OCCAR Business Plan 2016

Transcription

www.occar.int
Organisation Conjointe de Coopération en matière d’ARmement
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1
2
6
5
3
4
7
Locations of OCCAR Sites:
1 Bonn (Central Office + BOXER - COBRA - ESSOR - MMF - MUSIS - TIGER)
2 Paris (FREMM - FR/UK MMCM - FSAF/PAAMS)
3 Toulouse (A400M)
4 Rome (PPA - FREMM - Satellite Office)
5 La Spezia (LSS - FREMM - Satellite Office)
6 Munich (MALE RPAS)
7 Seville (A400M - Satellite Office)
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Content
1
Introduction on behalf of the OCCAR Board of Supervisors 04
2
Foreword by the OCCAR Director 06
3
OCCAR at a glance
08
3.1Mission
3.2Vision
3.3Values
3.4
Strategic Aims
3.5
Implementation of the Corporate Strategy
3.6
OCCAR Organisation in 2016
09
09
09
10
11
12
4
OCCAR Programme Management
14
4.1
4.2
4.3
The Programmes and TDPs managed by OCCAR in 2016
Current Programmes in Integration
International Partner Organisations
16
38
39
5
OCCAR Corporate Management
40
5.1
5.2
5.3
5.4
Corporate Support Division
Finance Division Human Resources Division Programme Management Support Division 41
41
42
42
6
Strategic Initiatives
44
6.1
6.2
Through Life Management
Accrual Accounting
45
45
7
OCCAR-EA Budgets
46
7.1
7.2
OCCAR-EA Administrative Budget
OCCAR-EA Operational Budget
47
47
Annex
48
A – KPI Summary Sheet
49
B – Glossary of Terms 51
1
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1. Foreword by BoS Chairman
Introduction on behalf of the
OCCAR Board of Supervisors
© OCCAR-EA
France holds the Chairmanship of the Board of Supervisors in 2016
In the current context of plural threat, we, within the
Board of Supervisors, share the idea that cooperation
between the European countries in the defence field is
essential. As the research of the best value for money
is a permanent concern, it requires from each of us
an investment strategy. OCCAR is a very credible
answer for the Member States and the Non Member
Participating States which share the same ambition
for European Armament Cooperation.
Year after year OCCAR appears to be the right place
to enhance such willpower of European defence
cooperation because this efficient organisation offers a
favourable environment to manage complex Armament
Programme Cooperation. As the OCCAR core business
is really the Through Life Management of cooperative
defence equipment Programmes, the Nations can seek
the best value for money by sharing the cost for their
systems during the different phases, from Development,
to In-Service Support and Disposal.
IGA
Monique LEGRAND-LARROCHE
DGA, Director Operations
1. Foreword by BoS Chairman
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OCCAR is still a young organisation, created to be
able to develop and deliver defence capabilities with
a high level of quality, performance, flexibility and
interoperability and at the best cost for the Member
States. As a fact this organisation begins to be a
reference for the Programmes managed in a European
cooperation environment, able to respond quickly to
Nation’s requirement changes but also able to treat at
it’s best, the Programmes difficulties. This management
proficiency is noticeable through the OCCAR methods,
tools and processes which combine the best practices
of the Nations and also a real human resource knowhow, by selecting the most talented people.
OCCAR-EA efficiency can be easily measured by
a low overhead ratio between administrative and
operational cost. Therefore, the development of
OCCAR and the perspective of a larger Programme
portfolio are challenges that OCCAR and the Nations
will have to deal with in 2016. We had acknowledged
recently that we want to keep the OCCAR level of
quality and performance while also ensuring a robust
and efficient structure dedicated for Member States
and Non Member Participating States.
In 2016, OCCAR will also have to emphasise a privileged
partnership with the European Defense Agency. It
is a good way to promote OCCAR in the context of
European cooperation. EDA offers a complementary
approach by initiating new Armament Programmes
that we can integrate in OCCAR.
I would like to conclude this introduction by recalling
OCCAR’s efficiency and innovation for managing
complex Armament Programmes with professionalism,
integrity and cultural diversity. The challenges of
2016 must be faced with the same dynamic and close
collaboration between OCCAR-EA and the Member
States, but also within the Member States themselves
as it has been the case for years now.
Monique Legrand-Larroche
December 2015
2
P-6
© OCCAR-EA
2. Foreword by the OCCAR Director
Foreword by the OCCAR Director
Timothy ROWNTREE
OCCAR Director
2015 saw an unprecedented growth in the OCCAR
Programme portfolio from 8 to 13 Programmes. This
huge growth further demonstrates the confidence of
our customer Nations in OCCAR’s capability to deliver
successful cooperative Programmes. With more than
25 of the superb A400M airlifters now in service,
joining the in service fleets of FREMM frigates,
TIGER helicopters, FSAF PAAMS missile defence
systems, BOXER vehicles and COBRA radars, OCCAR
Programmes are a key component of the European
Defence inventory across the land, air and maritime
domains.
The success of 2015 also reinforces the fact that
cooperation is now a proven way to secure better,
more common and interoperable equipment at a
much lower cost than is possible through National
Programmes, both for initial acquisition and throughlife sustainment. 2015 has also proved another
important point: that despite our high work load
and relatively small team sizes, we have been able to
rise to the challenge of the new Programmes whilst
maintaining full control of our existing Programmes.
Our new Programmes are the Multipurpose Patrol
Ships (PPA), the Logistic Support Ship (LSS), the
Multi Role Tanker Transport aircraft (MMF), the
Maritime Mine Countermeasures Systems (MMCM)
and the Medium Altitude Long Endurance Remotely
Piloted Aircraft System (MALE RPAS). Together with
a significant expansion during 2015 of the Boxer
vehicle Programme, these new Programmes span
a significant breadth of capability areas, which will
further strengthen the European Defence Capability
and the vital European industrial and technological
base that underpins it, for many years to come.
There are of course good reasons for the success of
2015, and why our customer Nations continue to trust
us with an ever increasing portfolio of vital capability
Programmes. OCCAR embodies 5 key differentiators
which drive our success:
Efficiency: OCCAR seeks best Value for Money driven
as far as possible by healthy competition. This also
extends to the selection of our staff, creating fierce
competition amongst the best candidates that the
Nations can provide. Thus we deliver our 50 Bn €
portfolio with a lean structure of only 255 people,
representing an administrative cost overhead of just
1.4% of our 3.4 Bn € annual Programme budget.
2. Foreword by the OCCAR Director
P-7
Open to non-OCCAR Nations: OCCAR Programmes
are open to participation by non-OCCAR Nations on
fair and equal terms, we currently have 6 non-OCCAR
States participating in OCCAR Programmes.
A Strong framework to protect: The highly evolved,
tried and tested OCCAR model provides an ISO
Certified Quality Management System and state of the
art programme and risk management within a solid
legal and commercial framework. This framework
protects the interests of all nations in a programme
and ensures that participating nations are held
harmless from the effects of decisions made by the
other partners. This principle avoids international
tension and proves highly effective for the benefit of
all nations in a programme.
Empowered Programme teams within a MultiProject Executive Administration: This construct
provides strong governance and support from a lean
and effective Central Office, whilst the empowered
programme divisions focus on programme delivery.
This allows cross-project knowledge and experience
to be brought to bear at the critical points when
programmes move into new programme phases.
Working hand in hand with our customers: Another
fundamental point about why the OCCAR model
works, is that nations don’t just pass programmes to
OCCAR and wait. They stay absolutely engaged and
making the key decisions through our programme
committee structures, and we in OCCAR execute what
our customer nations decide.
programmes, and to further improve the quality
of the OCCAR framework. We already have some
further tentative programme opportunities in work,
and we will develop these. We will also continue our
strong focus on demonstrating the huge benefits of
cooperation during the In-Service phase. This is a very
under exploited area of international cooperation, and
one that offers massive cost and capability benefits.
A400M, for example, presents a great opportunity for
the nations to save costs and maximise Through-Life
capability through a global support solution, and this
is now developing very strongly with UK and France
already sharing a common spares pool and other
services. It is clear that in today’s business driven
world, it’s not enough to talk in general terms about
cooperative benefits, we need to show the benefits in
hard cash and operational capability terms. And that
is exactly what we are doing.
We will further strengthen our important relationship
with the European Defence Agency (EDA), working
seamlessly together to deliver coherent capabilities for
Europe. At the same time, we will continue to build
upon our relationship with NATO, and in particular
with the NSPA, where we cooperate on a number of
programmes.
2016 is set to be another highly successful year for
OCCAR. OCCAR is ready for that challenge. Together
with the whole OCCAR team, I am proud to provide the
very highest standard of capability and performance
for all of our customer nations.
Looking forward to 2016 and beyond, we will continue
to focus on the successful delivery of our current
Timothy Rowntree
December 2015
3
OCCAR at a glance
P-9
3.1 Mission
To facilitate and manage cooperative European Armament Programmes through their life cycle, as well as
Technology Demonstrator Programmes (TDPs), to the satisfaction of our customers.
3.2 Vision
Customer relationship
Best of Class
To excel in providing personalised service and building
long-term relationships with European Defence
stakeholders.
To excel in delivering effective Programme
Management services, in terms of cost, schedule and
system performance.
3. OCCAR at a glance
To be a centre of excellence, and first choice in Europe, for cooperative Defence Equipment Programmes on a
Through Life Management basis.
3.3 Values
Belief in Europe’s future
Cultural diversity
We are committed to OCCAR’s fundamental role in
establishing a customer focused European defence
equipment acquisition capability.
We recognise and use the different cultures, skills and
experiences of our staff and customers as drivers for
innovation and continual improvement.
Professionalism, teamwork and positive
attitude towards change
Integrity
We are committed to the highest standards of integrity
in dealing with Nation’s financial resources, assets and
defence systems.
© OCCAR-EA
We believe that these are the essential values for the
achievement of excellence.
OCCAR Director,
Staff Meeting
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3.4 Strategic Aims
OCCAR has defined Strategic Aims, which translate its vision into concrete terms. The figure below shows the
main cause-and-effect relationships between these Strategic Aims.
Be first choice for
European
Programmes
Customers
Become armament
organisation of choice
C
Improve
Programme
delivery
effectiveness
Maintain and
enhance dialogue
on defence
collaboration
C2
C3
C1
Financial
Provide best
value for money
Internal Processes
Achieve operational
excellence
Learning and Growth
Prepare future
challenges
F
I
Ensure
efficient
use of
resources
Provide
effective planning
and management
of funds
F4
F5
Facilitate
integration of
Programmes and
TDPs
Improve
Programme
management
capability
Improve
corporate
support
I6
I7
I8
Innovate;
Develop
competencies;
Empower staff
L
L9
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. With those
KPIs OCCAR evaluates its success as an organisation and the progress in OCCAR managed Programmes. Recent
results at Corporate level and targets for future years are shown in Annex A.
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3.5 Implementation of the Corporate Strategy
First priority is to ensure the effective management
and successful delivery of our existing integrated
Programmes and Programmes currently being
integrated;
Acquisition of new programmes is still high priority.
Promotion of OCCAR by communication with the
European defence community will be continued;
The integration of new non-Member Programme
Participating States, including possibly from
beyond Europe, will be further promoted;
The integration of new programmes, specifically
through EDA, will be further prepared; and
OCCAR will position itself to the NATO community
as a viable, effective Procurement Organisation.
The following actions can be derived from these
priorities and be linked to the OCCAR Strategic Aims:
Be a centre of excellence and be recognised as
such
[related to Strategic Aims C1, C2, F4, F5, I7, I8, L9]
OCCAR-EA will strive to improve its status as a
centre of excellence for management of cooperative
programmes and to be recognised as such by
developing and integrating best through life
Programme Management practices and innovative
techniques, including Life Cycle Costing analysis.
Manage and expand already integrated OCCAR
Programmes
[related to Strategic Aims C1, I7]
OCCAR-EA will manage its already integrated
Programmes to the highest possible quality level and
take an active role in proposing new activities and
programme stages for OCCAR management to the
Participating States. The default approach should be
that all programme stages are managed by OCCAR
in a through life sense, subject to agreement by the
Participating States.
Identify, assess and integrate new programmes
Develop the OCCAR model to work effectively
and efficiently with a larger programme
portfolio
[related to Strategic Aims C1, F4, L9]
The necessary resources for programme preparation,
integration and continued OCCAR management must
be in place to enable successful business development
and high quality, long term programme delivery by
OCCAR. As a consequence, programme integration
on top of the current 12 Programmes will require
the development of the Central Office organisational
structure, the associated financial aspects and to
adapt OCCAR-EA processes and competences.
Promote OCCAR as Programme Management
organisation through external communication
[related to Strategic Aim C3]
OCCAR-EA will communicate information about the
organisation and promote its track record within
the European defence community. The aim is to
positively influence OCCAR-EA target audiences by
key messages communicated through the appropriate
communication channels.
Integrate new Participating States
[related to Strategic Aims C1, I6]]
OCCAR-EA will actively support the integration of
new Participating States. Essential for the accession
of new Participating States are the benefits for both
the existing and new Participating States.
Develop and review programme participation
models
All suitable programme participation models need
to provide easy access to OCCAR Programme
Management services and flexibility to fulfil the needs
of the Participating States but also to protect the
Participating States, OCCAR and its Member States
from any threats. The close cooperation with EDA
including the development of cooperation models will
be continued.
[related to Strategic Aim I6]
OCCAR-EA will monitor evolving cooperative armament
opportunities, in coordination with the MoDs of the
OCCAR Member States and also the EDA, with a view
to identifying potential future OCCAR programmes at
an early stage. When potential new programmes have
been identified, OCCAR-EA will promote OCCAR as the
Programme Management organisation.
Develop the co-operation with NSPO/NSPA
further
The relationship to NSPO/NSPA will be further
deepened in order to position OCCAR to provide
Programme Management capabilities to NATO.
With a view to achieve its mission and vision, OCCAR
will implement its Corporate Strategy according to the
following priorities:
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OCCAR Organisation in 2016
Board of
Supervisors
Finance
Committee
Through Life
Management Committee
Security
Committee
Programme
Boards
Programme
Committees
OCCAR-EA Director
OCCAR-managed
Programmes
OCCAR-EA Deputy Director + QMR
[Bonn]
A400M
[Toulouse/Seville]
BOXER
[Bonn]
COBRA
Business Development, Strategy,
Planning and Reporting Office
Legal
Advisor
[Bonn]
ESSOR
[Bonn]
FREMM
[Paris/Rome/La Spezia]
Human Resources Division
FSAF-PAAMS
[Paris]
LSS
[La Spezia]
Finance Division
FR/UK MMCM
[Paris]
PPA
[Rome]
TIGER
[Bonn]
MMF
[Bonn]
Programme Management Support Division
MALE RPAS
[Munich]
MUSIS
[Bonn]
[Programmes
in integration]
Central Office [CO/Bonn]
OCCAR Executive Administration
OCCAR
Future Tasks and Policy
Committee
© OCCAR-EA
P-13
OCCAR Board
of Supervisors
and OCCAR Director
© DCNS
4
OCCAR Programme
Management
P-15
OCCAR has been established to manage Defence Programmes in the most efficient way for its Member States and
other Participating States. 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. In order to achieve these HLOs,
OCCAR uses professional Programme Management methodologies that result in optimum performance and
delivery timescales and the reduction of risk and cost.
2015 has been very successful in terms of significant development and growth. OCCAR has successfully
managed to integrate three new Programmes:
The Multipurpose Patrol Ship (PPA);
The Logistic Support Ship (LSS); and
The FR/UK Maritime Mine Counter Measures (FR/UK MMCM).
Furthermore, the management of the Multinational Multirole Tanker Transport Aircraft Fleet (MMF) was set
up in 2015. This is planned to develop into a Programme Division in 2016. Another major Programme, the
European Medium Altitude Long Endurance Remotely Piloted Aircraft System (MALE RPAS) was assigned to
OCCAR for management purposes in 2015 and is also planned to launch as a Programme Division in 2016.
Participants
A400 M
BE
DE
ES
FR
X*
X
X
X
BOXER
X
COBRA
X
ESSOR**
Non-Member States
IT
NL
PL
SE
X
TU
6
2
X
X
FREMM
X
X
FR/UK MMCM
X
FSAF-PAAMS
X
LSS
X
X
X
X
(X)
3
(X)
6
2
X
2
X
3
X
1
X
4
MMF
X***
MUSIS
X
PPA
TIGER
Number of
Programms
NSPO
X
X
X
X
FI
X
X
MALE UAS
UK
Other
1
X
X
X
5
4
9
1
X
2
X
1
3
7
3
1
1
1
1
2
1
* 0 BE represents LU in all aspects pertaining to their participation in the A400M Programme
**0 As of 29 February 2016 four nations have signed the ESSOR Framework MoU, PL and SE decision still to be taken
***0Multinational cooperative Programme managed through a NSPO-OCCAR Cooperation Agreement
OCCAR is capable of managing any phase of the defence system life cycle from Definition to Disposal. For all
Programmes a Through Life Management (TLM) approach is applied to efficiently assist Nations in making the
right decisions. To this end, OCCAR will use agile and adaptive life cycle cost analysis to make the business
case for cooperation, particularly during the In-Service Phase where the benefits have in the past been more
difficult to prove. As National budgets remain under extreme pressure, OCCAR will use this analysis to assist
Nations in making the right decisions based upon a robust cost and capability analysis of a range of possible
options. This will allow OCCAR, for the first time, to present financial numbers to demonstrate the actual value
of cooperative efficiencies.
4. Programme Management
Member States
P-16
© AIRBUS DEFENCE AND SPACE
4.1 The Programmes and TDPs managed by OCCAR in 2016
A400M – A TACTICAL AND STRATEGIC AIRLIFTER
The A400M meets the need for an efficient, all-terrain 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.
Nicolas HUE
A400M Programme Manager
The 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 officially launched and integrated into OCCAR in
May 2003 with 6 Participating States: Belgium (also
representing Luxembourg), France, Germany, Spain,
Turkey and the United Kingdom. The prime contractor
is Airbus Military Sociedad Limitada (AMSL). In order to
achieve its unique combination of tactical and strategic
roles, including exacting performance requirements,
it was necessary to embody a wide range of new and
innovative systems, materials and techniques.
The first flight was in December 2009 and the first
delivery was in August 2013 to France. As of end 2015,
25 aircraft have been delivered. Currently 5 Nations,
France, Turkey, UK, Germany and Malaysia (as first
export customer) are now operating the A400M. In
2015, the production ramp up increased from 9 aircraft
in 2014 to 14 aircraft deliveries in 2015 (including 2
aircraft deliveries to Malaysia), despite the crash of
one of the production aircraft in May 2015 which led
to a temporary pause of operational, development
and production flights. In 2016, major progress in
capability delivery (Aerial Delivery, DASS) is expected
to be achieved and production ramp-up is expected to
further increase.
Logistic Support activities are fully integrated in the
Development and Production Phase contract and
currently initial support services are in place for France,
Germany, UK and Turkey. OCCAR-EA has signed an
initial support contract for Spain in 2015, as they will
receive their first A400M in 2016.
P-17
A400M
Toulouse Team
© OCCAR-EA
Seville Team
© OCCAR-EA
A400M is attracting interest from potential customers
around the world with growing levels of interest and
the first export contract since the start of serial
production is expected soon. As a result, export
related activities are anticipated to progress further.
Main activities 2016 – 2021:
Further Qualification/Certification (including
Standard Aircraft Operating Clearance) and Type
Acceptance;
First Aircraft deliveries to Spain, Belgium and
Luxembourg;
Orders and deliveries of ILS services and products;
Aircraft and Engine Global Support Contracts
signature and implementation;
Retrofit ramp up; and
Export ramp up.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development, Production and
Initial Support:
21,033.6 M€
2003 - 2030
In-Service Support:
2013 onwards
5.4 M€
Participating States
The aircraft offers great potential for Partner
Nations (and export customers) to achieve greater
capability and significant through-life cost savings by
maintaining a common aircraft standard and common
(Global) In-Service Support. Thus, an A400M InService Support (ISS) MoU was signed by all Nations
in 2011. A Programme Arrangement and a parallel
Programme Decision covering the Global Support
Solution are in final staffing for signature in the
first half of 2016. OCCAR-EA is working closely with
Nations and Industry on the preparation of Global
Support Contracts (one for the aircraft and one for
engine support) that will implement a cooperative
approach among Nations. The Aircraft Global Support
Project is planned in 2 Steps: the First Step in 2016
is based on cooperation between France, UK, Spain
and then Turkey joining gradually; in the Second Step
Germany and Belgium are expected to join in 2019.
The first Engine Support Contract is planned to be
signed early 2016.
© BUNDESWEHR
P-18
BOXER – THE NEXT GENERATION OF MULTI ROLE ARMOURED VEHICLES
The BOXER is a heavily armoured 8x8 all terrain support and transport vehicle
that is being produced in four mission module variants for Germany and five
mission module variants for The Netherlands.
Andreas ZEKORN
BOXER Programme Manager
The BOXER Programme provides the German and
The Netherlands Armies with a new generation of
all terrain armoured utility vehicles. BOXER provides
balanced capabilities of transport-capacity, mobility,
protection, survivability, growth potential and
efficient life cycle costs. BOXER can operate in high
intensity conflict, in 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 first discussions on a multi-role armoured vehicle
in an international context originated from France and
Germany before 1995. The United Kingdom joined the
discussion in 1996 and in 1999 they decided together
that it should be a wheeled vehicle. After France left
the Programme in 1999, The Netherlands joined the
BOXER development in 2001.
At the same time OCCAR was requested to execute the
management of the development contract. In 2004
UK left the Programme. Several BOXER prototypes
were built and an extensive qualification Programme
for the various vehicle types started.
The development phase was executed by ARTEC
GmbH – a consortium currently formed by Krauss
Maffei Wegmann, Rheinmetall MAN Military Vehicles
and Rheinmetall MAN Military Vehicles Nederland.
In December 2006, OCCAR placed the contract
with ARTEC for series production of 272 vehicles
for Germany and 200 vehicles for The Netherlands.
In 2015 Germany requested OCCAR to prepare the
procurement of 131 additional BOXER vehicles. The
BOXER is delivered to Germany in four different vehicle
versions, and will be delivered to The Netherlands in
five different vehicle versions.
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
P-19
maximum strategic and tactical mobility in a wide
range of operational scenarios. This unique modular
concept of the BOXER offers major opportunities for
developing new vehicle variants. The original design
of the BOXER vehicle was improved in 2010/2011 to
conform to new operational needs. Amongst other
design changes a raised weapon station, an add-on
mine protection floor and better Improvised Explosive
Device (IED) protection are now part of the A1
version of the German BOXER vehicles. Recent new
requirements like the Fire Suppression System (FSS)
and Driver Vision System (DVS) will be implemented
in the A2 version.
© Bundeswehr
BOXER
The qualification Programme for Germany was
finished in 2012, and for the Netherlands qualification
will continue allowing some significant changes to
the design. Series production was started in 2009 for
Germany and more than 245 vehicles are currently
in use with Germany. From mid 2011 until early
2014, Germany deployed more than 30 BOXERs for
operations in Afghanistan. The first Netherlands
BOXER, a driver trainer vehicle, was delivered in
August 2013. In January 2014 the delivery of The
Netherlands’ Ambulance started and was finalised
in July 2015. Delivery of the Command Post version
started in July 2015 and will be followed by the Cargo
and Engineers Group version in 2016. The deliveries
of NL vehicles will finish early 2018. The BOXER is
designed for an in service lifetime of around 30 years.
Completion of trials and qualifications of the
mission module versions for The Netherlands;
Finish delivery of the German BOXER sgSanKfz
versions;
Preparation and start of delivery of the German
second Batch of 131 vehicles;
Preparation and execution of the upgrade of the
German Vehicles to the A2 configuration;
Delivery of The Netherlands CAR, CP and GNGP
versions; and
Further develop the supportability of the vehicles.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development and Production:
2,087 M€
Development: 1999 - 2015
Vehicle
deliveries:
2009 - 2021
The Programme represents a major bi-National
cooperation between Germany and The Netherlands,
which will bring great operational benefits including
interoperability between the Armies, as well as
financial savings. The sharing of development costs,
technologies and economies of scale in production are
just three of the major attractions and benefits of this
cooperation.
© OCCAR-EA
© BUNDESWEHR
P-20
COBRA – COunter Battery RAdar –
ADVANCED WEAPON LOCATING SYSTEM
Location of weapon systems, registration and adjustment of friendly firings,
creation of battlefield data and communication with battle forces: COBRA is a
singularly effective force on the battlefield, performing rapidly and accurately.
Regine FRIEDBERGER
COBRA Programme Manager
COBRA (COunter Battery RAdar) is a cooperative longrange battlefield radar Programme between Germany,
France and Turkey. The COBRA Programme was
initially established between Germany, France and the
United Kingdom. The United Kingdom departed from
the COBRA Programme as a Participating State with
effect from 1 January 2013. In the same year Turkey
joined the COBRA Programme for the In-Service
support of their systems.
COBRA radar systems have been in service since 2005,
the delivery of systems to the initial Participating
States (France, Germany and the United Kingdom) was
completed in May 2007. Common support in the InService Phase has been implemented and arrangements
have been made for Turkey to be included in that
phase as they have acquired two COBRA systems
from Germany. COBRA is still 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.
It is also able to monitor breaches of cease fire
when deployed in a peacekeeping role. Following a
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COBRA
The general support and engineering management
of the COBRA Programme Division 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 performance. Further system improvements
are under preparation. Additional COBRA Systems have
© BUNDESWEHR
been or are going to be manufactured by industry
for export to the United Arab Emirates (UAE), Saudi
Arabia and Qatar. TR decided in 2015 to leave the
COBRA Programme and TR activities will be phased
out during 2016.
One of the main future activities for 2016 and 2017
will be to maintain and improve on the already high
levels of system availability with the implementation
of on-site maintenance at deployed locations and to
manage the phasing out of TR in a fair and equitable
manner.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Industrialisation and Production:
564 M€
1998 - 2010
In-Service Support:
243 M€
2004 - 2017
tendering process, an In-Service Support contract
has been awarded to a new contractor in 2013. The
contract was extended in 2015 for a further two years
and will expire at the end of 2017. OCCAR-EA has also
renewed its Service Level Agreement (SLA) with NSPO
(NATO Support Organisation) for a range of logistic
support services. The SLA and the contract, managed
by OCCAR-EA, are delivering support to COBRA
systems either located within the Participating States
or deployed in operational theatres.
© Thales
P-22
ESSOR – THE EUROPEAN SECURE SOFTWARE DEFINED RADIO
ESSOR, the European Secure Software Defined Radio Programme, secures
for the Participating States and European industry the next generation of
interoperable Software Defined Radio (SDR).
The ESSOR Technology Demonstrator Programme
(TDP) was a cooperative venture between Finland,
France, Italy, Poland, Spain and Sweden in the EDA
framework as an ad hoc Category B Programme. The
aims of the ESSOR TDP were the design, development
and implementation of:
1. A Software Defined Radio (SDR) architecture for
military purposes (called ESSOR Architecture); and
2. A military High Data Rate networking wideband
Waveform (HDR WF) compliant with such
architecture, which may be promoted as a
Wideband Waveform STANAG.
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ESSOR
© Thales
The strategic goal of the ESSOR TDP was to provide
the basis for development and production of SDR
products in Europe, as well as to enhance the radio
interoperability among the Participating States’ armed
forces in coalition deployments. The ESSOR TDP goals
were widely achieved; especially several multinational
qualification tests demonstrated that interoperability
in military radio-communications is achievable
through the SDR technology. These milestones are
of paramount importance and are unique as no other
cooperative military radio Programmes have obtained
such results. This landmark result achieved in such a
The ESSOR Programme is now moving to its next
phase, which will address the operational deployment
of the HDR WF including Field Tests, technical
enhancements of the ESSOR products to cover a wider
range of operational requirements, and considerations
for the standardisation of these products. This new
ESSOR phase is called Operational Capability #1
(ESSOR OC1) and will be executed as part of the first
Project Arrangement under a new ESSOR Framework
Memorandum of Understanding (MoU). This MoU
foresees different Project Arrangements to address the
Development, Qualification, Production, In-Service
Support and Disposal of different SDR products to
provide the Participating States’ armed forces with
state of the art interoperable tactical and aeronautical
communications until around 2030.
The contract award of the ESSOR OC1 is forecasted for
2016. Finland, France, Italy and Spain have signed the
ESSOR Framework MoU. As of 29 February Poland and
Sweden still need to take a decision.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development
Under negotiation
Main Contract: 2016 - 2020
heterogeneous and multinational environment sets
the ESSOR HDR Waveform as a strong candidate for
the NATO Wideband Waveform STANAG.
© DCNS
P-24
FREMM – THE FUTURE MULTI-MISSION FRIGATES
Leonardo BIANCHI
FREMM Programme Manager
Thierry DICK
FREMM Deputy Programme Manager
The FREMM Programme is one of the most ambitious
and innovative European naval defence projects.
The multi-mission frigates are designed to meet the
requirements of the French and Italian Navies for
the next decades. In 2005, the project management
of the FREMM Programme was entrusted to OCCAR.
The FREMM frigates will ensure the renewal of the
French and Italian Navy’s surface fleet. With eight
frigates ordered by France and ten by Italy, the FREMM
Programme is one of the largest European Naval
Programmes.
Common core of the Programme
Deliveries of FREMM frigates are scheduled from
2012 to 2022. These new generation frigates are
developed by the French and Italian major providers
of global Naval solutions, DCNS and Orizzonte Sistemi
Navali, in a single contract. The FREMM collaboration
is a pragmatic approach that has sought to reap the
benefits of cooperation through common systems
development and the flexibility to meet a range of
mission needs.
The French FREMM are being developed in two
designs: Anti Submarine Warfare (ASM) and Anti Air
Warfare (FREDA). Both of them deliver anti surface
weapons. The final crew number is 108 people
(helicopter detachment included), which is much
lower than for similar contemporary ships. The crew
reduction was reached thanks to advanced technical
solutions and a centralised combat system.
P-25
The Italian FREMM are
also being developed
in two designs: Anti
Submarine
Warfare
(ASW) and General
Purpose (GP) with the
possibility to perform
© OCCAR-EA
a wide range of
operational missions. The Italian versions also operate
with a reduced crew thanks to Human Factors studies/
optimisation and the high level of automation. The
final crew number of 145 is the result of the choice
of having on board 2 helicopters (with two crews), a
federated Combat Management System and a higher
level of maintainers embarked to ensure greater
flexibility when operating far from Italy.
FREMM
© DCNS
The construction of both French and Italian FREMM
frigates is in line with the schedule.
The First of Class (FOC) ASM FREMM frigate
Aquitaine was delivered to the French Navy on 23
November 2012. The second frigate, the Follow on
Ship (FOS) ASM Provence, was delivered on 12 June
2015. The ASM Normandie was ready to be delivered
to the French Navy in December 2014 but was sold
to the Republic of Egypt. Three other French frigates
are currently being built simultaneously and are at
different stages of construction.
The Bergamini ship (FOC General Purpose) was
delivered fully operational to the Italian Navy on 29
May 2013. The Fasan ship (FOC ASW) was delivered in
December 2013, the Margottini ship (FOS ASW1) on 27
February 2014 and the Carabiniere ship (FOS ASW2)
on 28 April 2015. Five other Italian ships are currently
being built simultaneously and are at different stages
of construction.
Following OCCAR’s Through Life Management (TLM)
approach, the FREMM Programme includes, for both
French and Italian frigates, an Integrated Logistic
Support phase and an initial In-Service Support phase
(which started at the frigates’ delivery) that involves
engineering support, configuration and obsolescence
management, technical service, training, supply chain
support management, electronic systems maintenance
and documentation.
Build FR ASM FOS 3 to FR ASM FOS 6 and FREDA
FOC and FOS 1;
FREDA (Anti-Air Warfare frigates) studies;
Build IT FOS ASW 3; FOS GP 1, 2, 3 and 4;
Qualification and contractual acceptance processes;
Delivery FR ASM FOS 3, 4 and 5;
Delivery IT FOS ASW 3 and FOS GP 1 and 2; and
ILS for first 4 FR ships; ILS for first 6 IT ships.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development
and Production:
10,539 M€
Development,
Production and
In-Service
Support: 2006 - 2022
Integrated Logistic Support
and In-Service Support
Current status / progress
© DGA
P-26
FSAF-PAAMS –
THE NEXT GENERATION OF SURFACE-TO-AIR ANTI-MISSILE SYSTEMS
The FSAF is a family of Surface-to-Air-Anti-Missile (SAAM) systems, meeting
the demands of Naval and Army Defence operations.
Fulvio BELLASSAI
FSAF-PAAMS Programme Manager
FSAF
PAAMS Munitions
Famille des systèmes Surface-Air Futurs – Famiglia
dei sistemi Superficie-Aria Futuri. On 26 October
1988, French and Italian Defence Ministers signed the
Memorandum of Understanding for the development
of a surface to air anti missile system family – FSAF.
Phase 2, launched in 1997 (French DGA contract for
complementary qualifications and industrialisation),
has been completed for the Surface Air Anti Missile
(SAAM) systems and is nearing completion for the
SAMP/T.
Principal Anti Air Missile Systems are based on common
elements developed within the FSAF Programme and
provide three main defence capabilities. These are
self defence, local and naval maritime protection
for French and Italian Horizon Frigates and United
Kingdom Type 45 Destroyers. PAAMS provides a
rapid, agile and responsive operational capability.
Phase 3 (OCCAR contract) launched in 2003,
covers Système sol Air Moyenne Portee Terrestre
– Sistema superficie Aria Media Portata Terrestre
(SAMP/T) production/complementary developments
Anti Tactical Ballistic Missile (ATBM), link 16,
Indentification Friend or Foe (IFF) mode 5 and FSAFPAAMS Aster munition production.
FSAF-PAAMS and LRR In-Service Support
This complex 5-year contract supports five end users
(across three Nations). They are the French Air Force;
Italian Army, Italian Navy, UK Royal Navy and the French
Navy. The performance of the first three year contract
has been completed. Optional years 4 and 5 have now
been taken by the Nations, and a further 6 months was
recently approved bringing the total contract duration
to 5.5 years. The follow-on In-Service Support (ISS)
P-27
© OCCAR-EA
contract continues to be negotiated, taking into account
the lessons learnt from the early years and avoiding
unsupportable operational systems for the Nations.
Programme Status
SAAM/FR
In the frame of the Charles de Gaulle aircraft carrier’s retrofit Programme, scheduled for
2016-2018 period, a mid life update of its Surface
to Air Anti Missile system was launched in 2014. A
new open software architecture of the command and
control system coupled with a new console is aimed
at extending Charles de Gaulle’s in service life, and to
facilitate the support and future evolutions.
SAAM/IT
Cavour aircraft carrier entered into military service in
2009. Final acceptance of Cavour’s SAAM system took
place in March 2015.
PAAMS and LRR system
PAAMS of the French and Italian Horizon frigates was
qualified in 2012. Some radar hardware and software
adjustments were launched in 2015 to improve
performances in littoral areas and its In-Service
Support.
SAMP/T
Development and Production activities are nearing
completion in line with the customer’s requirements.
Closure is expected in April 2016.
SAMP/T Operational evaluation activities
After delivery of the last SAMP/T sections at the end
of 2015, the French Air Force and Italian Army systems
are now fully operational. Joint operational exercises
and activities will continue to be conducted with Italy
to improve the users’ skills and share experiences
during live firings or major field events, contributing
towards a NATO structure of integration. The SAMP/T
common system support is now well established and
will be the foundation for the success of all operational
and training activities.
ASTER missile
The production missile deliveries will conclude in
2017 for the Nations. The forecast production plan
is consistent with operational needs; OCCAR-EA
continues to monitor technical facts, obsolescence
management and ageing components in terms of
missile safety and performance.
Sustainment and Enhancement (S and E)
To meet evolving IT and FR operational needs and to
resolve longer term support risks, a new S and E phase
is under development. In parallel the UK will enter
a risk reduction phase in 2016, before potentially
committing in the following years. This will be a key
focus of the Programme Divisions efforts in 2016, with
the overall aim of delivering a first class operational
capability for the customers.
Follow-on ISS Contract;
SAMP/T Phases 2 and 3 contract closure;
Phase 3 Ammunition deliveries;
Sustainment and Enhancement contracts placed
for France, Italy and the United Kingdom; and
Facilitate joint Operational Firings amongst
Participating States using NATO Command and
Control interfaces.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development, Production
and In-Service Support:
2,319 M€ (FSAF – phase 3)
540 M€ (PAAMS Munitions)
388 M€ (ISS)
Phase 3:
2003 - 2017
I ISS Phase
(1st step): 2012 - 2017
579.5 M€
S and E: 2016 - 2022
Sustainment / Enhancement:
(including Mid Life Upgrade)
FSAFPAAMS
© OCCAR-EA
P-28
LSS - Logistic Support Ship
The Logistic Support Ship 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.
Gianandrea BULDRINI
LSS Programme Manager
OCCAR has been requested by Italy to manage a new
project for the design, development, production, inservice support and disposal of a Logistic Support Ship
(LSS). On the basis of the Programme Management
Authorisation signed in 2014 OCCAR-EA has prepared
the Production contract which covers the acquisition
of the ship and initial In-Service Support. The contract
became effective in May 2015 and delivery of the ship
is planned for 2019.
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 mission of the LSS is strategic transport,
replenishment at sea and sea basing, and it is intended
to replace the oldest support ship in service that is
going to be decommissioned in the next few years.
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LSS
© OCCAR-EA
The LSS will be able to fully support the long-range
missions of a naval group, including aircraft carriers.
The 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.
LSS will provide:
Moreover 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.
Participation in disaster relief operations,
humanitarian response, provision of medical aid,
etc.;
Logistic support (refuelling at sea with fuel [NATO
F76 and F44], lubricants, ammunition, spare parts,
food, drinking water, specialist medical products,
equipment and other materials) to a naval group for
an extended period;
Medical and surgical support (NATO Role 2 LM);
Technical assistance, maintenance and repair up to
level 3 of systems/equipment embarked on the first
line Italian ships;
Support to search and rescue operations and aid to
vessels in distress;
Support to anti-pollution
environmental control; and
Monitoring and
environment.
analysis
operations
of
electromagnetic
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Design,
Development,
Production and
In-Service Support
346 M€
Design,
Development: 2015 - 2016
and
Production:
2016 - 2019
In-Service
Support:
2020 - 2030
Civil protection roles at times of crisis;
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© Thales - ECA
© Thales
© Thales - ASV
© Saab
FR/UK MMCM - Maritime Mine Counter Measures
France (FR) and the United Kingdom (UK) have initiated a Programme to assess
and develop a Maritime Mine Counter Measures (MMCM) capability comprising
unmanned systems operating remotely, at a standoff distance from mother
ships, through a command and control centre (either on board ship or deployed
ashore).
Gary WADE
FR/UK MMCMProgramme Manager
The stand-off concept is based on off-board
capabilities aimed at keeping personnel outside the
minefields whenever possible. By defeating static
underwater threats at pace, these systems will
give strategic, operational and tactical freedom
of manoeuvre and thereby assure the delivery of
Maritime Force Projection and Maritime Security at
the time and place of the Nations’ choosing in support
of a wide range of naval operations.
service and the life-cycle cost benefits of delivering
MCM capability in a new way. FR and UK share
a common set of requirements which were partly
derived from a Common Staff Requirement, defined
by 13 Contributing Member States of the European
Defence Agency project. The Programme builds
on related research undertaken in France (Espadon
demonstrator) and the UK (Flexible Agile Sweeping
Technology and System Demonstrators).
The objective of the OCCAR-managed MMCM
Programme is to develop, manufacture and qualify
two Primary Systems to demonstrate prototype
technologies, combined to deliver an agile,
interoperable and robust MMCM capability. The
Programme will help to determine the options for
replacing existing MCM Vessels when they retire from
The bi-lateral Programme was formally initiated
under the Lancaster House Treaties between FR
and the UK in late 2010. The Framework MoU was
signed in January 2014. In March 2015 OCCAR, on
behalf of the UK and FR, awarded a demonstration
phase contract following a Competition launched by
the Programme Integration Team in April 2012. The
P-31
selected bidder was Thales Underwater Systems SAS.
Thales Underwater Systems SAS has two key Subcontractors Thales UK Limited and BAE Systems. The
Contract is structured with:
OT1 for Stage 2 (Manufacture of two systems)
As the Programme matures other Nations may join if
acceptable to FR and UK and subject to meeting the
necessary entry arrangements with OCCAR. Results
from the joint phase will allow the launch of the full
development and production phase for the Primary
Systems. This might also be conducted on a bilateral
basis, or could include additional partners, and could
increase in scope to consider, amongst other aspects,
the development and production of the mother ships.
OT2 for Stage 4 (for Support to Evaluation).
A firm tranche for Stage 1 (Study, Definition and
Design Stage); and
Firm prices for two Optional Tranches (OTs):
and Stage 3 (Qualification); and
OT1, in accordance with the terms of the contract,
is planned to be exercised in 2016 after acceptance
of the Critical Design Review. The contractor must
qualify the primary system against developed MCM
Operational Scenarios and Task Vignettes. The Task
Vignettes are expected to demonstrate the ability of
the Primary System(s) in particular conditions whilst
the Operational Scenarios aim to provide stress on the
architecture to prove its ability to fulfil the missions
within global constraints.
June 2016: Critical Design Review Acceptance;
Summer 2016: OT1 confirmation expected; and
OT2 for Stage 4.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Definition
Stage 1: 22 M€
Stage 1:
15 Months
OT1: undisclosed
OT1:
30 Months
OT2: undisclosed
OT2: 24 Months
FR/UK
MMCM
© CNES
P-32
CIL – French part
CIL – Italian part
CIL
Secured
Network
CIL specific components
CIL components
from CSG
Other partner‘s
components
CIL components
from CSO
CSO Ground Segment
Other partner‘s
components
CSG Defence User Ground Segment
CIL – Possible new partner
CIL components
from CSO
CIL components
from CSG
New partner‘s system
A high-level view of the Common Interoperability Layer (CIL)
Multinational Space-based Imaging System
MUSIS is a next generation space-based imagery system for surveillance,
reconnaissance and observation missions.
Cyril HECKEL
MUSIS Programme Manager
Framework
The Multinational Space-based Imaging System for
surveillance, reconnaissance and observation (MUSIS)
is an endeavour launched by several European Nations
to bring together the next generation of military and
dual-use space-based imaging systems.
Under the name MUSIS Federating Activities, Italy
and France have established an ad-hoc cooperation
agreement to enable direct ground communications
and image exchanges between satellite systems for
CSO
which they are each responsible. The Programme
was integrated into OCCAR in 2011, which broadened
the organisation’s portfolio into space technology
Programmes.
A Common Interoperability Layer (CIL)
The primary objective of the MUSIS Federating
Activities managed by OCCAR is to provide easy and
reliable access to each Nation’s individual capabilities
CIL
CSG
MUSIS Common Interoperability Layer (CIL):
Ground system bridging the space systems CSO and CSG
P-33
Programmes, the number of ground components,
controlling consoles and personnel to operate the
federating system will be kept to a minimum, thereby
reducing life cycle costs.
© OCCAR-EA
e.g. Satellite tasking and image production, thus
enabling cross utilisation by both Italy and France
of two complementary space systems. The French
Optical Space Component (CSO) will produce optical
pictures of the Earth while the Italian CSG (COSMOSkyMed Second Generation) will generate ground
images based on RADAR technology.
Thanks to the MUSIS Federating Activities, Italy
will be able to access not only RADAR pictures from
its own satellites but also easy-to-interpret optical
images from the French system. Similarly, France will
not only make use of its optical system but will also
benefit from the Italian all-weather, night-and-day
RADAR capability. The technical solution consists of
an advanced bridge called the Common Interoperable
Layer (CIL) which will 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 Nation and be able
to receive, store and retrieve image products in a
secure way. Compared to previous image exchange
The Definition phase was subdivided in Phases B1 and
B2.
Phase B1 was a one year contract placed in 2011 with
a collaboration of Thales Alenia Space Italia S.p.A,
Astrium S.A.S. and Thales Alenia Space France. This
work confirmed that CSO and CSG systems were
interoperable, and that it was possible for the CIL to
provide full reciprocal access to both space systems
without major modification to their designs.
The definition work was then completed under
Phase B2, the contract being placed in late 2014 and
concluding in September 2015. The Industrial partner
for Phase B2 was Thales Alenia Space Italia S.p.A and
Airbus Defence and Space S.A.S. This work defined the
requirements and the architecture of the CIL as well as
providing a Life Cycle Cost estimate for the CIL.
OCCAR has provided day-to-day management of
the MUSIS Programme with a lean structured team
located in the Central Office Bonn, supported as
necessary with technical expertise from the two
Participating States.
Looking towards the future
The subsequent Programme Phases for MUSIS now
await the Participating States and any other States
wishing to join the Programme to consider the output
from the Definition Phase and agree on a plan to take
the work into Development and beyond, with the
potential that the CIL could enter into service before
the end of the decade.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Definition:
4 M€
2011 - 2016
MUSIS
Results of the Definition phase:
© OCCAR-EA
P-34
PPA –
MULTIROLE OFFSHORE PATROL VESSEL - THE NEXT GENERATION SHIP
The PPA Programme is an innovative multipurpose patrol ship project. It
includes the design, development, production of 10 ships, and the In-Service
Support for ten years.
Marko TOMASSETTI
PPA Programme Manager
PPA ships meet today’s requirements of a modern
Navy in a wide range of operations and scenarios,
fully interoperable with NATO and EU partners but
more versatile than the present generation of ships.
In fact PPA has been conceived since the beginning
with enhanced “dual use” features, able to carry out
traditional military tasks and to operate in support of
Humanitarian or Disaster Relief Assistance Operations
and during peace time (e.g. modular hospital, electrical
power, drinkable water ashore and containers).
Some characteristics deserve a special mention:
very high speed, long endurance, resilience and
seaworthiness, manoeuvrability, modularity, high
level of integration/automation, in other words better
suited to face the challenges of the 21st century.
Furthermore, the environmental footprint will be
smaller than ever, by further reducing the polluting
emissions, and by adopting new generation bio fuel
and electrical propulsion.
Configurations/Capabilities
PPA will be delivered in three configurations with
incremental capabilities:
FULL: able to carry out tasks in all warfare areas
such as anti-air (AAW), anti-surface (ASuW) and
anti submarine warfare (ASW);
LIGHT: with limited warfare capabilities, but
with a high versatility granted by its “fitted for”
configuration, which allows an improvement of
operational capabilities through the installation of
systems and equipment according to the specific
mission to be carried out; and
LIGHT PLUS: similar to ‘light’ but with anti-air
(SAAM-ESD) and enhanced anti-surface warfare
capabilities.
The armament may include a medium range surfaceto-air missile system, a 127/64 mm lightweight gun
for guided long range ammunition, a 76/62 mm
single deck gun for guided ammunition, remote
P-35
control 25 mm guns, heavy and lightweight torpedo
launchers, a towed array sonar and multirole decoy
launchers. The sensor suite includes dual-band air
and surface search-and-tracking radar, and electronic
warfare suite, together with a fire-control system.
The propulsion system is a Combined Diesel and Gas
(CODAG) arrangement, with an electric motor on each
of the two shafts with a controllable-pitch propeller
(CPP) and conventional rudders. Due to a high level
of automation, the PPA will require a crew of only
90, although will have capacity to embark up to 200
personnel.
Integrated Logistic Support and In-Service
Support
The PPA Programme is conceived on a Through Life
Management (TLM) approach. Integrated Logistic
Support and Temporary Support are included in the
Programme since the beginning.
Status of the Programme
In 2015, the PPA Programme was integrated into
OCCAR and the contract became effective. The
PPA
© OCCAR-EA
Programme will deliver the First of Class in light
configuration in 2021, light plus in 2022 and full in
2023.
Combat System and Platform Design and
development;
PPA1, PP2, PPA3, PPA4 and PPA 5 First Steel
Cutting;
PPA1, PP2 and PP3 launching;
PPA1 and PPA2 First sea going;
PPA 1 Combat System and Platform SATs/HATs
completion; and
0 PPA 1 delivery.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Design, Development
Production and
In-Service Support
3,900 M€
Development
and
Production:
2015 - 2025
In-Service Support: 10 years of
Temporary Support after the
delivery of each ship
© OCCAR-EA
© AIRBUS HELICOPTERS
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TIGER – A NEW GENERATION OF HELICOPTERS
Initially planned 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 (FR), Germany (DE), Spain (ES) and
Australia (AU) as an export customer.
Cyril GOUTARD
TIGER Programme Manager
Manufactured by Airbus Helicopters Tiger in Europe,
the TIGER operates in four different versions: HAP for
ES and FR, UHT for DE, HAD for ES and FR and ARH
for AU.
been achieved with the certification and qualification
of HAD Block 1, and the certification of HAD-F Block
2 for FR, enabling the first deliveries of HAD-F in 2013
to FR and HAD-E in 2014 to ES.
Since 2001 the management of the TIGER Programme
has been under the responsibility of OCCAR. ES joined
the Programme in 2004 and AU was integrated as an
export customer with the status of an observer Nation
into the TIGER community in 2009.
With 113 helicopters (HAP, UHT, HAD-F and HAD-E)
already delivered to Nations and a fully combat proven
weapon system, TIGER has fully entered the In-Service
phase. Indeed, after reaching its operational readiness
in 2008, TIGER has been deployed by FR, DE and ES
and used 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,
not only from land but also in challenging weather
and naval conditions.
Originally 184 aircraft had been ordered by the
Participating States. Pursuant to the decisions of DE,
FR and ES to reduce and adapt their fleet, the new
breakdowns are as follows: 68 UHT for DE, 60 HAD for
FR (24 HAD + 36 of the 40 HAP versions retrofitted
to HAD), 18 HAD and 6 HAP for ES. Key targets have
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TIGER
© OCCAR-EA
© AIRBUS HELICOPTERS
The TIGER Programme continuously evolves in order
to face future challenges. In 2016 the MK II project
will start for FR to upgrade the HAD version until
2023. Furthermore, the four Nations are discussing
the technical perimeter of a major mid-life upgrade
(MK III). A MK III architecture study was launched in
July 2015.
The entry of new Nations into the TIGER Programme
also offers new opportunities for the future. OCCAR
aims to enhance the cooperation level with AU to
achieve a better cost sharing, both for ISS and the
MK III midlife upgrade.
PHASES
PROGRAMME COSTS
OVERALL TIMESCALE
Development and
Production
7,300 M€ (Development and
Production including cost
pre-OCCAR legal status)
Development
HAP/UHT:
HAD:
1988 - 2008
2005 - 2014
Production /
Retrofits
HAP/UHT:
HAD:
since 1997
since 2007
In-Service
Support:
since 2007
In-Service Support
440 M€ (In-Service Support)
Only two years after the Programme Decision of FR
and DE in 2007 to commonly manage their ISS tasks,
ES was integrated by signing the related ISS TProgD.
Since then the TIGER has been managed following
a Through Life Management approach, enabling
OCCAR to define during the Development phase and
also for midlife upgrades the support concepts which
are most suitable for a cost efficient management of
the TIGER. Knowing that the ISS phase of a defence
system is its longest and costliest phase, OCCAR’s
main target is to minimise the life cycle costs. The use
of common support to a large extent and the previous
development being based on a common platform is
helping OCCAR to manage the ISS phase in a cost
efficient way.
P-38
4.2 Current Programmes in Integration
Multinational Multirole Tanker Transport Aircraft Fleet (MMF)
Within the Air-to-Air Refuelling Initiative of the
European Defence Agency (EDA) several Nations
have agreed to co-operate in a multinational
Programme. The Multinational Multirole Tanker –
Transport aircraft Fleet to be acquired will provide
additional tanker and transport aircraft capability
in Europe.
to Airbus Defence and Space in June 2015 and the
MMF Acquisition Contract is expected to be signed
in 2016. This contract will cover the acquisition of
the aircraft (3 firm aircraft and options for up to 5
additional) and a 2-year initial In-Service Support.
First aircraft delivery is planned for 2019.
OCCAR-EA is currently managing the Acquisition
Phase of the aircraft on behalf of the NATO Support
and Procurement Organisation (NSPO). NSPA, as
the executive agency of the NSPO, will then manage
their Operation and Sustainment.
The management of the MMF Acquisition Phase by
OCCAR-EA on behalf of NSPO is performed through
a Cooperation Agreement between OCCAR and
NSPO. OCCAR-EA issued a Request for Proposal
European Medium Altitude Long Endurance Remotely Piloted Aircraft System
(European MALE RPAS)
MALE RPAS capability will facilitate international
conflict prevention and crisis management during
all mission phases of an operation. MALE RPAS
will be operated worldwide, both in National and
in coalition contexts, to especially support ISTAR
(Intelligence, Surveillance, Target Acquisition and
Reconnaissance) missions.
On 24 November 2015, the OCCAR Member
States agreed to assign the European MALE
RPAS Programme to OCCAR-EA for management
purposes, for the benefit of France, Germany, Italy
and Spain.
The first step of the Programme is a two-year
Definition Study to define the baseline specifications/design for the future MALE RPAS. The
design-to-cost activity will provide the basis for
full development, affordable to the Participating
States, but maximising operational performance.
The Definition Study includes both a System
Requirement Review (SRR) and a Preliminary Design
Review (PDR) as its second major milestones. The
PDA will demonstrate the quality and fitness for
purpose of the proposed design. This will give the
Participating States full confidence that the full
Development Programme can be launched with
acceptable residual risks.
“Air Traffic Integration” certification of the MALE
RPAS is a key objective of the Programme, and this
represents a significant challange.
Preparation for the next steps (Development and
Production Stages) will be part of the MALE RPAS
Programme Division activities during the second
year of the Definition Study. This will be performed
in close cooperation with Nations. MALE RPAS is a
major long-term business opportunity for OCCAR.
P-39
4.3 International Partner Organisations
European Defence Agency (EDA)
The co-operative relationship covering this complementary approach was formally established in July
2012 on the basis of an Administrative Arrangement
between OCCAR and EDA. More details were agreed in
the “EDA-OCCAR Interface Model” which was reviewed
in 2015.
EDA Chief Executive
and
OCCAR Director,
Signature of
EDA-OCCAR-EA
Interface Document
Issue 2
© OCCAR-EA
The following current activities are being performed
on the basis of the OCCAR-EDA cooperation:
The Multinational Multirole Tanker Transport
Aircraft Fleet (MMF) Project has evolved from the
EDA Initiative on Air-to-Air Refuelling.
Regarding the ESSOR Programme Operational
Capability 1, OCCAR and EDA plan to sign an
Implementing Arrangement under which EDA will
promote the ESSOR products, in particular the
waveform and architecture to create a Europe-wide
user community.
The EDA plays an important role in the development
of future European Defence Capabilities including
the promotion of cooperative armament Programmes
amongst its participating Member States. OCCAR’s
mission is the management of Cooperative Armament
Programmes. Against this background, OCCAR and
EDA consider each other as privileged partners in the
domain of co-operative European Defence Capability
Development. 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). EDA and OCCAR aim at managing common Programmes on a TLM basis. Support
to OCCAR managed Programmes by EDA is also possible.
NATO Support and Procurement Organisation/Agency (NSPO/NSPA)
OCCAR recognises NSPO as a valuable partner for
support to certain OCCAR managed defence systems
in their In-Service phase. To this end, a framework
Memorandum of Understanding (MoU) between NSPO
(NAMSO at the time) and OCCAR was signed in 2005.
For the specific support to individual Programmes,
Service Level Agreements are established between
OCCAR and NSPO. This is currently the case for the
A400M, COBRA and TIGER Programmes.
Tanker Transport Aircraft Fleet (MMF) Project was
signed by OCCAR and NSPO on 21 November 2014.
Under this agreement OCCAR is managing the MMF
Acquisition Phase for the Netherlands, Norway and
Poland within the framework of an NSPO Support
Partnership and the NSPA will be responsible for the
Follow-on Support (FOS) and Operations Phase. This
special cooperation will provide an additional tanker/
transport aircraft capability in Europe.
Whereas OCCAR-EA retains the overall Programme
Management responsibility for the In-Service
phase of these Programmes, NSPA performs
Material Support Activities for OCCAR-EA in the
areas of Spares Procurement, Spares Management,
Warehousing, Depot Level Maintenance contracts and
transportation.
A Cooperation Agreement for the Management of
the Acquisition Phase of the Multinational Multirole
NSPA General
Manager and
OCCAR Director,
NSPA visit to
OCCAR-EA
© OCCAR-EA
© Bundeswehr
5
OCCAR
Corporate Management
P-41
OCCAR-EA has a lean, flexible and modular organisation. Within this frame, Central Office (CO) provides
governance and corporate services to Programmes. Although the OCCAR Programme portfolio has grown
to 11 Programmes plus 2 in integration in 2015, CO resources have basically not changed. However, it is
recognised that the organisation needs to be adapted to effectively manage possible additional Programmes
in the future. Measures are in place to address this.
5.1 Corporate Support Division
Vision
The Corporate Support Division (CSD) provides more than just support. It promotes the image of OCCAR-EA
and advances the quality of life of the staff by delivering the best solutions in the fields of Information and
Communication Technology (ICT), Security and Site Management in an efficient and effective way.
Securing the OCCAR-EA ICT network;
Reviewing the ICT Support by the end of 2016 in order to deliver better services to the Programme Divisions
and CO, including Lan-to-Lan connections with Nations and business partners;
Reviewing and implementing Health and Safety policy and guidance;
Reviewing physical security and procedures for OCCAR-EA sites; and
Adapting/renewing the Financial Management System (FinMaS) due to the end of life of MS Dynamics AX
(04/2018).
5.2 Finance Division
Vision
To support OCCAR-EA being a centre of excellence, the Finance Division (FD) will continue to provide proper
Financial Management of Programmes managed by OCCAR-EA, and support, from a financial perspective, the
integration phase of new Programmes, offering optimal solutions for integration related requirements.
Ensuring successful implementation and ongoing management of IPSAS Accrual Accounting;
Performing better forecasting exercises;
Producing reliable Operational Financial Plans; and
Reviewing finance related processes to better focus on key functions and deal with the increased number of
Programmes.
5. OCCAR Corporate Management
P-42
5.3 Human Resources Division
Vision
The Human Resources Division (HRD) will continue as a centre of excellence in the Human Resources field,
to be held in high esteem by OCCAR-EA staff members for the support and assistance provided to them and
to be recognised by OCCAR-EA senior management and OCCAR Member States for their performance and
achievements.
Reviewing, improving and implementing recruitment and selection processes in order to attract and retain
high quality staff;
Reviewing, improving and implementing policies and processes in order to ensure that OCCAR is seen as an
employer of choice;
Streamlining internal HRD processes in order to maximise the efficiency and effectiveness of staff
resources; and
Continued provision of training opportunities in the latest Programme Management and business
techniques.
5.4 Programme Management Support Division
Vision
PMSD will contribute to OCCAR-EA’s growth by being the driving force for the continuous improvement of
OCCAR-EA’s Programme Management performance and by integrating and starting up new Programmes which
will always be set up according to the best practice Through Life Management (TLM). PMSD will continue to
identify, implement and supervise best practice methods, processes and tools for the OCCAR-EA core business.
Delivery of the TLM Strategic Initiative including continuous improvement of LCC application to OCCAR-EA;
Support of the A400M Global Support Strategy;
Support to the improvement of financial forecasting;
Managing the In-Service Phase of the TIMS project for the A400M Programme;
Ongoing integration of the MMF, European MALE RPAS and ESSOR OC1 Programmes;
Continuous support to the drafting and assurance of new contracts and contract amendments in all
Programmes; and
Upgrade of the new document management system of OCCAR-EA.
P-43
Left and below:
Signature of contracts for FSAF PAAMS and FR/UK
MMCM
© OCCAR-EA
© OCCAR-EA
© OCCAR-EA
Above and right:
Signature of contracts for TIGER and COBRA
© OCCAR-EA
6
Strategic Initiatives
P-45
OCCAR Strategic Initiatives are projects outside the day-to-day operational activities to drive OCCAR’s
performance toward the achievement of its vision and strategic aims.
As the objectives of “Risk Management” have been successfully achieved by the end of 2015 the Strategic
Initiative of former years was closed and is now part of the integrated OCCAR Quality Management System.
For 2016 “Through Life Management” and “Accrual Accounting” will remain as Strategic Initiatives to further
develop OCCARs’ capability.
6.1 Through Life Management
OCCAR-EA Through Life Management (TLM)
Application into Programmes*
Owner
Description/Purpose
Administrative
resources 2016:
Head of PMSD
Further develop the TLM initiative to bring TLM focus to Programme Management
and strategy planning, building on the following strategic activities:
To be covered by
baseline
Administrative
Budget
Ensure a common understanding of TLM throughout OCCAR;
Ensure Life Cycle Cost usage as a decision making tool in all OCCAR Programme
phases;
Evaluate the benefits of a Global Support Strategy using the A400M Programme
for application of the capabilities, methods and tools as appropriate in other
OCCAR Programmes;
Enhance OCCAR capability to place innovative and output based contracts by
exploiting currently existing models in OCCAR Nations;
Develop a Programme dashboard focusing on TLM; and
Identify and promote further best practice TLM methods.
Milestones/Anticipated Progress
29/02/2016: Agree TLM Roadmap with National experts
29/04/2016: Endorse updated Strategic Initiative
31/05/2016: Report on possible application of A400 M Global Support principles in other OCCAR Programmes
30/06/2016: Compile list of National models used in contracts
28/10/2016: Comparative study on National models used in contracts
28/10/2016: Endorsement of definition of OCCAR TLM model and TLM dashboard
* The field of TLM is under active and ongoing consideration. The TLM scope has been updated under provisional status.
It remains subject to the next TLMC and FTPC/TLMC meeting’s discussions.
6.2 Accrual Accounting
Transition to IPSAS
Accrual Accounting Methodology
Owner
Description/Purpose
Administrative
resources 2016:
In line with the decision taken by the BoS following a recommendation made
by the Board of Auditors (BoA), 2015 was the first year for OCCAR to present its
Financial Statement (FS) under IPSAS Accrual Accounting Standards for its activities
performed as Principal (administrative business). For the activities performed as
Agent (operational business), there is no major change in comparison with the
former FSs. New accounting policies and processes have been put in place to apply
accrual accounting from 1st of January 2015. No delays are foreseen at this stage of
the project in issuing the 2015 Financial Statements.
Milestones/Anticipated Progress
31/03/2016: Submission of the 2015 OCCAR FSs to the Board of Auditors (BOA)
30/06/2016: Release of the BOA report on the 2015 OCCAR FSs
To be covered by
baseline
Administrative
Budget
6. Strategic Initiatives
Head of FD
© DGA
7
OCCAR-EA Budget
7. OCCAR-EA Budgets
P-47
7.1 OCCAR-EA Administrative Budget
Chapters
OCCAR-EA Administrative Budget
(at outturn basis, indicative figures for 2017 – 2019 period)
K€
2016*
2017
2018
2019
Chapter 1
Personnel Costs
34,595
35,251
35,506
33,234
9,381
9,394
9,433
9,335
498
447
459
452
44,474
45,092
45,398
43,021
Chapter 2
Recurring Expenditure
Chapter 3
Capital Expenditure
Total
* Status: 20.01.2016
7.2 OCCAR-EA Operational Budget
Programmes
OCCAR-EA Operational Budget
(at outturn basis, indicative figures for 2017 – 2019 period)
K € (VAT included)
2016*
2017
2018
2019
1,320,543
2,402,868
2,810,870
1,894,291
BOXER
175,734
157,024
114,164
179,538
COBRA
11,912
10,444
17,729
0
ESSOR
0
0
0
0
FREMM
664,536
696,977
551,312
647,993
FSAF-PAAMS
159,732
172,083
54,339
0
LSS
71,112
112,106
66,589
41,613
MMCM
11,825
0
0
0
MUSIS
0
7,191
10,787
7,191
77,697
229,521
496,631
499,650
TIGER
615,177
670,574
522,281
482,612
Total
3,108,268
4,458,788
4,644,702
3,752,888
A400M
PPA
* Status: 20.01.2016
Overhead Ratio: Administrative Budget vs. Operational Budget (2016)
1.43%
Operational Budget
7. OCCAR-EA Budgets
Administrative Budget
Annex
Annex
© OCCAR-EA
P-49
Annex–A KPI Summary Sheet
Section 1: Programme Management KPIs
Key Performance
Indicators
Result
Result
2014
2015
Key Targets
2015
2016
2017
2018
2019
≤1.0
month
≤1.0
month
≤1.0
month
≤1.0
month
≤1.0
month
Customer Perspective
C1.1 Predicted average
Programme In-year Slippage
1.20
month
0.67
month
KPI C1.1measures the performance of the Programmes against their Schedule High Level Objectives during the year.
C1.2 Predicted Achievement
of Systems’ Performance
95.52%
94.22%
95%
95%
95%
95%
95%
KPI C1.2measures the performance of the Programmes against their Systems’ Performance High Level Objectives.
C1.3 Programme forecast cost vs Programme
Decision max.Financial Commitment
99.20%
93.87%
≤100%
≤100%
≤100%
≤100%
≤100%
KPI C1.3measures the performance of the Programmes against their financial commitments in the Programme Decisions.
C1.4 Achievement of ISS targets
100.00%
96.00%
96%
96%
96%
96%
96%
85%
85%
85%
KPI C1.4measures the achievement of the specific ISS targets (currently only applied to COBRA).
C1.5 Risk Management
Compliance and Application
80.00%
85.00%
80%
85%
KPI C1.5measures the average risk management performance level of OCCAR-EA compared to the « Systematic » level.
C2.1 Programme Integration– OCCAREA Operational Budget versus total
European cooperative Defence Equipment
Procurement
60.48%
60.48%
35%
40%
45%
45%
45%
82%
82%
82%
KPI C2.1measures the OCCAR share within the European Cooperative Equipment Procurement.
C3.1 Customer Satisfaction
82.61%
82.30%
80%
82%
KPI C3.1measures the Member/Participating States’ satisfaction with services provided by OCCAR-EA.
Financial Perspective
F4.1Efficiency
n/a
n/a
n/a
n/a
n/a
n/a
n/a
-7.27%
-5.35%
<0%
<0%
<0%
<0%
<0%
KPI F4.1is under development in 2016.
F5.1 OCCAR-EA Administrative Budget Final
Outturn versus approved Budget
KPI F5.1measures the delta between the administrative forecast of outturn (during the year) or final outturn (end of the year) and the approved administrative budget .
F5.2 OCCAR-EA Administrative Budget Final
Outturn versus 2nd Forecast of Outturn
-3.76%
-1.66%
±2%
±2%
±2%
±2%
±2%
0%
-15%
0%
-15%
0%
-15%
KPI F5.2measures the delta between the administrative expenses and the May forecasts of outturn.
F5.3 OCCAR-EA Operational Budget Final
Outturn versus approved Budget
-34.33%
-36.18%
0%
-15%
0%
-15%
KPI F5.3measures the delta between the operational forecast of outturn (during the year) or final outturn (end of the year) and the approved operational budgets.
F5.4 OCCAR-EA Operational Budget Final
Outturn versus 2nd Forecast of Outturn
-18.47%
-15.79%
±5%
±5%
±5%
±5%
±5%
Annex
KPI F5.4measures the delta between the operational expenses and the May forecasts of outturn.
P-50
Section 2: OCCAR-EA Internal Management KPIs
Key Performance
Indicators
Result
Result
2014
2015
Key Targets
2015
2016
2017
2018
2019
80%
80%
85%
90%
90%
Internal Process Perspective
I7.1 Obsolescence Management Maturity
83.00%
84.00%
KPI I7.1 measures the average obsolescence management performance level of OCCAR-EA compared to the « Systematic » level.
I7.2 Corporate Management Effectiveness
n/a
91,45%
90%
90%
90%
90%
90%
KPI I7.2 measures the timely closure of corporate actions, the progress on strategic initiatives and improvement activities.
I7.3 Percentage of Life Cycle Cost usage by
OCCAR-EA Programmes
100.00%
71.00%
100%
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. The target decrease is due to a new definition which has been applied for 2016 onwards.
I8.1 OCCAR-EA manning level
99.57% 100.00%
95%
95%
95%
95%
95%
90%
90%
81%
81%
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
87.60%
88.40%
82%
85%
85%
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
81.70%
83.30%
81%
81%
81%
KPI L9.1measures 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
76.02%
77.85%
82%
82%
85%
85%
90%
KPI L9.3measures the average information management performance level of OCCAR-EA compared to the « Systematic » level.
L9.4 Staff Integration
95.30%
98.91%
95%
95%
95%
95%
95%
KPI L9.4measures the ratio of OCCAR-EA staff members having expressed a very good, good or satisfying opinion on the staff
integration process.
Annex
P-51
Annex–B Glossary of Terms
B
L
BDSPRO
Business Development, Strategy, Planning and Reporting Office
BEBelgium
BoS
Board of Supervisors
BSC
Balanced Scorecard
LCC
LSS
C
Central Office
Common Interoperability Layer
D
EDA
European Defence Agency
ESSpain
EU
European Union
P
F
FC
Finance Committee
FD
Finance Division
FIFinland
FinMaS
Financial Management System
FOS
Follow-on Support
FRFrance
FR/UK
MMCM France/United Kingdom Maritime Mine Counter Measures
FTPC
Future Tasks and Policy Committee
G
Q
Quality Management System
R
Global Balance
RM
H
Risk Management
S
High Level Objective
Human Resources Division
SC
SLA
I
ICT
Information and Communication Technology
ILS
Integrated Logistic Support
ISO
International Organisation for Standardisation
ISS
In-Service Support
ITItaly
KPI
PB
Programme Board
PC
Programme Committee
PD
Programme Division
PLPoland
PMSD
Programme Management Support
Division
PPA
Multipurpose Patrol Ship
PPP
Public-Private Partnership
ProgD
Programme Decision
QMS
Security Committee
Service Level Agreement
T
TDP
Technology Demonstrator Programme
TLM
Through Life Management
TLMC
Through Life Management Committee
TUTurkey
U
UK
K
Medium Altitude Long Endurance Unmanned Aircraft System
Mid Life Update
Multinational Multirole Tanker Transport Aircraft Fleet
Ministry of Defence
Memorandum of Understanding
NATO
North Atlantic Treaty Organisation
NLNetherlands
NSPO/NSPA NATO Support and Procurement Organisation/Agency
E
HLO
HRD
MALE UAS
MLU
MMF
MoD
MoU
N
DEGermany
GB
M
United Kingdom
Key Performance Indicator
Annex
CO
CIL
CSD
Life Cycle Cost
Logistic Support Ship
Address
OCCAR-EA
Godesberger Allee 140
53175 Bonn • Germany
Phone
Office: +49 (0) 228 5502-0
Fax: +49 (0) 228 5502-100
Web
questions@occar.int
www.occar.int

OCCAR Business Plan 2016

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