.1 measures the ratio of the number of staff members and the number of established posts in OCCAR-EA.

I8.2 Satisfaction with Corporate Service Levels 88.62% 94.20% ≥90% ≥90% ≥90% ≥90% ≥90%

KPI I8.2 measures the satisfaction of OCCAR-EA staff members with the services provided by Central Office.

Learning and Growth

L9.1 Staff Morale Index 83.12% 87.40% ≥81% ≥81% ≥81% ≥81% ≥81%

KPI L9.1 measures the ratio of OCCAR-EA staff members having expressed a good or very good opinion in the yearly staff survey.

L9.3 Information Management Maturity 84.73% 84.47% ≥90% ≥90% ≥90% ≥90% ≥90%

KPI L9.3 measures the information management performance level of OCCAR-EA compared to the « Systematic » level.

L9.4 Staff Integration 97.00% 96.60% ≥95% ≥95% ≥95% ≥95% ≥95%

KPI L9.4 measures the ration of OCCAR-EA staff members having expressed a fully satisfactory or satisfactory opinion on the staff integration process.

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7. Annex B

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7. Annex B

Annex–B Glossary of Terms

AAAW Anti-Air WarfareAC AircraftADS Airbus Defence and SpaceAGM Air-to-Ground MissileASW Anti-Submarine WarfareASuW Anti-Surface WarfareAU Australia

BB1NT Block 1 New TechnologyBDSPRO Business Development, Strategy,

Planning & Reporting OfficeBE BelgiumBoS Board of SupervisorsBSC Balanced Scorecard

CCO Central OfficeCONOPS Concept of OperationsCOTS Commercial-Off-The-ShelfCIL Common Interoperability LayerCIS Communication and Information

SystemCSD Corporate Support DivisionCSO Optical Space Component

DDE Germany

EEA Executive AgencyEDA European Defence AgencyEDAP European Defence Action PlanEDF European Defence FundEDIDP European Defence Industrial

Development ProgrammeERP Enterprise Resource PlanningENC ESSOR New CapabilityEMIDS ESSOR Multifunctional Information

Distribution SystemES SpainEU European Union

FFC Finance CommitteeFD Finance DivisionFI Finland

FinMaS Financial Management SystemFMN Federated Mission NetworkingFOC First of ClassFOS Follow-on ShipFR FranceFTPC Future Tasks and Policy Committee

GGB Global BalanceGP General Purpose

HHAD Hélicoptère Appui DestructionHAP Hélicoptère d’Appui et de ProtectionHDR WF High Data Rate Networking Wideband

WaveformHLO High Level ObjectiveHRD Human Resources Division

IICT Information and Communication TechnologyIFF Identification Friend or FoeILS Integrated Logistic SupportIPSAS International Public Sector Accounting

StandardISO International Organisation for

StandardisationISS In-Service SupportISTAR Intelligence, Surveillance, Target Acquisition

and ReconnaissanceIT ItalyITT Invitation to Tender

KKPI Key Performance Indicator

LLCC Life Cycle CostLRR Long Range RadarLSS Logistic Support ShipLU LuxembourgLT LithuaniaLWT Light Weight Torpedo

MMAST-F Missile Air-Sol Tactique FuturMFF Multi-Annual Financial FrameworkMLU Mid-Life Update

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nnex

B

MMCM Maritime Mine Counter MeasuresMMF Multinational Multi-Role Tanker

Transport Aircraft FleetMoD Ministry of DefenceMoU Memorandum of UnderstandingMS Member StateMUSIS Multinational Space-based Imaging

System

NNATO North Atlantic Treaty OrganisationNFS Near-Future SubmarineNL The NetherlandsNO NorwayNR&T Naval Research & TechnologyNSPO/NSPA NATO Support and Procurement

Organisation/AgencyNVC Night Vision Capability

OOC1 Operational Capability 1OPTISSE OPTIcal payload for Small Satellites for

defencEOSC Optical Space ComponentOT Optional Tranche

PPAAMS Principal Anti Air Missile SystemPB Programme BoardPC Programme CommitteePD Programme DivisionPDR Preliminary Design ReviewPESCO Permanent Structured CooperationPIT Programme Integration TeamPL PolandPMSD Programme Management Support

Division

PPA Pattugliatore Polivalente d’Altura (Multi-Purpose Offshore Patrol Vessel)

ProcS Procurement StrategyProgD Programme DecisionPS Participating State

QQMR Quality Management RepresentativeQMS Quality Management System

RREACT Responsive Electronic Attack for

Cooperation TasksRM Risk Management

SSAAM Surface to Air Anti-MissileSAAM/T Système sol Air Moyenne Portée

TerrestreSC Security CommitteeSDR Software Defined RadioSE SwedenSHORAD Short Range Air DefenceSLA Service Level AgreementSoR Statement of RequirementsSPO Single Purchase OrderSRR System Requirement ReviewSTANAG Standardisation AgreementsS&E Sustainment & Enhancement

TTAP Tender Assessment PanelTDP Technology Demonstrator ProgrammeTLM Through-Life ManagementTU Turkey

UUHT Unterstützungshubschrauber TIGERUK United KingdomUW Under Water

WWBWF Wideband Waveform

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AddressOCCAR-EA Godesberger Allee 150-15453175 Bonn • Germany

Phone Office: +49 (0) 228 5502-0Fax: +49 (0) 228 5502-100

Web [email protected]

OCCAR Business Plan 2022

Documents

Transcript of OCCAR Business Plan 2022