occar business plan 2022

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Seven questions with the head of international arms manager OCCAR

STUTTGART, Germany — Since its founding in 2001, the Organisation for Joint Armament Co-operation has managed more than a dozen joint defense programs for its six member nations — Belgium, France, Germany, Italy, Spain and the United Kingdom — as well as several nonmember participating states.

Although the the customers of those programs all include European nations, OCCAR is an international entity. It functions independent of other institutions, such as NATO and the European Union.

Notably, OCCAR manages a €6 billion (U.S. $7 billion) defense program portfolio that includes the A400M airlifter, the FREMM multi-mission frigate and the MAST-F air-to-ground tactical missile.

Joachim Sucker, who directs the organization, shared his vision for OCCAR and information about several program updates in a recent interview with Defense News. Sucker took on the leadership role in February. He previously held senior positions at the German Defence Ministry beginning in 2014, and was most recently responsible for the technical supervision of all air domain armament projects there.

This interview was edited for length and clarity.

What is OCCAR’s purpose? How do nations benefit from using OCCAR as a contract manager?

OCCAR was founded with a mission to manage complex, cooperative defense equipment programs throughout their life cycle. France, Germany, Italy and the United Kingdom established OCCAR on the basis of a treaty known as the OCCAR Convention, which was ratified in 2001, giving OCCAR its legal status as an independent international organization. Belgium and Spain joined OCCAR, respectively, in 2003 and 2005.

The core business of OCCAR is to deliver defense capabilities to nations through cooperation in a cost-efficient way. OCCAR’s structure also allows other nations to participate on equal terms as the member states in specific OCCAR programs, as long as they accept its rules and regulations. Currently, eight additional nations participate in our programs: Australia, Luxembourg, the Netherlands, Sweden, Finland, Poland, Lithuania and Turkey.

For over 20 years we have had a successful track record in managing complex, cooperative programs. OCCAR is more than a procurement agency, as our focus is the program stages of development and production, rather than buying off-the-shelf equipment. Nations, through our business model, guide OCCAR and stay in control of whatever actions we undertake.

Joachim Sucker became OCCAR director in February 2023. (OCCAR photo)

What are the criteria for OCCAR to serve as an armament program manager? Are there limits to the size and scope of the desired capability, program cost, timespan or partners?

OCCAR is flexible in terms of participants, size and scope of a program, cost and time scale. It is up to the program-participating states to decide on what they want OCCAR to do and how they want OCCAR to do it. Our strength is our flexibility.

Our portfolio is composed of programs in all domains — air, land, sea, space and cyberspace — and although we focus on complex programs such as the A400M, frigates or armored vehicles, we are enabled to manage less complex programs as well, for instance our Night Vision Capability program.

When might it be better for a joint program to use internal defense management agencies rather than OCCAR?

That decision depends on the nations’ will to cooperate and compromise. What we offer to nations is a choice — a chance to cooperate — and we endeavor to be a center of excellence, ensuring that OCCAR is the optimum choice available.

Since you took over as OCCAR director, what have been your goals and agenda?

OCCAR can look back at more than 20 years of success. I took over a well-positioned organization, but we must not rest on our laurels.

My main focus will be in two areas. Firstly, I will continue to promote OCCAR as a center of excellence for managing complex and cooperative armaments programs within Europe and abroad. We are doing this through the establishment of cooperation agreements with more and more countries. This allows us to integrate new programs with more partner states into OCCAR at short notice.

Secondly, I want to accelerate our continuous improvement. We are facing an increased level of digitalization, which offers great opportunities for our processes and cooperation with nations and industries. This enables OCCAR to manage an increasing number of programs, but we have to adapt our organization to these new needs. Our ambition is to always apply the latest methods and approaches for managing defense equipment programs.

How have Russia’s invasion of Ukraine, global inflation and ongoing global supply chain challenges affected OCCAR´s portfolio?

As for many players in the defense industry, finding reliable supply chains has become more challenging in recent years. The COVID-19 pandemic revealed weaknesses in the global supply chain of our programs.

OCCAR’s portfolio has been impacted less than others, as the supply chain of our programs relies more on local, or participating, states than on global suppliers.

You currently manage 18 programs with a total operational budget this year of about €6 billion. What major milestones are ahead for larger projects, specifically the Eurodrone medium-altitude, long-endurance remotely piloted aircraft system; the Boxer armored vehicle; and the Tiger MkIII helicopter modernization efforts?

The Eurodrone MALE RPAS contract began March 1, 2022. Since then, a number of significant events were achieved. The program moves forward at a very fast pace, with the next big milestone being the preliminary design review scheduled at the end of 2023. The program is a clear example of successful European cooperation at both the political and industrial levels. MALE RPAS will provide to its participating states, for the first time, full sovereignty in a capability of this type.

Regarding the Boxer program, the knowledge transfer from German to U.K. production lines continues, while vehicle production has begun at both U.K. sites. Furthermore, we are focusing on retrofit activities for the Netherlands, deliveries for Lithuania and new developments for Germany.

OCCAR’s focus for the Tiger helicopters lies in supporting nations to achieve the highest operational readiness possible. Our main priorities are, firstly, to tailor the in-service support contractual scheme to nations’ needs; and secondly, in minimizing the impact of a number of important obsolescence cases. OCCAR continuously works to maintain the effectiveness of the Tiger helicopter fleets by updating the configuration and upgrading capabilities.

What plans exist to take over additional programs in the near future? What is still to be done before OCCAR formally takes over the facilitation and management of those programs?

We are constantly integrating new programs and expect a total of 25 programs by early 2024, and further increases to this number in the years thereafter.

We are currently integrating eight new programs, five of which are related to the European Defence Fund. We are also working on the integration of non-EDF programs, such as the “wide wet gap” crossing capability for the U.K. and Germany, and a four-wheel drive armored vehicle for France and Belgium.

Our integration process covers agreements between nations, agreements between nations and OCCAR, and contracts between OCCAR and industry. In the case of EDF projects, there is also a need for an agreement between the European Commission and OCCAR. We are continuously working with our partners to jointly facilitate the integration and management of future cooperative armament programs.

Vivienne Machi is a reporter based in Stuttgart, Germany, contributing to Defense News' European coverage. She previously reported for National Defense Magazine, Defense Daily, Via Satellite, Foreign Policy and the Dayton Daily News. She was named the Defence Media Awards' best young defense journalist in 2020.

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OCCAR Business Plan 2021 Organisation Conjointe De Coopération En Matière D’Armement

OCCAR Business Plan 2021 Organisation Conjointe de Coopération en matière d’ARmement www.occar.int

Locations of OCCAR Sites:

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

OCCAR Business Plan 2021 P-03

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 09 3.1.1 Mission 09 3.1.2 Vision 09 3.1.3 Values 09 3.2 OCCAR Quality Policy 10 3.3 OCCAR Strategy 11 3.3.1 Strategic Aims 11 3.3.2 Strategic Directives for OCCAR’s operations 12 3.3.3 Overview of potential new OCCAR Business Areas 14 3.4 OCCAR Organisation in 2021 15

4 OCCAR Programmes 16 4.1 The Programmes managed by OCCAR in 2021 18 4.2 International Partner Organisations 50

5 OCCAR Corporate Management 52 5.1 Corporate Support Division 53 5.2 Finance Division 54 5.3 Human Resources Division 54 5.4 Programme Management Support Division 55

6 OCCAR-EA Budgets 56 6.1 OCCAR-EA Administrative Budget 57 6.2 OCCAR-EA Operational Budget 57

7 Annexes 58

A – KPI Summary Sheet 60 B – Glossary of Terms 62

OCCAR Business Plan 2021 P-04 11. Foreword by BoS Chairman Introduction on behalf of the OCCAR Board of Supervisors

come from acting together” , making it essential that nations fully exploit every opportunity to strengthen alliances and build enduring partnerships.

Despite the shadow of COVID, 2020 was a year of significant achievement for OCCAR. The procurement of a driver vision system for the German BOXER fleet and reaching the production phase for the Maritime Mine Counter Measures (MMCM) project are just 2 examples of the major milestones that were delivered. Maintaining such momentum in the face of travel restrictions could only be achieved through strong leadership and the agility of OCCAR, quick to reconfigure and adapt to virtual meetings and ensure the necessary engagement with stakeholders to keep things moving forward, with timely decision making. The Board of Supervisors would like to thank the Director and his organisation for OCCAR’s

© U.K. Defence Staff ongoing response which showed professionalism and determination to “adapt and overcome”. VAdm Rick THOMPSON BoS Chairman 2021 2020 also re-emphasised the need for OCCAR and our international partnerships to continue to tackle common threats to our security, which must include As we continue to battle the COVID-19 pandemic and areas of ‘sub-threshold’ conflict such as cyber security, other global challenges such as climate change, the information warfare and supply chain resilience. benefits of multinational organisations such as OCCAR We must remain vigilant, with OCCAR maintaining to champion our shared interests and common values and developing its links with other European and are becoming increasingly stark. In the words of Sir international institutions such as the European David Attenborough, “[our mutual security] must Defence Agency (EDA) and NATO.

OCCAR Business Plan 2021 P-5 1. Foreword by BoS Chairman by 1. Foreword

Whilst the UK has left the EU, it remains intrinsically the signing of the OCCAR Convention there were linked to Europe through our shared cultural, history only four nations and six programmes. Now there and strategic interests. Sustaining and strengthening are 6 member nations working in partnership with these links makes the work of OCCAR, and other such other participating states and 16 major programmes, organisations, increasingly important. As a founder with more in the pipeline; a further testament to the member of OCCAR, the UK’s commitment to the enduring partnerships of international armament organisation and its guiding principles remain as cooperation. Happy birthday OCCAR. resolute as ever!

2021 will also be another important year for OCCAR in considering how it conducts business in the future. Large and complex programmes on the scale of A400M or BOXER do not come around often, and as economic pressures on Member Nations’ budgets continue to grow, Defence Ministry’s need to explore every opportunity for doing more with less, constantly driving down costs and increasing efficiency. To that end, OCCAR must continue to consider how best to support its members when integrating smaller programmes, for our mutual benefit. It will also be vital to ensure that European defence remains globally competitive and outward facing, with its industries and technological base driving innovation and delivering the capabilities members needs for their security. In this, OCCAR undoubtedly has a vital role to play.

This year also marks a historical milestone for OCCAR, th which is now celebrating its 20 year since attaining VAdm Rick Thompson, its Legal Status in January 2001. Three years after BoS Chairman 2021

OCCAR Business Plan 2021 P-6

22. Foreword by the OCCAR Director Foreword by the OCCAR Director

support to the Programmes. The Corporate Support Division (CSD) will ensure robust ICT, that enables effective Working from Home and improve our site facilities. Finance Division (FD) will take care of all financial operations. Finally, Human Resources Division (HRD) will continue to lead on the never- ending recruitment processes, along with all other staff related services.

In spite of the difficulties, 2020 was marked by several successful programme deliveries including TIGER, MMF and FREMM, contract amendment awards (MMF, PPA, BOXER, MUSIS) or new contracts such as ones related to FREMM R&T projects or COBRA MLU.

In 2021, from a Programme related perspective, OCCAR-EA will continue to expand its activities. Specifically, OCCAR-EA aims to sign the MALE RPAS

© OCCAR-EA Stage 2 Global Contract following the agreement in 2020 for a negotiated contract. Similarly, tough Matteo BISCEGLIA negotiations with the TIGER MKIII contractors will OCCAR Director continue to progress. For both programmes, contract signatures are expected after completion of national staffing. It is with great pleasure that I again write the foreword A400M PD is continuing negotiations to define the for the Business Plan 2021 as OCCAR-EA Director. Future Engine Support Contract (FESC) by the end of The year 2020 was marked around the world by 2021 and is also working with industries to resolve a the outbreak of the coronavirus pandemic, which number of issues, whilst ensuring the continuation of profoundly affected the functioning of our societies. aircraft deliveries. OCCAR-EA was not spared, but the proactive actions In respect of new business opportunities that enable we took, ensured both business continuity and the the growth of OCCAR. 2020 saw OCCAR successfully health and safety of all of our staff. integrate the Night Vision Capability (NVC) 2021 will also be a challenging year. However, OCCAR- programme. Currently the PD, located in Bonn, is EA’s Central Office will continue to ensure that day- managing the tender process for the supply of Night to-day work is performed seamlessly, with Programme Vision Goggles, with contract award scheduled for Management and Support Division (PMSD) providing mid-2021. Additionally, the integration of MAST-F into

OCCAR Business Plan 2021 P-7

OCCAR was successfully achieved with the signatures With the European Union, a major step forward was of both the ProgD and contract in December. taken in 2020 with signature of two Contribution Agreements for the co-financing of the ESSOR Looking to the future, OCCAR’s current portfolio of and MALE RPAS Programmes (as part of EDIDP). managed Programmes continues to flourish. Next steps on this are to put in place related Grant For the Maritime Mine Counter Measures (MMCM) Agreements to be signed in mid-2021. Programme, the production stage (Stage II) OCCAR considers EDIDP as the springboard for further progressed rapidly, and the formal ProgD and cooperation through the European Defence Fund subsequent contract, for both France and the UK (EDF). We are also looking positively at the integration were signed in 2020. For 2021, OCCAR-EA will launch of a number of PESCO projects (such as REACT and

MMCM’s primary system acceptance and delivery, a Director the OCCAR by 2. Foreword OPTISSE), for which discussions are ongoing. national training phase, progression of the Stage II Production Contract and placement of the UK Stage From an internal perspective, other challenges for II ISS Contract. OCCAR in 2021 will be the reorganisation of Central Office, the creation of the Small Programmes PD, the FSAF-PAAMS PD is active on two fronts. Firstly, the selection tender of the new building for the A400M continued support of the delivered systems, with PD relocation to Madrid in 2022, and finally, but the upcoming third ISS follow on support contracts no less significantly, the ERP project, with the new in preparation. Secondly, on the Sustainment & corporate tool to be launched in January 2022. Enhancement (S&E) contracts that ensure long-term supportability through the Mid-Life-Upgrade of the 2021 will also be the year where we celebrate the munitions and the new French/Italian SAMP/T New 20th anniversary of the achievement of OCCAR’s legal Generation (NG) system, with contract signature status (established in 2001) through the Convention’s expected in 2021. ratification by the Parliaments of our founding Member States. It will be a significant moment, ESSOR in 2020 saw Germany join the programme, and allowing OCCAR to take stock of its successes and the may be joined by both Sweden and Belgium in 2021, future challenges for the organisation. who have both expressed real interest in signing the Framework MoU. All these activities enable our customers to entrust OCCAR with an increasing portfolio of critical End 2020 and early 2021 the Italian U212 Near Future capability programmes. We now deliver a portfolio Submarine (NFS) was integrated into OCCAR with the of over 78 Bn, which will steadily increase as new signature of the Programme Decision and the award programmes are integrated. We retain a very lean of the contract to industry. Staff was hired and the structure, representing an administrative cost new Programme Division co-located with PPA will overhead of just 1.6% of our programme budget, begin operation April 2021. which is very low when compared to equivalent Integration of the Light Weight Torpedo Programme organisations. continues to progress, with discussions ongoing I am therefore certain that OCCAR will continue to on selection of the most effective programme maintain its reputation for flexibility and adaptability. management structure. Related to this, an OCCAR– Everyone is of course, hoping that 2021 will see a Australia Framework Agreement was signed in resumption of normality, but I want to assure our February 2021 and will enter into force after Member States, customers and industry that OCCAR Australian ratification, confirming OCCAR openness will continue to deliver, even under these challenging to non-European Nations. circumstances. OCCAR-EA will also maintain close cooperation with our various partners. We continue our cooperation with NSPA for the support and spares provision for the A400M, TIGER and COBRA programmes and the management of MMF.

We will strengthen our important relationship with the EDA, especially through the new Coordinated Matteo Bisceglia January 2021 Annual Review on Defence (CARD) process.

OCCAR Business Plan 2021 3

OCCAR at a glance P-9

3.1 Mission, Vision and Values Statement

3.1.1 Mission

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

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

Customer relationship Best of Class

To excel in providing personalised service and building To excel in delivering effective Programme long-term relationships with European Defence Management services, in terms of schedule, cost and stakeholders. system performance.

3.1.3 Values

Belief in Europe’s future Cultural diversity a glance at 3. OCCAR

We are committed to OCCAR’s fundamental role in We recognise and use the different cultures, skills and establishing a customer focused European defence experiences of our staff and customers as drivers for equipment acquisition capability. innovation and continual improvement.

Professionalism, teamwork and positive Integrity attitude towards change We are committed to the highest standards of integrity We believe that these are the essential values for the in dealing with Nations’ financial resources, assets achievement of excellence. and defence systems.

OCCAR Business Plan 2021 P-10

3.2 OCCAR Quality Policy

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

OCCAR-EA aims to achieve OCCAR’s Mission, Vision and Values by maintaining a Quality Management System (QMS) that complies with the ISO 9001 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 Quality Management System reflects its Business Management System.

The OCCAR-EA Quality Policy is strongly driven by the following management principles and behaviours:

Focus on our customers to identify and meet their needs and expectations in balance with contractor, regulatory and statutory requirements. Focus on leadership by basing our decisions on the systematic analysis of Programme data and facts and figures, derived from measurements of our processes and our deliverables. Focus on excellence by applying and continually improving our Quality Management System. 3. OCCAR at a glance 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 review our processes and objectives periodically, taking into account emerging customer requirements, new management techniques, technological opportunities and learning from experience.

Focus on people by involving our staff in decision-making processes, utilising their knowledge and experience.

Focus on processes and performance.

We strive to define and carry out our processes in the most efficient and effective way. In pursuing our vision of excellence, we aim to adopt best practices. We will adopt a system approach to management by seeking to integrate modern business concepts and tools in an innovative and pragmatic way.

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

The OCCAR-EA Quality Management System 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 Quality Policy will be reviewed for suitability to ensure compatibility with the strategic direction and context of OCCAR.

OCCAR Business Plan 2021 P-11

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.

Be first choice for European Customers Improve Programmes Enhance Programme awareness of Become armament delivery OCCAR business organisation of choice effectiveness model and benefits C C2

Ensure Provide Financial efficient effective planning a glance at 3. OCCAR use of and management Provide best resources of funds value for money F F4 F5

Improve Programme* Internal Processes Improve management Improve corporate capability corporate Achieve operational governance support excellence I I7 I6 I8

Innovate; Learning and Growth develop competencies; Prepare future empower staff challenges L L9

* Including Technical Demonstrator Programmes (TDPs).

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. To this end, transparency is key to promote accountability and to allow Member States and non-Member Participating States to assess the efficiency of services provided by OCCAR-Executive Administration (EA). In connection with the review of the Strategic Aims, the validity of the KPI set up was also reviewed in 2018 and 2019. Recent KPI results at Corporate level and targets for future years are shown at Annex A.

OCCAR Business Plan 2021 P-12

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 all types of armament Programmes across all phases of the Defence System Life Cycle for the benefit of the Programme Participating States. 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 in order to comply with 3. OCCAR at a glance the aims of the Convention, and its Mission and Vision. Therefore, OCCAR:

applies ISO 9001 as the international standard for Quality Management 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;

implemented an independant Internal Audit Office (IAO) in order to strenghten internal controls.

Advancement

OCCAR-EA will monitor evolving cooperative armament opportunities, in coordination with the Ministries of Defence of the OCCAR Member States, 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 Participating States 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 and thus avoiding duplication wherever possible. OCCAR will remain an independent organisation in order to preserve its unique capabilities for the benefit of its Member States and non-Member Participating States.

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

The “capability window” of the European Defence Fund (EDF) proposed by the European Commission (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

OCCAR Business Plan 2021 P-13

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 and the OCCAR MALE RPAS and ESSOR Programmes have been identified for direct awards, thereupon two Contribution Agreements between EC and OCCAR have been signed.

In this context, OCCAR is preparing to manage the EDIDP competitive calls Projects. Spain has formally asked OCCAR to explore options to manage Responsive Electronic Attack for Cooperation Tasks (REACT) and OPTIcal payload for Small Satellites for defencE (OPTISSE) on behalf of the PESCO Participating States. These programmes are the following:

The REACT project aims at providing a design for Air Electronic Attack Capability (AEAC) and allowing European Union air forces to conduct operations in a contested anti-access/area denial (A2/AD) environment. Ultimately, this capability will be developed in form of PODs (mainly for ESCORT operations) and on board unmanned combat aerial vehicles.

The OPTISSE project will perform a feasibility study and a preliminary design of innovative technologies for a cost-effective high-performance Earth Observation payload for small satellites. The technologies include a multispectral and miniaturised optical imager with very high resolution, image processing algorithms, a satellite subsystem for features tracking and a satellite subsystem for high-rate data transmission.

The ”capability window” of the EDF constitutes an opportunity for OCCAR to offer to an enlarged number of Nations its unique capabilities, especially in the long term. OCCAR Member States and OCCAR-EA will work in this direction with the European institutions, including the EDA. a glance at 3. OCCAR

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 Member States and/or with Non-Member States, or through the EDA, EC or other international organisations; To position OCCAR within the frame of the EDIDP and EDF;

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

OCCAR Bonn Premises

OCCAR Business Plan 2021 P-14

3.3.3 Overview of potential new OCCAR Business Areas

LWT MU90 – Light Weight Torpedo 3. OCCAR at a glance The LWT Programme covers In-Service Support (ISS) for the MU90 torpedoes the Participating States currently have in service.

The Board of Supervisors signed the Programme The establishment of a Programme Division for the Management Authorisation (PMA) for this new management of the Programme; Programme on 3 August 2020. Following signature of the The preparation of the Programme contract award. PMA, OCCAR-EA established a Programme Integration Team (PIT) for the management of all activities related to the integration of this Programme into OCCAR. The main outcomes of the integration phase will be: Main activities 2021: The Programme Decision signed by the Participating 0 Conduct Integration of the LWT Programme States, which formally assigns the Programme to OCCAR and, inter alia, establishes the High Level Objectives for the management of the Programme by OCCAR;

PHASES PROGRAMME COSTS OVERALL TIMESCALE

ISS To be determined To be determined

Participating States: Observer State:

OCCAR Business Plan 2021 P-15

3.4 OCCAR Organisation in 2021

Board of Programme Supervisors Boards

Future Tasks & Finance Security Programme Policy Committee Committee Committee Committees

Internal Audit Legal Office OCCAR-EA Director Adviser [Bonn] [OCCAR-EA] Directorate OCCAR-EA LSS A400M Deputy Director & QMR [La Spezia] [Toulouse] 3. OCCAR at a glance at 3. OCCAR MALE RPAS BOXER Executive Adviser/Assistant [Munich] [Bonn]

MMCM COBRA [Paris] [Bonn]

OCCAR Central Office (CO) (CO) Office Central OCCAR Quality Management Office MMF ESSOR [Bonn] [Bonn] Business Development,Strategy, Planning and Reporting Office OCCAR Programmes/Sites OCCAR PPA FREMM OCCAR Executive Administration Administration Executive OCCAR [Rome] [Paris] Corporate Support Division TIGER FSAF-PAAMS Finance Division [Bonn] [Paris]

Human Resources Division MUSIS NVC [Bonn] [Bonn] Programme Management Support Division MAST-F U212 NFS [Paris] [Rome]

For 2021, the Chairmanships for both the FTPC and BoS have been transferred from Italy to the United Kingdom .

OCCAR Business Plan 2021 4 © OCCAR-EA

OCCAR Programmes P-17

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.

The setup of OCCAR managed Programmes in 2021 is shown in the table below.

Participants Member States Non-Member States Other BE DE ES FR IT UK AU BR FI LT NL PL SE TU NSPO A400M X 1 X X X X X 6 BOXER X X X2 X X 5 COBRA X X 2 ESSOR X X X X X XX3 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 MMF X4 1 MUSIS X X 2 PPA X 1 TIGER XXX 3 NVC XX 2

MAST-F X 1 Programmes 4. OCCAR LWT5 XXXX2 4 U212 NFS X 1

Number of 2 8 4 12 9 4 2 1 1 1 1 1 1 1 1 Programmes

1 BE represents LU in all aspects pertaining to their participation in the A400M Programme; 2 Observer status; 3 SE was an ESSOR PS in ESSOR Phase 1. As such, SE 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.

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4.1 The Programmes managed by OCCAR in 2021

© Airbus Defence and Space 4. OCCAR Programmes A400M – A TACTICAL AND STRATEGIC AIRLIFTER

The A400M meets the need for an efficient, versatile transport aircraft for today’s © OCCAR-EA 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

Gary PALMER A400M Programme Manager

The A400M is a new design tailored to meet the 2019, resulting in a significant contract amendment, customers’ needs, and is at the forefront of developments which allows the Programme to move forward on a firm in new technology for large aircraft. The Programme footing. This is a significant event in the history of the was officially launched and integrated into OCCAR in Programme as it re-baselines the A400M Programme, May 2003 with 6 Participating States: Belgium (also reflecting the amended development, production and representing Luxembourg), France, Germany, Spain, retrofit plans. Turkey and the United Kingdom. The prime contractor 2020 brought a step-change in the AC capabilities is Airbus Military Sociedad Limitada (AMSL). available to Nations, with the achievement of The first flight was in December 2009 and the first New Standard Operating Capability 2 (NSOC2), delivery was in August 2013 to France. As at the end incorporating extended delivery capabilities, e.g. of 2020, 98 aircraft (incl. 4 for Malaysia as first export delivery of loads by gravity and extraction; enhanced customer) have been delivered. With the first deliveries DASS capability; improved tactical operations and (entry into service) to Belgium & Luxembourg having improved Flight Management System functionality. taken place in 2020, all Nations are now operating the The next AC standard (NSOC2.5) will be achieved by A400M. mid-2021, bringing further capabilities to the User.

As a result of delays in achieving some of the planned Logistic Support activities are fully integrated in the tactical capabilities, and delays to the production Development and Production Phase contract and schedule, the Programme was re-baselined in June In-Service Support solutions are in place for France,

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A400M Germany, United Kingdom, Turkey, Belgium and Spain.

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 Arrangement and a parallel Programme Decision covering the Global Support Solution were signed in 2016. This Global Support Solution 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, signed in 2016, is based on cooperation between France, United Kingdom and HAAR © DGA Spain. The contract for Global Support Step 2, signed in June 2019, provides a range of support service for all Main activities 2021: Nations, through to 2023. Production ramp down; The long-term aircraft Retrofit strategy has been Completion of development activities; established based on a 2-step Retrofit campaign; Step- Ramp up of Retrofit Step-2 activities; 1 of the campaign was completed in December 2020, Further progress in capability delivery (Aerial with the final AC handed back to the Customer Nation; Delivery, Electronic Warfare); the Step 2 campaign commenced in July 2020 and is Continuation of the Retrofit activities (Step-2); scheduled to update all AC to SOC3 standard by 2027. Engine Global Support Contract is expected to deliver further progress towards Engine Support A400M is attracting interest from potential customers Programmes 4. OCCAR Cost reduction; around the world and the first export contract since the start of serial production is anticipated in the short to Interim Future Development activities; medium term. Relocation plan to Madrid to be further developed.

The A400M User Forum did not take place in 2020 due Looking towards 2022+: to COVID19. However, this is expected to take place again in Autumn 2021, bringing together the end users Relocation to Madrid; from the Participating States, export customer, as well Export ramp up; as OCCAR-EA and Industry. Activities on Future Development phase (TBC).

Development, Production and Initial Support: 22,182 M€ 2003 – 2030

In-Service Support: 37,000 M€ 2013 onwards (LCC total estimation)

Participating States:

OCCAR Business Plan 2021 P-20 © OCCAR-EA Lithuanian BOXER

BOXER – THE NEXT GENERATION OF MULTI ROLE ARMOURED VEHICLES 4. OCCAR Programmes

© OCCAR-EA 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 around 30 years.

Regine FRIEDBERGER BOXER Programme Manager

The BOXER Programme provides the German, management of the development contract. In 2004 the Netherlands, Lithuanian and the United Kingdom United Kingdom left the Programme. Several BOXER Armies with a new generation of all terrain armoured prototypes were built and an extensive qualification utility vehicles on the basis of balanced capabilities of Programme for the various vehicle types started. The transport capacity, mobility, protection, survivability, development phase was executed by ARTEC GmbH – a growth potential and efficient Life Cycle Costs. consortium now formed by Krauss Maffei Wegmann, Rheinmetall MAN Military Vehicles and Rheinmetall BOXER can operate in high intensity conflict, in Defence Netherlands. rapid reaction peace support and in humanitarian operations worldwide, offering improved capabilities In December 2006, OCCAR placed the BOXER Series and higher levels of performance and protection than Production contract with ARTEC for the German and other vehicles in its class. Netherlands Customer. The BOXER module design has allowed variants to include Infantry Fighting Vehicles, The first discussions on a multi-role armoured vehicle Ambulances, Command posts and Driver Training in an international context originated from France vehicles. From Mid 2011 until early 2014, Germany and Germany before 1995. The United Kingdom deployed more than 30 BOXERs for operations in joined the discussion in 1996 and in 1999 they decided Afghanistan. together that it should be a wheeled vehicle. After France left the Programme in 1999, the Netherlands In 2016, Lithuania joined the Programme with a subsequently joined BOXER development in 2001, and contract to buy 91 BOXER vehicles via OCCAR in at the same time OCCAR was requested to execute the five different variants on the basis of the DE vehicle

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BOXER Team © OCCAR-EA BOXER

Main activities 2021:

Continued delivery of the Lithuanian vehicles in different variants; Conduct of the United Kingdom programme design design. The first vehicles were delivered in 2019, with phase; production running until 2021. There is currently a Procurement of the German Driver Vision Systems total of 716 BOXER vehicles in 14 versions, across for the BOXER vehicles; Germany, Netherlands and Lithuania Customers, Execution of the German Joint Fire Support which is planned to run until 2025. programme for BOXER; In-depth communication with the Australian In Dec 2019, the United Kingdom joined the BOXER BOXER Programme and sharing of information; programme following integration activities and Continued Delivery of the German second batch contract negotiations. The UK will see a delivery of and ‘upgraded’ vehicles; over 500 vehicles in 4 Build Configurations, with first Investigations for the future Heavy Weapons vehicle delivered expected in 2022 following a design platform variant for Germany; and verification phase. Completion of Netherlands retrofit campaign. Additionally, the BOXER Programme has been tasked to develop and procure new BOXER variants for the Looking towards 2022+: German customer, including Joint Fire Support and Integration of Driver Vision System in the vehicles Short Range Air Defence and to investigate on a Heavy of the first and second batches; Weapon Platform variant. More vehicles are also being Further delivery of German vehicles second batch procured for the Netherlands, including additional and ambulances third batch; Programmes 4. OCCAR Integrated Logistic Support packages. Development and/or delivery of Joint Fire Support Australia has joined the BOXER Programme as an and Heavy Weapon variants; observer where information and lessons learned Execution of the United Kingdom vehicle trials and will be shared between nations for a cooperative verification phase; relationship between all user nations of the BOXER Production line transfer from Germany to the vehicle. Collaborative working will be investigated United Kingdom for the UK BOXER variants; where possible where an economic or user gain can Delivery of additional NL vehicles; be realised. Potential for additional tasks from Lithuania.

Development: 231 M€ Development: 1999 - 2018 Vehicle Series Production: 5,736 M€ deliveries: 2009 - 2022 Upgrade to A2: 2018 - 2023 UK programme 2020 - 2032

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© Bundeswehr Bundeswehr © (Maximilian Schulz) (Maximilian

COBRA – COunter Battery RAdar –

4. OCCAR Programmes ADVANCED WEAPON LOCATING SYSTEM © OCCAR-EA 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.

Andrea SCHWARZ COBRA Programme Manager

The COBRA Programme was initially established comprising several thousand transmit/receive between Germany, France and the United Kingdom. modules. The United Kingdom left the COBRA Programme with The COBRA mission is to locate mortars, rocket effect from 1 January 2013. In the same year Turkey launchers and artillery batteries and to provide joined the Programme for the In-Service Support of information for countering their effectiveness. their systems, but left at the end of 2016. COBRA is also able to monitor breaches of cease-fire COBRA systems have been in service since 2005; the when deployed in a peacekeeping role. Since 2013 delivery of systems to the initial Participating States an In-Service Support contract with ESG is in place. was completed in May 2007. COBRA is considered to be This contract has been extended until the end of one of the world’s most advanced land based weapon 2022. Furthermore, a Service Level Agreement with locating systems, comprising a high performance the NATO Support and Procurement Organisation radar, advanced processing and an integrated, flexible (NSPO) for a range of logistic support services has command, control and communication system. The been renewed to cover 2021 through 2025. Both, the design includes state of-the-art digital processing and Service Level Agreement and the In-Service Support an advanced active solid-state phased array antenna contract, are delivering support to COBRA systems,

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COBRA Team © OCCAR-EA © French Army

Maintenance and improvement on the high level of system availability; Preparation of the competition of the In-Service either located within the Participating States or Support contract beyond 2022; deployed in operational theatres. Management of the decreased common stock after The general support and engineering management the phasing out of Turkey, as well as increased obsolescence; provided by the COBRA Programme Division covers all engineering and logistic activities related to the Preparation/Execution of COBRA System Mid Life availability of the systems, the support to operations, Update (MLU) contracts. the maintainability and the implementation of any operational requirements to improve COBRA Looking towards 2022+: performance and capabilities, including software updates and modifications. Significant software Follow-on activities related to COBRA MLU; 4. OCCAR Programmes 4. OCCAR improvements have already been implemented into Competition of the new In-Service Support the system in order to reflect more recent threats contract 2023+. and improve the performance. Further system improvements including obsolescence rectifications (MLU) are either under preparation or already contracted (e.g. new Data System Group 3rd Generation and new Prime Power Unit).

Industrialisation and Production: 564 M€ 1998 - 2010

In-Service Support (incl. Mid-Life Update): 375 M€ 2004 - 2022

OCCAR Business Plan 2021 P-24 © Bittium

4. OCCAR Programmes ESSOR – THE EUROPEAN SECURE SOFTWARE DEFINED RADIO © OCCAR-EA 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).

Nicola SARACINO ESSOR Programme Manager

The ESSOR Technology Demonstrator Programme armed forces in coalition deployments. This has been (TDP) was a cooperative venture between Finland, demonstrated in several interoperability exercises, France, Italy, Poland, Spain and Sweden in the including real field exercises in front of NATO. Framework of the EDA. Objectives of the ESSOR TDP Thus, ESSOR has gained a notable reputation in the were the design, development and implementation of international SDR community and became a very strong candidate for the NATO Wideband Waveform a SDR architecture for military purposes (called ESSOR Architecture); and standardisation. a military High Data Rate Networking Wideband The current phase of the ESSOR Programme, Waveform (HDR WF) compliant with such Operational Capability #1 (ESSOR OC1), is ongoing. architecture, which may be promoted as a Wideband Waveform STANAG. Several enhancements to the ESSOR waveforms will transform the outcome of the TDP phase to face The ESSOR TDP provided the basis for development modern operational needs. In addition, given the and production of SDR products in Europe through consensus received from the international community the SDR methodology, as well as the enhancement of in the TDP phase, the OC1 phase addresses the radio interoperability among the Participating States’ definition and dissemination of a global SDR standard

OCCAR Business Plan 2021 P-25

ESSOR Team © OCCAR-EA ESSOR based on ESSOR. The OC1 contract defines enablers Main activities 2021: for the public release of the ESSOR architecture and Management of the contractual activities of the for the potential worldwide operational adoption of OC1 phase, including the new tasks introduced by the ESSOR HDR WF waveform, also including the the German integration; public security domain. Finalisation of integration of ESSOR related new Furthermore, on the basis of a complete and projects; consistent TLM approach for the evolution of a HDR WF, Participating States will be able to define a joint Preparation activities for enlargement of the strategic roadmap for a Through-Life Support. ESSOR community of interest; OC1 is the first step of a long-term approach to build Support the NATO WBWF STANAG elaboration. a new generation of interoperable European SDR capability. Looking towards 2022+: The ESSOR Programme is an important innovation in the SDR panorama. It is the first and only Programme Further development and promotion of ESSOR where an interoperable common waveform has been products and domain extension to become the jointly developed and ported on different national future global SDR standard, potentially even

platforms. In 2019, Germany joined the ESSOR OC1 outside the military domain; Programmes 4. OCCAR Participating States on the Programme. Furthermore, Early interoperability tests on new generation as a recognition of the success of ESSOR cooperation, national platforms; ESSOR has been selected as a PESCO Project and is entitled to receive EDIDP funds. In addition, five Involvement in the finalisation of the NATO WBWF ESSOR related new projects are today under integration STANAG. extending the application field from ground systems to air and navy areas. This opens the way for a further growth of the ESSOR scope and community, and reinforcing a long term cooperation.

Development 110 M€ TDP phase: 2008 - 2015

95 M€ OC1 phase: 2017 - 2023

OCCAR Business Plan 2021 P-26 © DCNS ©

FREMM – THE EUROPEAN MULTI-MISSION FRIGATES 4. OCCAR Programmes 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. © OCCAR-EA

Giovanni SORRENTINO FREMM Programme Manager Francois MOYSAN FREMM Deputy Programme Manager

Deliveries of FREMM Frigates are scheduled from 2012 of operational missions. The Italian versions also operate to 2025. These new generation Frigates are developed with a reduced crew due to Human Factors optimisation by the major French and Italian providers of global Naval and a high level of automation. The final crew number of solutions, Naval Group (formerly DCNS) and Orizzonte 145 is the result of having on board 2 helicopters (with Sistemi Navali, in a single contract, exploiting the two crews), a federated Combat Management System benefits deriving from the cooperation in the common and embarked maintainers to ensure greater flexibility. systems development but preserving the flexibility to The construction of both French and Italian FREMM satisfy specific national requirements. Frigates is on schedule. The First of Class (FOC) ASM The French FREMM Frigates are being developed in FREMM frigate “Aquitaine” was delivered to the French two designs: Anti-Submarine Warfare (ASW) and Anti Navy on 23 November 2012. Then the others ASM frigates Air Warfare (FREDA). Both types provide Anti Surface have been delivered in due time. The ASM “Provence” capabilities. The final crew number is 108 (helicopter was delivered on 12 June 2015, the ASM “Languedoc” detachment included), which is much lower than for on 16 March 2016, the ASM “Auvergne” on 11 April similar contemporary ships. This reduction is achieved 2017, the ASM “BRETAGNE” on 18 July 2018 and more through the use of advanced technical solutions and a recently the ASM “Normandie” on 16 July 2019. centralised management system. The last two French frigates (FREDA) “Alsace” and The Italian FREMM are also being developed in two “Lorraine” are currently being built simultaneously and designs: Anti-Submarine Warfare (ASW) and General are at different stages of construction: first sea going Purpose (GP) with the possibility to perform a wide range of “Alsace” carried out successfully in October 2020

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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 are scheduled on regular basis every 6 months.

FREMM PD was tasked for the assignment of two new contracts with the new born Company NAVIRIS (Joint FREMM Team Paris site © OCCAR-EA Venture between Italian Fincantieri and French Naval Group). The FREMM PD has successfully awarded both contracts respectively in June and July 2020. The first contract is for Naval Research & Technology Projects FREMM and the second one is for the Horizon MLU (Mid-Life and launching of the FOS 1 “Lorraine” achieved on 13th Update) Feasibility Study. These new contracts represent November 2020 in Lorient. significant milestones for the Italian and French cooperation in the naval sector. The “Bergamini” (FOC GP) was delivered fully operational to the Italian Navy on 29 May 2013, Main activities 2021: followed by the “Fasan” (FOC ASW) in December 2013, the ASW “Margottini” on 27 February 2014; the ASW FREDA studies; “Carabiniere” on 28 April 2015, the ASW “Alpino” on GP 6 & 7 Critical Design Review; 30 September 2016, the FOS GP “Rizzo” on 20 April Delivery of the French FREDA FOC “Alsace” frigate th 2017, the GP “Martinengo” on 24 April 2018 and finally (7 French FREMM ship); the GP “Marceglia” on 16 April 2019. Two other Italian Qualification and contractual acceptance processes; ships (GP 6 & 7) will be delivered in 2025. R&T Projects and MLU Feasibility Study Contract Following OCCAR’s TLM approach, the FREMM execution; Programme includes, for both French and Italian Frigates, Further development of Franco-Italian Naval an Integrated Logistic Support phase and an initial In- Systems Common In-Service Support. Service Support phase (starting with Frigate delivery). This involves engineering support, configuration and Looking towards 2022+: 4. OCCAR Programmes 4. OCCAR obsolescence management, technical service, training, Delivery of the French FREDA FOS “Lorraine” supply chain support management, electronic systems frigate (8th and last French ship). 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 Team La Spezia Sattelite office © OCCAR-EA

Development Development, and Production: 10,920 M€ Production and In-Service Support: 2006 - 2025 (FR/IT)

OCCAR Business Plan 2021 P-28 © Sebastien Chenal, French Navy Navy French Sebastien Chenal, ©

FSAF-PAAMS – 4. OCCAR Programmes

© OCCAR-EA 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.

Massimo LUDOVISI FSAF-PAAMS Programme Manager

The French and Italian Defence Ministers signed a MoU importantly, all FSAF-PAAMS Aster 15/30 ammunition in October 1988, for the development of a SAAM naval production for all ground and naval systems. system family – FSAF (“Phase 1”), based on the Aster 15 PAAMS Munitions ammunition. In 1996, France, Italy and the United Kingdom signed a “Phase 2” included the development of a SAMP/T MoU to develop the Principal Anti Air Missile Systems (Système sol Air Moyenne Portée Terrestre) ground (PAAMS), based on common elements developed system, launched by the French Direction Générale de within the FSAF Programme and in particular on l’Armement (DGA) in 1997 and integrated in 2001 by the Aster 15/30 ammunition, to provide three main naval Programme SAAM/France, based on the Aster 30 defence capabilities: self-defence, area and local area ammunition. It also comprised of the SAAM France and defence related to the maritime protection for the FR Italy production for “Charles de Gaulle” and “Cavour” & IT Horizon Frigates (PAAMS-E, based on EMPAR Aircraft Carriers. The SAAM (FR & IT) naval systems have multifunction radar) and the UK Type 45 Destroyers been In-Service for an extended period and continue to (PAAMS-S, based on SAMPSON multifunction radar). be supported by the Programme Division. A common Long Range Radar (LRR) was adopted by The “Phase 3”, launched in 2003 and nearing the 3 Nations. PAAMS provides a rapid and agile completion, which included the SAMP/T production operational capability for the Navies. In 2011 the and complementary development (Anti Tactical Ballistic PAAMS Programme was integrated in to OCCAR FSAF Missile – ATBM - capability, Link 16 and IFF mode 5) and, PD.

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Signature & Placement of the new FR-IT SAMP/T

FSAF-PAAMS Team © OCCAR-EA NG system development; Continuing management of the current S&E Development Programme: Commencement of the qualification phase of the B1NT Programme; FSAF-PAAMS & LRR In-Service Support S&E (MLU) Critical Design Review MLU Aster Based on a MoU signed in 2010, five Armed Forces (the motor (FR – IT – UK); French Air Force, the French Navy, the Italian Army, Procurement for Munition Mid-Life-Update kits the Italian Navy and the United Kingdom Royal Navy ) for Nations (FR – IT – UK); are supported by the common objective to assure the Negotiation of B1NT Missile Production Order operational availability of systems. The first five year (FR – IT). support contract ended in 2017. A second contract, Continue the series of Major Overhauls to the providing up to a further 5 years support coverage, Vertical Launch Systems; began in 2018, incorporating lessons learned from the Continue the SAMP/T MRI Overhaul programme; first phase and an enlarged innovative scope of work. Planning for the third ISS follow on support The first two years of the new contract has delivered contracts; further performance enhancement. The negotiation of Tri-National PAAMS & LRR technology refresh the third ISS contract has started. preparation activities.

Sustainment & Enhancement (S&E) Looking towards 2022+:

S&E development work continues to meet evolving Third overarching ISS contracts (LRR and NISS) to French, Italian and United Kingdom’s operational be placed; needs, mainly aimed at increasing the operational B1NT Production Order (FR – IT);

performance of the systems and resolving the Continued support to all the above systems; Programmes 4. OCCAR longer-term support risks for the Nations. This S&E Second LRR Major Overhaul for Italy; development & procurement contract now also Phase 3 contract closure; will provide a first class SAMP/T New Generation Critical Design Review S&E (B1NT NG System and operational capability for the French Air Force – and Sub-Systems); the Italian Army customers, including, two new radar Qualification of the B1NT NG Programme; sensors and the new Aster 30 B1NT (Block 1 New Aster 15 MLU Qualification Review; Technology) ammunition, whilst also dealing with Aster 30 MLU Qualification Review; Munition Mid-Life Upgrade and “lifed” component PAAMS (E) Mid Life Upgrade; renewal (FR-IT-UK). LRR Enhanced BMD Capability.

Development, Production 2,223 M€ (FSAF – Phase 3) Phase 3: 2003 - 2021 and In-Service Support: 566 M€ (PAAMS Munitions)

970 M€ (ISS OMFC) ISS: 2017 - 2022

Sustainment and Enhancement: 2138 M€ S&E: 2016 - 2023 (including Mid Life Upgrade) (2016 - 2033)

OCCAR Business Plan 2021 P-30 © Fincantieri©

4. OCCAR Programmes LSS - Logistic Support Ship © OCCAR-EA 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.

Francesco Gennaro ESPOSITO LSS Programme Manager

OCCAR was requested by Italy to manage a new project operational logistic support to first line ships in terms for the Design, Development, Production, In-Service of specialised intervention and repair at sea, spare Support and Disposal of a Logistic Support Ship parts, ammunition replenishment and supplies. (LSS). On the basis of the Programme Management Moreover, the vessel integrates, to a certain extent, Authorisation, signed in 2014, OCCAR prepared the the capability to embark a joint operational command production contract which covers the acquisition of able to control and command naval task groups and the ship and initial In-Service Support. task forces committed in medium intensity operations; The contract became effective in May 2015 and furthermore, the vessel has the capability to embark delivery of the ship is planned for 2021. multi-mission helicopters.

With its state of-the art design and technical The ship will have high autonomous capacity to features, the ship will meet today’s requirements of provide electrical power, fresh water, prepared meals a modern Navy in various scenarios. LSS will offer an and health care for disaster relief through dedicated extraordinary capacity and a high degree of flexibility equipment and installations that include a fully at low support cost. equipped hospital and medical facilities.

The main mission of LSS is Strategic Transport, In June 2016 Brazil became an Observer Nation in the Replenishment at Sea and Sea Basing. LSS will be able LSS Programme. With the amendment of the PMA to fully support the long-range missions of a naval in July 2017, France joined the LSS Programme. The group, including aircraft carriers. Furthermore, LSS French participation will result in four additional will perform the tasks of refuelling and provide full vessels to be delivered from 2022 to 2029. France and

OCCAR Business Plan 2021 P-31 LSS Team © OCCAR-EA © 3D artist’s impression of the Jacques Chevallier LSS Support to search and rescue operations and aid to Italy will also cooperate to cover common In-Service vessels in distress; Support. Support to anti-pollution operations and environmental control; and The launch of the Italian Ship was performed on 22 Monitoring and analysis of electromagnetic June 2018 and significant progress has been made environment. throughout 2019 with the signature of the French contract on 30 January and the opening of the Main Activities 2021: Programme Division in Paris on 15 February and Saint Final Acceptance Review/Ship Delivery of the Nazaire on 3 June. The first Sea Going of the Italian Italian ship; Ship was performed on 5 December 2019. Warranty Period of the Italian Navy Ship “Vulcano’’; LSS will provide: In service support for the Italian Navy Ship Logistic support (refuelling at sea, lubricants, “Vulcano”; ammunition, spare parts, food, drinking water, Critical Design Review (Platform and Combat specialist medical products, equipment and other systems) for the French ship; materials) to a naval group for an extended period; Programmes 4. OCCAR Delivery of the bow section and keel laying for the Civil protection roles at times of crisis (LSS IT); French ship. Participation in disaster relief operations; Humanitarian response, provision of medical aid, Looking towards 2022+: etc. (LSS IT); First Sea Going French Navy Ship “Jacques Medical and surgical support; Chevallier” (First of Class); Technical assistance, maintenance and repair up of systems/equipment embarked on the first line Delivery of the FL LSS “Jacques Chevallier” (FOC); Italian ships; First Steel cutting of FL LSS2 “Jacques Stosskopf”.

Design, Design, Development, Development: 2015 - 2016 (IT) Production and 375 M€ (IT) 0 2019 - 2021 (FR) In-Service Support 1,447 M€ (FR) Production: 2016 - 2029

In-Service 2021 - 2032 (IT) Support: 2023 - 2029 (FR)

OCCAR Business Plan 2021 P-32 © Airbus Defence and Space

European MALE RPAS – The European Medium Altitude Long

4. OCCAR Programmes Endurance Remotely Piloted Aircraft System © OCCAR-EA The European Medium Altitude Long Endurance Remote Piloted Aircraft System 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).

Baptiste LONGUET MALE RPAS Programme Manager

Following Programme Management Authorisation in In July 2017, the Participating States decided, as a major November 2015, contract preparation activities were step in the Programme, to continue the Definition launched which lead to a contract for a Definition Study with a twin-engine turboprop configuration as Study, signed on 26 August 2016, with Airbus Defence the basic Remotely Piloted Aircraft design. Accordingly & Space, Dassault Aviation and Leonardo. a set of key requirements was endorsed to support the further system design and A dedicated OCCAR MALE RPAS Programme Division was established from 3 October 2016 in the Munich architecture. The System Requirement Review (SRR) area close to the industrial group headquarters, acting was achieved in January 2018, whilst the Study was on behalf of France, Germany, Italy and Spain. mostly completed with the System Preliminary Design Review (SPDR) achieved at the end of 2018. The purpose of the Definition Study was to define the System Requirements, and for the Contractor to then The European Defence Agency provided support to perform Preliminary Design activities. A trade off the Programme in the area of Air Traffic Insertion and process, looking at competitive acquisition and Life- facilitated the potential participation of other European Cycle costs and balancing affordability and feasibility States in the Programme. considerations, refined the capabilities to go forward The High-Level Meeting in January 2018 agreed a set and be implemented.

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MALE RPAS MALE RPAS Team © Airbus Defence and Space of strategic goals to take the Programme forward into on 29 May 2019. OCCAR has been tasked to assess, the next stage and OCCAR-EA was tasked to set up clarify and converge by December 2019 on all key topics an Invitation to Tender for a future Global Contract, which were preventing from achieving a negotiated covering Development, Production and an initial In- contract, that has been re-set in the 2nd Quarter 2020. Service Support with the aim to place such contract by After one year of fruitful negotiations, the four the end of 2019. The ITT was released to Industry on Programme Participating States (PPS) confirmed 31 October 2018 and the Industrial Offer was received at the 7th Programme Board on 19 November 2020 that the necessary contract conditions, prices and performance have been met to allow the launch of the final PPSs’ national staffing processes, which will lead to the Contract signature and the Development Phase commencing in 2021.

Main activities 2021: © Airbus Defence and Space Contract closure activities for the Definition Study Contract; Programmes 4. OCCAR Programme Division restructuring in view of the Global Contract Placement; Realisation of the project in the EDIDP context.

Looking towards 2022+:

© Airbus Defence and Space Execution of Global Contract.

Definition 64 M€ Definition (Definition Contract) Study: 2016 - 2019

Development, Production iISS 7+ B€ Potential Global Contract: 2021

OCCAR Business Plan 2021 P-34 © MBDA Systems

4. OCCAR Programmes MAST-F - Missile Air-Sol Tactique Futur © OCCAR-EA 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 on the TIGER helicopter, the mid-life renovation of TIGER is scheduled with TIGER Mk3.

Alain PRUGNE MAST-F Programme Manager

This missile is intended to replace the current Hellfire The MAST F can be employed in all TIGER Mk3 II missile and will allow the TIGER’s fire capabilities conditions both day and night. to be adapted to the reality of the future battlefield. The MAST-F Programme comprises the Development, The MAST-F is compatible to be integrated on other Production and In-Service Support (ISS) phases of air or land platforms, aerial drones in particular MALE. an Air to Ground Missile (AGM). The Programme will also support the missile integration on the TIGER Mk3 The MAST-F is “fire and forget” system with “man in platform. the loop capability” and two major modes “direct” or “indirect” firing. The characterised by a range of at MAST-F is a FR AGM Programme previously managed least 8.000m on the TIGER, 15.000m on the MALE by the FR Direction Général de l’Armement (DGA). (alt 25000ft); and multipurpose warhead against Programme definition and TIGER Mk3 integration main battlefield tank, armour vehicle, infrastructure and de-risking studies have been underway since 2016 and personnel. with the last study delivered in 2020. The primary

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MAST-F Team © OCCAR-EA MAST-F

intended platform for the Missile is the TIGER Mk3 Main activities 2021: Helicopter and its integration is within the TIGER Mk3 ProgD for Stage 1 was signed mid of December Programme scope of activities. Consideration is also 2020; given to integration on to the MALE RPAS platform, Handover of the Programme to the new PD and but it remains out of scope at this juncture. PIT closure; MBDA FR received the Programme ITT under non- Alignment to the MkIII contract; 4. OCCAR Programmes 4. OCCAR competitive procedures and delivered a Tender Management of initial Contract. 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.

Development, Production and Development initial ISS 534,25 M€ and Production 2021 - 2031

initial ISS: 2027 - 2029

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MMCM - Maritime Mine Counter Measures 4. OCCAR Programmes

© OCCAR-EA France and the United Kingdom 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).

Christophe SERRAT MMCM Programme Manager

The stand-off concept is based on off-board capabilities EDA project. The Programme builds on related research aimed at keeping personnel outside minefields whenever undertaken in France (Espadon Demonstrator) and the possible. By defeating static underwater threats at United Kingdom (Flexible Agile Sweeping Technology pace, these systems will give strategic, operational and and System Demonstrators). tactical freedom of manoeuvre and thereby assure the The bilateral Programme was formally initiated under delivery of Maritime Force Projection and Maritime the Lancaster House Treaties between France and the Security at the time and place of the Nations’ choosing United Kingdom in late 2010. The Framework MoU was in support of a wide range of naval operations. signed in January 2014. In March 2015, OCCAR awarded The objective of the MMCM Programme is to develop, a demonstration phase contract following a competitive manufacture and qualify two Primary Systems to tendering exercise. The selected bidder was Thales demonstrate prototype technologies, combined to Defence Missions Systems SAS, France (formally known deliver an agile, interoperable and robust MMCM as Thales Underwater Systems SAS). Thales Defence capability. The Programme will help to determine the Missions Systems SAS has one key subcontractor: Thales options, excluding the host platforms, for replacing UK Limited. The contract was originally structured with: existing Capability delivered by Mine Counter Measure A firm tranche for Stage 1 (Study, Definition and Vessels when they retire from Service and identifying Design Stage); and the Life-Cycle Cost benefits of delivering Mine Counter Firm prices for two Optional Tranches (OTs): Measure capability in a new way. France and the United Kingdom share a common set of requirements, which OT1 for Stage 2 (Manufacture of two systems) and were partly derived from a Common Staff Requirement, Stage 3 (Qualification); and defined by 13 Contributing Member States as part of an OT2 for Stage 4 (for Support to Evaluation).

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United Kingdom endorsed the work at the Programme to date and stated their intention to bring the system into operational service rapidly. The amendment of the Programme Management Authorisation for Production, In-Service Support and Disposal, was (Issue 2) signed on 11 October 2018.

MMCM The subsequent Production Stage (known as Stage The contract to proceed with Stages 2 and 3 was II) has progressed rapidly and the formal ProgD and jointly announced, on 20 October 2016, by the United subsequent contract for both France and United Kingdom and France. The announcement followed Kingdom was signed in November 2020. the successful completion of a 15 month-long Study, Stage II includes common and non-common Definition and Design Stage. Stages 2 and 3 of the development activities, manufacture of multiple MMCM Programme will, over the following 33 months, systems, the delivery of a shore operation and training provide the Manufacture and Qualification of two centre and includes various costed contractual options identical MMCM Prototype/Demonstrators. These including In-Service Support (ISS). 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 MMCM Team the Marine National and Royal Navy. The contractor © OCCAR-EA must qualify the Primary System against developed Mine Counter Measure Operational Scenarios and Task Vignettes. The Task Vignettes will demonstrate the Main activities 2021: ability of the Primary System in specific environmental Primary System acceptance and delivery; conditions whilst the Operational Scenarios aim to National training; 2 years national evaluation provide stress on the architecture to prove its ability to phase through exercising OT2 for Stage 4; fulfil the missions within global constraints. Programmes 4. OCCAR Progression of Stage II Production Contract, As the Programme matures, other Nations may join including Critical Design Review; if acceptable to France and the United Kingdom, and Contract placement of the UK Stage II ISS subject to meeting the necessary entry arrangements Contract. with OCCAR. Results from the joint phase will allow the Looking towards 2022+: launch of the full development and production phase for the Primary Systems. Preparation for first Stage II production Primary Systems. At the France/United Kingdom Summit in January 2018, the French President and the Prime Minister of the

Definition, Development OT1: 195 M€ OT1: 6 years and Production (leading to In-Service Support) OT2: 2 M€ OT2: 24 Months 0 (to be exercised) Stage 2: 450 - 500 M€ (with options) Stage 2: 4 years (with options for ISS and additional sub-systems, which could extend the period of the contract by 3 years)

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MMF – Multinational Multi-Role Tanker Transport Aircraft Fleet 4. OCCAR Programmes

© OCCAR-EA As a consequence of the Air-to-Air Refuelling (AAR) Initiative of the 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.

Joachim WEIDMANN MMF Programme Manager

The MMF Programme will provide AAR, transport of joined the Programme in 2017 and Belgium in early passengers and cargo, as well as medical evacuation 2018. The Czech Republic joined the programme in 2019 and VIP capability through the Airbus A330-MRTT. The with a participation of 100 Flight Hours, thus becoming fleet of aircrafts will be owned by NATO and operated the sixth nation to participate to this initiative. from Eindhoven and Cologne by a multinational unit Further European Nations have shown interest in in a pooling arrangement. OCCAR manages the MMF this system and are willing to join the Programme. Acquisition Phase, including the first two years of In- Up to two additional aircraft are already available as Service Support, as Contract Executing Agent for the options in the current contract with the potential to NATO Support & Procurement Agency (NSPA). accommodate increased operational needs. NSPA will then be responsible for Life-Cycle The Airbus A330-based MRTT is a new generation of Management of the fleet. The delivery of the first strategic tanker/transport aircraft. Its 111 tonnes of aircraft was on time, without any shortfalls in fuel storing capacity enables the aircraft to excel in performance or over cost on 30 June 2020. Air-to-Air Refuelling Missions without the need for The initial contract was launched in 2016 by the any additional fuel tanks wasting valuable passenger/ Netherlands and Luxembourg. Germany and Norway cargo transport capability.

OCCAR Business Plan 2021 P-39 © Airbus © MMF Team © OCCAR-EA

MMF Airbus ©

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 6 Intensive Care Main activities 2021: Units and 16 stretchers. Delivery of the fourth and fifth MMF aircraft; The contract with Airbus Defence and Space was Initial In-Service Support; signed in July 2016 and the OCCAR-EA Programme Start of conversion for sixth and seventh MMF Division was setup on 1 September 2016 in Bonn. aircraft; The MMF contract now covers the acquisition of nine Support EDA to attract additional customers in aircraft, together with the Initial In-Service Support order to exercise the additional aircraft options available in the contract. for the first two years after delivery of the first unit. The two additional aircraft options are ready Looking towards 2022+: to increase the Multinational MRTT Fleet up to 11 aircraft. Closely work with NSPA to develop a strong In- Service Support structure to the fleet and to assure 4. OCCAR Programmes 4. OCCAR a seamless transition of OCCAR-EA responsibilities once the acquisition obligations are completed. © Airbus © Eurofigther Air-to-Air Refueling

Acquisition, Initial ISS Operational Budget Aircraft Delivery: 2020 - 2024 is managed by NSPA Initial ISS: 2020 - 2022

on behalf of Belgium, Czech Republic, Germany, Luxembourg, Participating State: the Netherlands and Norway

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CIL – French part CIL – Italian part

CIL specific components CIL CIL specific components Secured CIL components Other partner‘s Network CIL components Other partner‘s from CSG components from CSO components

CSO Ground Segment CSG Defence User Ground Segment

CIL – Possible new partner

CIL specific components

CIL components CIL components from CSO from CSG New partner‘s system

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

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

Francesca FALCONI MUSIS Programme Manager

The primary objective of MUSIS is to provide France CSG (COSMO - SkyMed Second Generation) will and Italy easy, reliable and secure access to each generate ground images based on RADAR technology. Nations individual capabilities, e.g. satellite tasking The technical solution consists of an advanced bridge and image production, thus enabling cross utilisation called the Common Interoperable Layer (CIL), which is of two complementary space systems. to be placed between the user ground segments of the The French Optical Space Component (CSO) will two national space systems. The CIL will enable users produce optical pictures of the Earth while the Italian from one Nation to task the space system of the other

CSO CIL CSG

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

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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 MUSIS 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 Main activities 2021: Space Italia S.p.A and Airbus Defence and Space S.A.S CDR closure including the definition of system or its predecessor organisations. architecture up to subsystem level and the consolidation of technical specification for ILS and In May 2018, France and Italy mandated OCCAR ISS; to manage Stage 2 of the MUSIS CIL Programme, System development and production including comprising Development and Production (phases procurement of COTS components; C and D), and including an option for long-term System assembly, integration and in factory In-Service Support (Phase E). OCCAR-EA Central verification and qualification. Office Bonn established a Programme Integration Team (PIT) to provide day-to-day management of Looking towards 2022+: the Programme Integration activities, supported System assembly and integration on operational as necessary with technical expertise from the two sites and verification and qualification in

Participating States. OCCAR on behalf of France and operational environment; Programmes 4. OCCAR Italy issued the Stage 2 Invitation to Tender to the System final commissioning and Regular Service same industrial consortium used in Stage 1. The Verification (RSV); ProgD and Stage 2 contract were signed end 2019, CIL In-Service. whereupon the Programme Management Cell within Central Office took over management responsibility.

Definition: 4 M€ (IT + FR) 2011 - 2015 Development and Production: 33 M€ (IT + FR) 2019 - 2022 In-Service Support - Optional requirement: 56 M€ (IT + FR) 2023 - 2037

OCCAR Business Plan 2021 P-42 © OCCAR-EA

4. OCCAR Programmes NVC - Night Vision Capability © OCCAR-EA The NVC Programme comprises the acquisition of Night Vision Capability (NVC) equipment, starting with Night Vision Goggles (NVGs) in the first stage, and optional In-Service Support phases.

Geert VANLINTHOUT NVC Programme Manager

Since July 2019, the Belgian and German Ministries For the placement of the NVC Programme contract, of Defence have entrusted OCCAR-EA with the OCCAR-EA is following a Competitive Negotiated management of the acquisition of Night Vision Procedure with Publication of a Contract Notice. Capability (NVC) equipment. The Contract Notice relating to the acquisition of The advertisement of the Possible Future Purchase NVGs was published together with a Pre-Qualification was published on the OCCAR website on 30 August Questionnaire (PQQ) by the Programme Integration 2019. Team of Central Office on 18 March 2020.

All companies from a Member State of the European After the signature of the initial ProgD on 20 April Union or an OCCAR Member State were invited to 2020, the NVC Programme Division, which was register interest to participate in the future tendering established on 1 May 2020, started to draft the activities by 31 December 2019. Invitation to Tender (ITT).

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NVC Team © OCCAR-EA NVC

The Invitation to Tender (ITT) is for the production Main activities 2021: of Night Vision Goggles Sets (NVG Set), and includes Amendment of initial ProgD; options for In-Service Support (ISS), for the provision Award of Programme Contract; of Head Mounting Systems and for the procurement Delivery of the first batch and of user trainings of additional NVG Sets. The NVGs shall be established in order to start the Operational Testing & commercially available off-the-shelf technology. Acceptance (OT&A) procedure (ca. 10 months); The ITT was sent 30 July 2020 to those companies Delivery of the second batch in the 4th trimester that had successfully passed the PQQ procedure. 2021. Following the evaluation of the Tenders received and Looking towards 2022+: meetings with the Tenderers selected to negotiate the final terms of the contract, a Revised ITT was issued Assessment of the OT&A results against the to the selected Tenderers requesting their Best and requirements of the Contract, eventually leading to improvements and consequently retrofits of the Final Offers (BAFO) by end January 2021.

two first batches; Programmes 4. OCCAR The Contract award is currently scheduled for mid- Delivery of further production batches starting 2021. beginning of 2nd semester until mid-2024; Delivery of training of national ISS staff in 2022 and if the Initial ISS option is exercised, start of the initial ISS phase.

Design, To be defined in 2021 Development Development and Production and Production: 2021 - 2024 optional In-Service Support

Participating State:

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PPA – 4. OCCAR Programmes 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 7 ships + 3 options and In-Service Support for ten years. © OCCAR-EA

Pasquale DE CANDIA PPA Programme Manager

The PPA Programme is part of the Italian Navy’s The main characteristics of PPA are: very high fleet renewal plan aimed at replacing different speed, long endurance, resilience and seaworthiness, classes of ships such as Patrol Boats, Corvettes manoeuvrability, modularity and a high level of and Frigates. PPA characteristics meet the Italian integration and automation. Furthermore, the concept of a “Multi-Purpose by Design” shared with environmental footprint will be smaller than ever, the NATO Community (ANEP-91 compliant). The by further reducing emissions and by adopting new Multi-Purpose by Design model will allow the PPA generation bio fuel and electrical propulsion. class to be able to cope with dynamic and complex Based on a common platform, the vessels will be operational challenges, as well as to carry out many delivered in three configurations with incremental profiles of operations. capabilities: Therefore, the fundamental characteristic of PPA LIGHT: Version with a complete set of artillery; is a high level of innovation, which provides a considerable degree of effectiveness and flexibility LIGHT PLUS: Version similar to ‘LIGHT’ but with while serving different mission profiles with added missile firing capability and with actuators enhanced multipurpose features, either to perform planned also for ballistic missile defence; and in all the maritime warfare domains or to support FULL: Version to carry out tasks in all warfare areas humanitarian and disaster relief operations, through such as Anti-Air (AAW), Anti-Surface (ASuW) and new and enhanced modular capabilities. Anti-Submarine Warfare (ASW).

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PPA 1 Final Official Acceptance Review/Ship Delivery to Italian Navy (Oct 2021); PPA 2 Sea Acceptance Trials; PPA 3 Launch (Mar 2021) and First Sea Going; PPA 4 Launch (Nov 2021) and Production; LIGHT and LIGHT PLUS versions have been developed PPA 5 Production; with the “fitted for” approach; FULL versions can PPA 6 First Steel Cutting (Aug 2021). quickly be deployed also on LIGHT and LIGHT PLUS, facilitating operational flexibility and growing Looking towards 2022+: capabilities during the vessel’s life. PPA 1 Final Warranty works Review; The Programme was integrated into OCCAR in 2015 PPA 2 Final Official Acceptance Review/Ship and it is actually in the production phase. The First Delivery to Italian Navy (Mar 2022); of Class (FOC) “Paolo Thaon di Revel”, in LIGHT PPA 3 Final Official Acceptance Review/Ship configuration, was launched on 15th June 2019 Delivery to Italian Navy (Jan 2023); and will be delivered in 2021. The second vessel, PPA 4 First Sea Going (May 2022); “Francesco Morosini”, launched in May 2020, will be PPA 5 Launch (Oct 2022) and First Sea Going (Apr delivered in 2022 and five more ships will follow, with 2023); one to be delivered each year. PPA 6 Production and Launch (Aug 2023); PPA 7 First Steel Cutting (Jun 2022). 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. 4. OCCAR Programmes 4. OCCAR

PPA Team, Rome PPA Team, La Spezia © OCCAR-EA © OCCAR-EA

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

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French TIGER French © Airbus Helicopters

4. OCCAR Programmes TIGER – A NEW GENERATION OF HELICOPTERS © OCCAR-EA 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.

Patrice MALEJAC TIGER Programme Manager

Manufactured by Airbus Helicopters, the TIGER UHT, HAD-F and HAD-E) already delivered to Nations operates in four different versions: Hélicoptère and a fully combat proven weapon system, TIGER has d’Appui et de Protection (HAP) for Spain and France, now entered the In-Service phase. Unterstützungshubschrauber TIGER (UHT) for After reaching its operational readiness in 2008 for Germany, Hélicoptère Appui Destruction (HAD) for HAP and UHT, and in 2017 for HAD, TIGER has been Spain and France and Armed Reconnaissance Helicopter successfully operated by France, Germany and Spain (ARH) for Australia. in several missions in Afghanistan, Libya, Somalia and Since 2001, the management of the TIGER Programme Mali. During these operations, TIGER proved its precise has been under the responsibility of OCCAR. Spain and versatile combat capabilities and demonstrated joined the Programme in 2004 and Australia was remarkable deployment flexibility. integrated as an export customer with the status of Since 2007 the TIGER Programme has been managed observer into the TIGER community in 2009. following a TLM approach, enabling OCCAR to define, Pursuant to the decisions of Germany, France and Spain during the Development phase, the support concepts to reduce and adapt their fleets, the new fleet sizes are which are most suitable for a cost efficient management as follows: 68 UHT for Germany, 71 H/Cs for France (31 of the Programme. This is mainly achieved by the use HAD & 36 of the 40 HAP version retrofitted to HAD), 18 of common support to a large extent and previous HAD and 6 HAP for Spain. With 159 helicopters (HAP, developments being based on a common platform.

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German TIGERGerman © Airbus Helicopters TIGER

Main activities 2021: Spanish TIGERSpanish Signature of the TIGER midlife upgrade Mark III

© Airbus Helicopters and related MoU & TIGER Programme Decision; Contractual and technical follow up of the TIGER software upgrades; Management of the helicopter retrofits for France & Germany; Obsolescence mitigations; The TIGER Programme is continuously evolving in Implementation of “European Military order to face future challenges. In 2016, the Mark II Airworthiness Requirements” regulation; project began for France to upgrade the HAD version, Upgrade of the TIGER maintenance trainer; with a retrofit plan running until 2023, whilst Germany Further ramp up of the Global Support contract. launched the retrofit of its fleet into the ASGARD configuration. Looking towards 2022+:

The future Mark III midlife upgrade will integrate Support of TIGER legacy fleet; advanced technologies such as a new avionics suite Development activities for Mark III. and an improved weapon system, allowing TIGER to maintain superiority on the battlefield for the following 4. OCCAR Programmes 4. OCCAR decades. In order to secure and de-risk the new stage Mark III timeline, activities were launched in 2018 to investigate potential solutions and performances.

In 2019, OCCAR placed a Global Support Contract to support the TIGER fleet with the aim to increase TIGER Team © OCCAR-EA fleet availability. Furthermore, Tiger PD is working on the rationalisation of its in service support contract TIGER Team © OCCAR-EA landscape.

Development and Production 8,112 M€ Development HAP/UHT: 1988 - 2008 HAD: 2005 - 2015

Production / Retrofits In-Service Support 2,306 M€ HAP/UHT: since 1997 HAD: since 2007 (Figures based on the current active tri lateral ProgDs In-Service including their amendments) Support: since 2007

OCCAR Business Plan 2021 P-48 © Fincantieri S.p.A. Fincantieri ©

U212-NFS – Near Future Submarine 4. OCCAR Programmes

© OCCAR-EA The Programme covers the development, production and 10 years of In-Service Support for two submarines including advanced technologies like lithium batteries based propulsion, a new combat system, new electronic warfare suite and an electrical mast.

Maurizio CANNAROZZO U212-NFS Programme-Manager

Italy intends to enlarge its fleet of submarines with tendering phase, OCCAR awarded the contract to the U212 Near Future Submarine based on the current Fincantieri on 26 February 2021. The Programme U212 A design with significant modifications such as Division will begin operation from 1 April 2021. an extension of the length, a new combat system, The Programme covers the development, production lithium- ion based propulsion system and more. and 10 years of In-Service Support for two submarines The Programme Management Authorisation (PMA) and included options for two more submarines as well was approved 16 December 2020 and the Programme as a training centre. Decision signed 23 December 2020. Following the

OCCAR Business Plan 2021 P-49 © Fincantieri S.p.A. Fincantieri ©

Main activities 2021: Looking towards 2022+:

Award the Programme contract; Conduct Preliminary Design Review; Hand over the Programme from the Programme Conduct System Design Review. Integration Team to the Programme Division; Set up operation of the Programme Division collocated with PPA in Rome; Complete System Requirements Review. 4. OCCAR Programmes 4. OCCAR © Fincantieri S.p.A. © Fincantieri S.p.A.

Design, Development 1.350 B€ Development Production and In-Service and Support Production: 2021 - 2030 In-Service Support: 10 years of Temporary Support after warranty period.

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4.2 International Partner Organisations European Defence Agency (EDA)

The EDA plays an important role in the development OCCAR Interface Document” which was reviewed and of future European Defence Capabilities, including strengthened in 2018 and reviewed again in 2019 to the promotion of cooperative armament Programmes incorporate EDA’s recent organisational re-structure. amongst its participating Member States. OCCAR and The following current activities are being performed EDA consider each other as privileged partners in the based on the OCCAR-EDA cooperation: domain of co-operative European Defence Capability Development and delivery. To ensure through-life OCCAR and EDA cooperate in the MALE RPAS capability development, EDA and OCCAR may interact Programme in terms of Air Traffic Insertion and identification of participants for future phases; at different stages of a capability Programme’s life. EDA is positioned “upstream” to initiate and prepare The Multinational Multirole Tanker Transport cooperative armament Programmes in the Preparation Aircraft Fleet (MMF) Project has evolved from the EDA Initiative on Air-to-Air Refuelling; phase while “downstream” OCCAR can implement and manage these Programmes in the follow-on Regarding the ESSOR Programme, OCCAR and phases (e.g. definition, development, production, EDA signed in December 2018 an Implementing Arrangement under which EDA will promote in-Service and disposal). EDA and OCCAR aim at the ESSOR products, in particular the waveform managing Programmes on a TLM basis. Support to and architecture to create a Europe-wide user OCCAR-managed Programmes by EDA, including the community. promotion of OCCAR Programmes amongst the EDA Member States, is also possible.

The co-operative relationship covering this complementary approach was formally established

4. OCCAR Programmes when EDA and OCCAR signed an Administrative Arrangement on 27th July 2012. A Security Arrangement between EDA and OCCAR was signed on 8 December 2014 to complement the Administrative Arrangement. More details were agreed in the “EDA-

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

OCCAR recognises NSPO as a valuable partner for support these Programmes (except BOXER), NSPA performs to a number of OCCAR managed defence systems in Material Support Activities in support of the OCCAR their In-Service phase. To this end, a framework MoU Programme, e.g. in the areas of Spares Procurement, between NSPO and OCCAR has been in place since Spares Management, Warehousing, Depot Level 2005. For specific support to individual Programmes, Maintenance (DLM) contracts and/or transportation. Service Level Agreements were established between In April 2019, OCCAR and NSPA signed a revised OCCAR and NSPO. This is currently the case for the cooperation agreement for the Multinational Multi- A400M, COBRA, TIGER and BOXER Programmes. Role Tanker and Transport Fleet (MMF) programme. Whereas OCCAR-EA retains the overall Programme OCCAR will continue in its role as the contract- Management responsibility for the ISS Phase of executing agent for the MMF programme. The

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MMF programme stands out as a unique example of MMF fleet to nine in total. This will be procured as successful cooperation among NATO, the EU Agencies part of the additional three options that were included and nations. In September 2020, OCCAR ordered an in the contract. additional Airbus A330 Multi-Role Tanker Transport (MRTT). The firm order was placed on behalf of NSPA. The first A330 MRTT aircraft was delivered on time, on performance and on budget in June 2020. The second aircraft followed in August 2020 and the third in November 2020. 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

European Union (EU)

The Security and Defence Policy of the European The second is the Permanent Structured Cooperation Union was reinvigorated with the EU Global Strategy, (PESCO), a MS-driven program aimed at the shared issued by the High Representative for the Foreign and development of military capabilities. As of today, 25 Security Policy of the Union, and European defence EU MSs have joined (all in late 2017) and 47 projects integration initiatives were taken to strengthen the have been launched. PESCO has no specific budget,

resilience and strategic autonomy of the European instead drawing on the national budgets of MSs. Programmes 4. OCCAR Union. They rely mainly on two pillars: OCCAR is specifically mentioned in these initiatives. In The first is the European Defence Fund (EDF), the Permanent Structured Cooperation (PESCO) and which is led and implemented by the European for EDA, OCCAR has been named by the EU Nations Commission, through the DG Defence Industry as the preferred management organisation. In the and Space (DEFIS). It funds military research and EDIDP, OCCAR is recognised as project management co-finances military development. The 2021-2027 organisation for the two only direct award projects, Multiannual Financial Framework (MFF) allocates MALE RPAS and ESSOR. 7.014 billion euros to the Fund on 24 August 2020. The process will continue in 2021 with the signing of The European Defence Industrial Development two Grant Agreements for the ESSOR and MALE RPAS Programme (EDIDP),€worth 500 million for 2019- Programmes. 2020, and the Preparatory Action on Defence Research (PADR), which has a budget of 90 million for 2017-2019, are pilot programmes of the upcoming EDF. The PADR covers the research phase of defence products, including disruptive technologies, while EDIDP supports collaborative projects related to development, from design up to prototypes.

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OCCAR Corporate Management P-53

OCCAR-EA has a lean, flexible and modular organisation. Within this frame, Central office (CO) provides governance, Programme Management, Human Resources, Finance and Corporate Services support to Programmes. For 2021, there will continue to be a cross-divisional focus on the Enterprise Resource Planning (ERP) Project that will replace the current Financial Management System called FinMaS.

5.1 Corporate Support Division

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 Information and Communication Technology (ICT), Security and Site Management in an efficient and comprehensive way.

Delivery of financial and procurement expertise and support to facilitate key ICT capability across the year and throughout the COVID Pandemic by placing a variety of contracts for equipment and services; Provision of support to the implementation of the future ERP System including the integration into the OCCAR-EA ICT overall framework; 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 better services to the Programme Divisions 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 the management of Communications and Information Systems (CIS) Security for OCCAR’s corporate network and finalisation of the formal CIS security accreditation process for OCCAR’s Wide Area Network (WAN) with a main focus on the Bonn and Paris ICT Hubs;

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; Provision of support to the integration of new Programmes in OCCAR in the domains of Site, Security and ICT; 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 Programme Divisions and CO, taking account of the future ERP System;

Delivering a COVID Health and Safety compliant working environment in the Bonn Site;

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

Continuous review, improvement and implementation of physical security and procedures for OCCAR-EA sites; Provision of support to the transformation of the OCCAR premises where required, with special focus on the new OCCAR facilities in Rome dedicated to PPA and NFS programmes; 5. OCCAR Corporate Management Corporate 5. OCCAR Development of the process of identifying and contracting the new building in Madrid, as well as implementing its subsequent adaptation to the needs of the A400M programme.

Finalisation of the implementation of the future ERP System; Continuous improvement of cyber security for OCCAR’s corporate ICT environment; Provision of support to the transformation of the OCCAR premises where required, especially the completion of the works to move the main office of the A400M programme to Madrid; Provision of support to the integration of new Programmes in OCCAR premises and in OCCAR-EA ICT network.

OCCAR Business Plan 2021 P-54

5.2 Finance Division

The Finance Division (FD) collects, interprets, and maintains financial information whilst providing quality customer service to Nations and Programme Divisions 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-classFinancial 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.

Contribute to the advancement of the Enterprise Resource Planning (ERP) project that will provide OCCAR with a new ERP system by January 2022. Finance and accounting are among the main functional areas of OCCAR’s business and it is essential to ensure that the new system provides state-of-the-art functionality fully compliant to organisational financial processes with benefits for the organisation and users in terms of efficiency, ease of work, flexibility and control;

Strive to implement and adopt a paperless approach in the finance domain; Review and develop with the BOA the essential requirements for the Financial Statements for 2020 onwards and develop the subsequent Management Information required for Nations; Start the review of the set of finance rules in force with the aim of a general simplification. The aim is to

5. OCCAR Corporate Management achieve a rule set small and flexible simple to apply and suitable to support OCCAR’s growth; Seek to provide Nations and PDs with improved banking services; Provide support for EU Grant preparation and management working for the adaptation of the Division to best fit to the expected stronger level of cooperation with EU institutions.

Prepare and involve vendors/contractors to the digital shift supported by the new ERP; Continue to prepare the transition from the current Financial Management System (FinMaS) to the new ERP; Adapt finance rules and procedures to new ERP.

5.3 Human Resources Division

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.

OCCAR Business Plan 2021 P-55

Continued development of recruitment, selection, retention and Staffing Plan processes in order to attract and retain high quality and motivated staff; 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; Investigate on rules and internal practices according to the outcome of the annual staff survey; Continued improvement and streamlining of internal HRD processes in order to maximise the efficiency and effectiveness of staff resources; Preparing for the implementation of the future Enterprise Resource Planning (ERP) system; 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 & support to reorganisations.

Implementation of the future ERP system; Investigation of the use of on-line application forms, on–demand interviews and other recruitment tools to continue the streamlining of processes; Relocation of the Toulouse site.

5.4 Programme Management Support Division

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.

Complete the review and update of OMP 2; Subject to the review and update of OMP 1 and OMP 2, commence the update of the OCCAR Processes for the integration, management and closure of Programmes; Introduce new Internal Procedures on Systems Engineering and In-Service Support Management; Provide programme management, commercial and engineering support to OCCAR Programme Divisions; Management of the ERP Contract and coordination of the ERP Programme as a whole; Complete the handover of the MAST-F Programme; Continue Integration of the Light Weight Torpedo programme Manage the Integration of the REACT and OPTISSE Programme and other EDIDP programmes, Complete the integration of U212 NFS Programme and handover to the Programme Division. Support prospective Participating States with the preparation of integration activities; Specific programme management and commercial support to the MUSIS programme; Support to the drafting and assurance of new contracts and contract amendments in all Programmes; 5. OCCAR Corporate Management Corporate 5. OCCAR 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 Member States, Programme Participating States and Industry; Improve the corporate Electronic Records Management System.

Implementation of the new 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 to new Programmes; Define the business information requirements and work with CSD to ensure their alignment with the ICT services.

OCCAR Business Plan 2021

6. OCCAR-EA Budget OCCAR-EA 6. © OCCAR-EA © OCCAR-EA Budget OCCAR-EA

6. OCCAR-EA Budget

6.1 OCCAR-EA Administrative Budget

OCCAR-EA Administrative Budget in K€ Chapters (at outturn basis, indicative figures for 2022 - 2024 period) Figures in kEUR 2021* 2022 2023 2024

Chapter 1 49,265,174 51,121,922 45,994,912 43,730,861 Personnel Costs

Chapter 2 13,635,928 14,908,785 13,964,251 13,871,384 Recurring Expenditure

Chapter 3 1,472,852 1,661,627 1,484,534 1,612,360 Capital Expenditure

Total 64,373,953 67,692,335 61,443,697 59,214,605

* Issue 1 2021 Budgets figures 6.2 OCCAR-EA Operational Budget

OCCAR-EA Operational Budget in K€ Programmes (at outturn basis, indicative figures for 2022 - 2024 period) Figures in kEUR 2021* 2022 2023 2024

A400M 1,334,826 1,529,304 1,395,731 1,490,15

BOXER 516,587 221,767 322,485 295,953

COBRA 33,961 34,781 32,796 17,052

ESSOR OC1 13,745 9,200 4,312

FREMM 424,785 611,882 718,697 260,867

FSAF-PAAMS 370,229 282,443 236,098 61,040

LSS 19,396 150,774 256,389 102,293

MALE RPAS -

MAST-F 28,662 38,516 66,219 89,969

MMCM 225,820 111,875 60,335 9,337

MMF **) - - - -

MUSIS 11,475 7,764 - -

PPA 537,069 481,166 435,738 301,604

TIGER 439,232 381,939 251,998 213,672

Total 3,955,787 3,861,411 3,780,798 2,841,937

6. OCCAR-EA Budget * Initial 2021 Budgets figures plus MAST-F ** OB managed by NSPA.

Overhead Ratio: Administrative Budget vs. Operational Budget (2021)

1.627% 6. OCCAR-EA Budget 6. OCCAR-EA

Operational Budget Administrative Budget

OCCAR Business Plan 2021 © OCCAR-EA © Annexes

7. Annex P-59

A – KPI Summary Sheet B – Glossary of Terms

OCCAR Business Plan 2021 7. Annex P-60

Annex–A KPI Summary Sheet

Section 1: Programme Management KPIs

Key Performance Result Result Key Targets Indicators 2019 2020 2020 2021 2022 2023 2024 Customer Perspective

C1.1 Predicted Average Programme 0.24 0.72 ≤1.0 ≤1.0 ≤1.0 ≤1.0 ≤1.0 in-year Slippage month month month month month month month 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 95.69% 97.57% ≥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 22.00% 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 98.75% 95.15% ≥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 47.61% 0.89* ≥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 82.87% 84.43% ≥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 -9.05% -11.56% <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 2nd Forecast of Outturn -6.09% -7.52% ±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 0% 10%* 10% 10% 10% Outturn versus approved Budget -16.23% -16.74% -15% -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 2nd Forecast of Outturn -8.57% -8.57% ±5% ±5% ±5% ±5% ±5% KPI F5.4 measures the delta between the operational expenses and the April forecast of outturn.

* New Definition in the frame of the 2019 KPI Review 7. Annex A

OCCAR Business Plan 2021 P-61

Section 2: OCCAR-EA Internal Management KPIs

Result Result Key Targets Key Performance Indicators 2019 2020 2020 2021 2022 2023 2024

Internal Process Perspective

I6.1* Corporate Governance n/a* 94% ≥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 90.00% 89.50% ≥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 86.00% 85.00% ≥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 87.60% 87.80% ≥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 70.00% 73.08% ≥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 n/a* 1.67 ≤1.0 ≤1.0 ≤1.0 ≤1.0 ≤1.0 month month month month month month KPI I7.4 the average slippage of Programme Integration schedules. I8.1 OCCAR-EA Manning Level 98.70% 98.45% ≥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 90.20% 88.62% ≥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 88.00% 83.12% ≥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 86.10% 84.73% ≥85% ≥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 97.50% 97.00% ≥95% ≥95% ≥95% ≥95% ≥95% KPI L9.4 measures the ration of OCCAR-EA staff members having expressed a very good, good or satisfying opinion on the staff integration process.

* New Definition in the frame of the 2019 KPI Review

OCCAR Business Plan 2021 7. Annex A 7. Annex P-62

Annex–B Glossary of Terms

A G AAW Anti-Air Warfare GB Global Balance ASW Anti-Submarine Warfare GP General Purpose ASuW Anti-Surface Warfare H AU Australia HAAR Helicopter Air-to-Air Refuelling B HAD Hélicoptère Appui Destruction BDSPRO Business Development, Strategy, HAP Hélicoptère d’Appui et de Protection Planning & Reporting Office HDR WF High Data Rate Networking Wideband BE Belgium Waveform BoS Board of Supervisors HLO High Level Objective BSC Balanced Scorecard HRD Human Resources Division C I CO Central Office IAO Internal Audit Office COTS Commercial-Off-The-Shelf ICT Information and Communication Technology CIL Common Interoperability Layer IFF Identification Friend or Foe CIS Communication and Information ILS Integrated Logistic Support System IPSAS International Public Sector Accounting CSD Corporate Support Division Standard CSO Optical Space Component ISO International Organisation for D Standardisation ISS In-Service Support DE Germany ISTAR Intelligence, Surveillance, Target DEFIS Defence Industry & Space Acquisition and Reconnaissance E IT Italy EA Executive Agency ITT Invitation to Tender EDA European Defence Agency K EDAP European Defence Action Plan KPI Key Performance Indicator EDF European Defence Fund EDIDP European Defence Industrial L Development Programme LCC Life Cycle Cost ERP Enterprise Resource Planning LRR Long Range Radar ES Spain LSS Logistic Support Ship EU European Union LU Luxembourg F LT Lithuania LWT Light Weight Torpedo FC Finance Committee FD Finance Division M FI Finland MAST-F Missile Air-Sol Tactique Futur FinMaS Financial Management System MFF Multi-Annual Financial Framework FOC First of Class MLU Mid Life Update FOS Follow-on Ship MMCM Maritime Mine Counter Measures FR France MMF Multinational Multi-Role Tanker Transport FTPC Future Tasks and Policy Committee Aircraft Fleet MoD Ministry of Defence MoU Memorandum of Understanding MUSIS Multinational Space-based Imaging System 7. Annex B

OCCAR Business Plan 2021 P-63

N S NATO North Atlantic Treaty Organisation SAAM Surface to Air Anti-Missile NFS Near Future Submarine SAAM/T Système sol Air Moyenne Portée NL The Netherlands Terrestre NO Norway SC Security Committee NR&T Naval Research & Technology SDR Software Defined Radio NSPO/NSPA NATO Support and Procurement SE Sweden Organisation/Agency SLA Service Level Agreement NVC Night Vision Capability SoR Statement of Requirements O SPO Single Purchase Order SRR System Requirement Review OPTISSE OPTIcal payload for Small S&E Sustainment & Enhancement Satellites for defencE OSC Optical Space Component T OT Optional Tranche TDP Technology Demonstrator Programme P TLM Through Life Management TU Turkey PADR Preparatory Action on Defence Research U PAAMS Principal Anti Air Missile System UHT Unterstützungshubschrauber TIGER PB Programme Board UK United Kingdom PC Programme Committee PD Programme Division PDR Preliminary Design Review PESCO Permanent Structured Cooperation PL Poland PMSD Programme Management Support Division PPA Pattugliatore Polivalente d’Altura (Multipurpose Offshore Patrol Vessel) ProcS Procurement Strategy ProgD Programme Decision Q QMR Quality Management Representative QMS Quality Management System R REACT Responsive Electronic Attack for Cooperation Tasks RM Risk Management

OCCAR Business Plan 2021 7. Annex B 7. Annex OCCAR-EA Address Godesberger Allee 150-154 53175 Bonn • Germany

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

[email protected] Web www.occar.int

OCCAR signs Contribution Agreements for EPC and EU-HYDEF projects

Occar (organisation conjointe de coopération en matière d'armement / organisation for joint armament co-operation) signed contribution agreements with the eu commission for two european defence funds projects: the epc and the eu-hydef..

Naval News Staff 16 Dec 2022

OCCAR press release

On 14 December 2022 during a brief ceremony in Brussels, the OCCAR-EA Director Matteo Bisceglia, and the Director-General ‘Defence Industry and Space’ of the European Commission Mr Pesonen (represented by Mr F. Arbault), signed the Contribution Agreements for two EDF Projects that OCCAR-EA will be managing under indirect management mode. The two projects are the European Patrol Corvette (EPC) and the European Hypersonic Defence Interceptor (EU-HYDEF).

The agreements were negotiated between OCCAR and the Commission in a very short timeframe, which is a strong indicator of the very positive cooperation between both organisations.

In his speech, the OCCAR-EA Director highlighted this good spirit and emphasized the objective that cooperation between OCCAR and the Commission should grow more and more in order to strengthen the European Defence Industry and to assist Europe in making its defence environment more independent from our strategic partner across the Atlantic.

– End –

EPC project

The project “European Patrol Corvette” (EPC) will focus on conceptual studies up to the initial design, and use as a reference corvette class vessel that can fulfill a wide range of missions in future contexts of operations. The produced design will be modular and flexible, more energy-efficient, greener, safer, more interoperable, and cyber-secured.

The EPC will perform offshore patrol vessel missions that the European navies to face the 21st-century challenges. The duration of the project is determined as 24 months. The estimated cost of the project exceeds €65 million, and EU will contribute €60 million.

The project has the support of the PESCO EPC Program, in which the Defense Ministries of France, Italy, Greece and Spain participate.  In 2021, a consortium led by major defense contractors Fincantieri, Naval Group, and Navantia submitted an industrial proposal related to the EPC . The Preliminary Consortium Agreement was signed during Euronaval 2022.

Here are members of the consortium and their counties;

• NAVIRIS ITALY (Coordinator)
• FEAC Engineering – Greece
• Fincantieri SPA – Italy
• Force Technology – Denmark
• HYDRUS Advanced Consolidated Engineering Services S.A. – Greece
• I.S.D. Integrated Systems Development S.A. – Greece
• INTRACOM Defense S.A. – Greece
• Naval Group – France
• Navantia  – Spain
• Prisma Electronics ABEE – Greece
• SH Defence – SH Group A/S – Denmark
• STADT – Norway
• TERRA SPATIUM – Greece
• Vestdavit – Norway

The EPC project is expected to enter the industrialization phase from 2025. The vessels are being considered in Italy to replace the Comandanti-class patrol vessels from 2027 and in France to replace the Floreal-class frigates in the late 2020ies / early 2030ies.

EU HYDEF Project

The project “European Hypersonic Defence Interceptor” (EU HYDEF) will develop a European interceptor targeting the 2035+ threats, weapon and sensor systems. The project will result in the concept, risk mitigation and demonstration of a cost-effective endo-atmospheric interceptor able to operate in different air levels encompassing new aerodynamic and actuator system for high maneuverability, highly agile guidance concepts, and advanced sensor/seeker systems.

EU HYDEF will define the concept for a European Interceptor to achieve the highest maneuverability and capability to respond to high velocity threats.

The duration of the study and design phase of the project is set by the EU Defense Fund at 36 months. The total estimated cost of the project is about €110 million, with the EU contribution close to €100 million.

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OCCAR and the Naval world

In this section, Adm. Bisceglia answers Luca Peruzzi questions about naval programmes related to OCCAR.

In the naval domain, PESCO is working on the European Patrol Corvette (EPC) launched by France and Italy, and more recently entrusted by Spain and Greece, while the Italian MoD is discussing with the industry to finalize a contract for a four-submarine procurement programme. Are you expecting to see these programmes to be managed by OCCAR?

The European Patrol Corvette is indeed a clear candidate and I would certainly be happy if the nations decide to entrust it to OCCAR when the time comes, but this is a sovereign decision. Greece is not a Member State of OCCAR, therefore its integration would require the signature of the so call Letter of Acceptance, by which they agree to have the programme managed according to OCCAR rules and regulations, and a security arrangement. The former can take up to one year, since it requires the Governmental approval, which might also mean Parliament approval. The latter is necessary in order to exchange classified information. These requirements are not problematic, only time consuming, so they have to be taken into account if there is a real interest in entrusting the programme to OCCAR, in order to start well in advance to avoid time constraints.

As for the Italian Near Future Submarine (NFS) programme, indeed the MoD has consulted with OCCAR the steps necessary for its integration, but there is no formal decision yet, although I am confident that OCCAR will be entrusted this programme. The Board of Supervisors has authorized myself to conduct preliminary activities in preparation for the potential integration of this programme, and I look forward to taking it on board soon, hopefully before year-end.

The FREMM production and delivery programme will end in the near future, while the Common In-Service Support activities will continue not only for this programme but also for the Horizon frigates. Can you elaborate on future planned and foreseeing activities about FREMM programme? At which point is the preparation work for the Horizon MLU contract and which are the main agreed elements of the programme?

Following OCCAR’s Through-Life Management (TLM) approach, the FREMM programme includes an Integrated Logistic Support phase and an initial In-Service Support (ISS) phase (starting with Frigates delivery) for both French and Italian ship. This includes engineering support, configuration and obsolescence management, technical service, training, supply chain support management, electronic systems maintenance and documentation. A further five-year ISS contract was signed in June 2019 to ensure maintenance and supplies for Italian 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 ISS structure for FREMM and Horizon frigates, and further developments are being planned thanks to two dedicated Working Groups.

Looking to the FREMM production, qualification and contractual acceptance programme, the following weeks and months will see the first sea going of the French FOC [1] FREDA [2] Alsace as well as of the 10 th Italian FOS [3] GP (General Purpose) Bianchi , while studies are on-going on French FREDA frigates and FOS Lorraine production. Final Official Acceptance Review (FOAR) of the 9 th Italian FOS GP Schergat ship was planned on the 19th of March and everything was already organized in order to deliver the ship to the Italian Navy. With the stopping of all the industrial activities in Italy for the COVID emergency and the recent progressive return to work, the FOAR is expected by the end of June.

The new Horizon MLU contract is likely to be signed by the end of this semester and it is aimed to provide within the end of next year a feasibility study on possible enhancements of their operational capabilities, based on their obsolescence outcomes and taking into account the FREMM design to update their configuration.

As Naviris in the future will be the industrial interface of Italy and France in the naval domain, we expect that the feasibility study assigned by nations to OCCAR will be the starting point to assign to OCCAR also Horizon MLU activities. If Nations would decide it, we could be ready to “transform” the FREMM PD into a “Naval PD” that could manage many cooperative naval programmes (Horizon, FREMM, LSS, and so on).

I would like to point out that a vessel needs modernisation when its weapon systems become obsolete. Obviously, the integration of new weapon systems affects the platform, so a study is required to decide which changes are possible and which are the associated costs. For the Horizon modernisation, Naviris, as shipbuilder, will be the prime contractor for the platform modernisation, while Thales and Leonardo will be subcontractors for the French and Italian vessels.

With regards to the latest news related to a potential export of two Italian FREMM frigates to Egypt, OCCAR has not been made aware of any decision. I personally think that should this happen it is logical to expect the construction of two additional Italian FREMMs, to maintain the number of 10 frigates for the Italian Navy according to original operational requirements. Time will tell.

OCCAR has recently unveiled to have awarded a new contract for Naval Research and Technology projects to Naviris, the JV between Fincantieri and Naval Group. Can you elaborate on these five projects and their importance for the future cooperation between the two countries and industries?

Recently a new Italian and French cooperation in the Naval Defence Industry has been launched in order to build up a European excellence in the shipbuilding and navies. Following the establishment of the equal 50/50 Naviris JV, Italian and French Naval Defence Administrations have addressed the intention to pitch research activities in the naval domain in order to increase their bound cooperation in this context. Within this framework, the OCCAR FREMM PD has been engaged to award two new contracts to Naviris in order to develop:

– five Research & Technology Projects, lasting up to 3.5 years, which were awarded on 4 June;

– feasibility studies concerning the Mid-Life Upgrade of Horizon Class Combat Ships, which is to be awarded by the first half of 2020.

Both mentioned new contracts have been issued in accordance to OCCAR rules and will be entirely managed by the same OCCAR FREMM PD without the need to increase personnel or to seek external support. Italy and France considered that the excellent management provided to date by the OCCAR FREMM PD with the FREMM programme could be the best way to run a new long-term cooperation in the Naval Defence domain.

These activities would have fit perfectly in the small programmes Programme Division, but we are not there yet, so the next suitable option was to place them within the FREMM Programme Division.

The OCCAR’s 2020 business plan highlighted Italian Long Range Radar (LRR) antenna major overhaul and LRR enhanced Ballistic Missile Defence (BMD) capabilities. Can you elaborate on these activities and on French participation?

Italian LRR antenna major overhaul represents an important milestone in the second half of 2020 for the Marina Militare Italiana and OCCAR. It will be applied on Italian Ship Duilio from September and it will be the third LRR major overhaul activity performed by Thales Nederland on Horizon class ships, taking into account the lessons learned on similar activities performed on French Horizon ships, Forbin and Chevalier Paul respectively in 2018 and 2019. As for the Italian first Major OverHaul (MOH), this includes the whole refurbishment of the radar antenna and below deck equipment in a lead-time of 12 months. The flow of the activities has been improved by reducing the delivery risks and costs. The LRR major overhaul will be performed clearly also on ITS Doria in 2022. In parallel, Thales Nederland is performing the same activities on board the UK Type 45 destroyers for which OCCAR has managed directly, in the current ISS contract, only the non-recurring activities such as the development of MOH procedures, the Near Field Test site and a dedicated health- and environmental-compliant facility for antenna components refurbishing.

This 10-year preventive maintenance activity, necessary to maintain system performance and ensure that the system meets the expected service life, will be a prerequisite stage to achieve LRR enhanced BMD capabilities. Within this perimeter France, Italy and the United Kingdom are working together to reach a common agreement on the route to follow, in order to align each national operational need with the international cooperation. In this environment, OCCAR is called to play an important role to support Nations to reach this goal.

The Italian Navy’s Logistic Support Ship (LSS) programme will see important developments during 2020, with the final acceptance review/ship delivery of the Italian ship and the first steel cutting for the French ship. Can you highlight these developments?

The delivery of ITS Vulcano to the Italian Navy, under the OCCAR LSS Programme, is currently scheduled for mid-September 2020. However, the impacts related to the COVID19 emergency, will unfortunately lead to a shift of the mentioned date, due to the interruption of all testing activities, at sea and ashore, which began with positive results last December. After the reopening of Fincantieri’s facilities, the industry is expected to restart sea trials soon, in order to resume the complex activity of testing all the operational requirements of the contract.

As for the French ship, the actual production phase will come into force in June 2020 for the bow section of the first ship (Fincantieri shipyard) and in December 2020 (Chantiers de l’Atlantique shipyard) for the aft section. The LSS FOC will be launched by the end of March 2022. The aft section first steel cutting ceremony, recently performed, marked the restart of the industrial activity in France. The OCCAR management made it possible, keeping the programme on track, despite the COVID-19. As for the first steel cutting of the bow section, initially scheduled for late May, a short shift being expected due to the COVID19 emergency.

The 2020 activities of the Maritime Mine Counter Measures (MMCM) programme will see important milestones in the production and acceptance activities of the two identical Prototype/Demonstrators’ sub-systems and primary system integration in preparation for future systems qualification. Are you expecting any delay due to coronavirus pandemic?

The MMCM is a mine warfare system, composed of unmanned surface (USV) and underwater (UUV) vehicles, aiming to replace current French Marine Nationale and UK Royal Navy MCM capabilities. The two prototypes have started their sea trials, as presented during the programme progress demonstration on 29 May in Brest to the French Minister of Defence. The latter confirmed the French intention to order this year four additional MMCM systems, once the prototypes will achieve their qualification. COVID should have a limited impact on the demonstration of MMCM operational capabilities, which is still expected by October 2020. However, the exact impact is still under assessment, given the cross-links between French and British location trials and activities, which still remain under stress due to travel constraints for international workers.

The Italian Pattugliatori Polivalenti d’Altura (PPA) programme scheduled production milestones have been hit by coronavirus even if OCCAR has been working to compensate with non-production milestones. Are you confident to be able to reduce the programme slipping and maintain delivery milestones?

While intense use of OCCAR and stakeholders’ Information and Communication Technology resources has kept the “office” workflow almost as normal, the coronavirus impact on the PPA delivery schedule remains under assessment, as the “production” pace is still increasingly resuming the 100% flow in all shipyards and factories involved. In fact the launch of the PPA 2 Francesco Morosini took place on 22 May, although the ship was ready since late March, activities having been postponed due to the coronavirus lockdown. So far, estimated delays for the different work packages range from two to three months, but recovery plans are going to be implemented, to reduce them. Those plans will be more effective in the mid-long term, but we are confident to keep even the PPA 1 Paolo Thaon di Revel delivery very close to the contractual schedule, that is May 2021. The production of PPA 3 Raimondo Montecuccoli and PPA 4 have re-started, with the PPA 3, the first in the Light Plus configuration, likely to be launched in February 2021. PPA 5 first steel cutting ceremony is expected by late June 2020.

Photos courtesy Fincantieri, Italian Navy, OCCAR, PESCO

[1] FOC = First Of Class

[2] FREDA = FREgates de Défense Aériennes, Air Defence Frigates

[3] FOS = Follow-On Ship

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24 February 2022

Airbus and occar sign eurodrone contract.

Manching , 24 February 2022 – Airbus and the Organisation for Joint Armament Co-operation (OCCAR) have signed the Eurodrone global contract, which includes the development and manufacturing of 20 systems and 5 years of initial in-service support. Industry prime Airbus Defence and Space GmbH signed in representation of the three Major Sub-Contractors (MSC) Airbus Defence and Space S.A.U in Spain, Dassault Aviation in France and Leonardo S.p.A. in Italy, while OCCAR has signed on behalf of the four launch nations Germany, France, Italy and Spain.

“This signature kicks-off the development of one of the most ambitious European defence programmes. Eurodrone is the result of collaborative work between the industry, OCCAR and the nations. It will deliver the most advance Unmanned Aerial System (UAS) in its segment, generate more than 7,000 high-tech jobs within the industry and will strengthen European industrial sovereignty, know-how and collaboration between nations”, said Mike Schoellhorn, CEO of Airbus Defence and Space.   

“This contract marks the determination of the European nations and industrial partners to achieve the political goals and to meet the technological challenges leading to European defense sovereignty. Innovative programmes with strong key technological foundations will guarantee the strategic autonomy of Europe by offering new alternatives to the on-the-shelf acquisition of non-European products. Thanks to a shared vision and a pragmatic approach, Eurodrone is carried by the choice of best in-house competencies and expertise of each company”, declared Eric Trappier, Chairman and CEO of Dassault Aviation.

“Today’s announcement marks an important milestone for the european nations which confirms the determination and achievements of the Industrial Partners in meeting the challenges that accompany the development of a complex and strategic European Defence and Security Programme. Eurodrone will provide high performance and sovereign operational systems to the armed forces and represents a key constituent of the European Defence Industry as well as a unique opportunity to showcase our high technological expertise and capabilities stemming from decades of European collaboration on military programmes. Eurodrone will contribute to sustaining key competencies and jobs within Europe, providing armed forces with top performance and independent operational systems for years to come”, said Lucio Valerio Cioffi, General Manager of Leonardo.

Eurodrone is a Medium Altitude Long Endurance (MALE) Remotely Piloted Aircraft System (RPAS) with versatile and adaptable capabilities that make it the perfect platform for Intelligence, Surveillance Target Acquisition and Reconnaissance (ISTAR) missions or homeland security operations. Its opened architecture part of the future-proof design will allow for growth and rescoping system capabilities as may be required by the future needs of customer armed forces.

It is the first MALE designed from the start to meet requirements for integration into civil airspace, helping to improve efficiencies such as use of direct flight paths, without the need for pre-planned emergency landing sites, which saves time, fuel and, as a result, CO2 emissions.

Eurodrone relies on Digital Design, Manufacturing and Services (DDMS), a new, digital-first approach applied by Airbus to the way aerospace products are designed, manufactured and operated throughout all product phases. Eurodrone is the first programme that will be fully designed and developed from the start through DDMS in a stepped approach and aims to benefit from better upgrade planning, improved operational availability and lower life-cycle costs.

To download photo and video material, please click here .

@AirbusDefence @Dassault_OnAir @LDO_Aircraft #Eurodrone #UAS

About Airbus

Airbus pioneers sustainable aerospace for a safe and united world. The Company constantly innovates to provide efficient and technologically-advanced solutions in aerospace, defence, and connected services. In commercial aircraft, Airbus offers modern and fuel-efficient airliners and associated services. Airbus is also a European leader in defence and security and one of the world's leading space businesses. In helicopters, Airbus provides the most efficient civil and military rotorcraft solutions and services worldwide.

About Dassault Aviation

With over 10,000 military and civil aircraft (including 2,500 Falcons) delivered in more than 90 countries over the last century, Dassault Aviation has built up expertise recognized worldwide in the design, development, sale and support of all types of aircraft, ranging from the Rafale fighter, to the high-end Falcon family of business jets, military drones and space systems. In 2020, Dassault Aviation reported revenues of €5.5 billion. The company has 12,440 employees. dassault-aviation.com

About Leonardo

Leonardo, a global high-technology company, is among the top world players in Aerospace, Defense and Security and Italy’s main industrial company. Organized into five business divisions, Leonardo has a significant industrial presence in Italy, the United Kingdom, Poland and the USA, where it also operates through subsidiaries that include Leonardo DRS (defense electronics), and joint ventures and partnerships: ATR, MBDA, Telespazio, Thales Alenia Space and Avio. Leonardo competes in the most important international markets by leveraging its areas of technological and product leadership (Helicopters, Aircraft, Aerostructures, Electronics, Cyber Security and Space). Listed on the Milan Stock Exchange (LDO), in 2020 Leonardo recorded consolidated revenues of €13.4 billion and invested €1.6 billion in Research and Development. The company has been part of the Dow Jones Sustainability Indices (DJSI) since 2010 and has been confirmed among the global sustainability leaders in 2021. Leonardo is also included in the MIB ESG index.

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Cigna, Oscar Health to shutter small group business

Oscar Health and Cigna will discontinue their co-branded Cigna + Oscar business at the end of 2024. 

On a May 7 call with investors, Oscar CEO Mark Bertolini said it chose not to renew the offering in 2025 as part of its strategy to focus on the individual market. 

Launched in 2020, Cigna + Oscar offers group insurance plans for small businesses. The venture had 61,428 members as of March 31, 2024, according to Oscar Health's first-quarter earnings report. 

Mr. Bertolini told investors both Cigna and Oscar "tried very hard" to get the business to a profitable place, but they could not find a way to make the Cigna + Oscar product work long term. 

"More importantly, we believe ICHRA is the solution for small group and middle market, and we believe that that will be a much bigger opportunity and we want to focus on getting that right," Mr. Bertolini said. 

ICHRA, or individual coverage health reimbursement arrangements, allow employers to offer employees contributions to purchase an individual health plan rather than offering group insurance. 

Several payers, including Oscar , have said they see the ICHRA market as an opportunity for growth. 

Oscar Health has scaled back its products in recent years. It dropped out of the Medicare Advantage market at the end of 2022. The company posted its first profit since it was founded in 2012 in the first quarter of 2024. 

A Cigna spokesperson told Becker's the company is "committed to ensuring a smooth transition for our members." 

"Partnering with small and midsize employers to meet their unique needs and serve their employees will continue to be one of our top priorities, and we are evaluating our options to continue serving the small group market in the future," the spokesperson said.

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Cigna + oscar extends small business health plan to philadelphia, under the cigna + oscar small business health plan, enrollees will have access to behavioral health support, and cigna’s network of physicians, specialists, and hospitals..

August 16, 2022 - Cigna and Oscar Health will be extending their small business health plan footprint into Philadelphia, increasing access to care for small business owners and employees.

During the pandemic, many states have struggled to support their small businesses, leaving many with barriers to providing health insurance.

Pending regulatory approval, the Cigna + Oscar plan will be available across the Philadelphia metro area beginning January 1, 2023. Employers in the counties of Bucks, Chester, Delaware, and Montgomery will have access to the plan.

Small businesses with 11 to 50 employees will receive affordable, member-first health insurance products through the health plan, Cigna stated.

“A healthy workforce is critical to fueling business growth, and employers can help their workforce stay healthy by providing innovative health plans that offer many new ways for people to access care and stay on top of their health goals,” Bruce Grimm, senior vice president and commercial segment lead of Cigna, said in a public statement.

“In this dynamic environment, small businesses need health plans that are affordable, predictable, and simple. With this expansion, Cigna + Oscar health plans are now able to help small businesses in Philadelphia provide their employees with access to quality care at a more affordable cost.”

Enrollees will be able to access Cigna’s network of hospitals, healthcare providers, and specialists without a referral.

The Cigna Open Access Plus network includes over 1,000,000 doctors, specialists, and providers. Additionally, the network contains more than 17,000 hospital and clinical facilities.

The plan also incorporates behavioral health support and low-cost prescription coverage.

Through Cigna’s Express Scripts, members can save on prescriptions and refill them on their phones.

“Cigna + Oscar had a strong first half of the year with respect to growth –– we recently surpassed the 50,000 member milestone,” said Louis DeStefano, head of the small group business and senior vice president of growth at Oscar. “We are excited to bring this momentum to Philadelphia and look forward to working with small businesses throughout the area.”

This partnership between Cigna and Oscar Health began in early 2020 . By design, the health plan targets small businesses that struggle to afford healthcare coverage for their employees.

The health plan started in select markets such as Georgia, Tennessee, and Connecticut.

In 2021, Cigna + Oscar brand’s small business health plan became available to employers in California as businesses fought to keep their doors open due to the pandemic.

The partnership seeks to enable the payers to share the risk between them due to their reinsurance agreement.

“Cigna + Oscar provides a solution for the unique challenges that small businesses face by offering a variety of services that meet their employees’ health needs, and at a cost that helps make it possible to keep their doors open,” DeStefano said at the time.

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• Health Insurance

Oscar Health Insurance Review 2024

Fact Checked

Updated: Apr 16, 2024, 1:04pm

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Our Expert Take

We like Oscar Health’s superb average Affordable Care Act (ACA) plan rates and that it offers three types of health plans in the marketplace. On the other hand, it also has higher than average complaint levels, high deductibles for silver plans and below-average National Committee for Quality Assurance quality ratings.

• Excellent ACA plan rates compared to competitors.
• Offers three types of health plans (HMOs, EPOs and PPOs), though you may have trouble finding a PPO plan.
• Higher than average complaint levels to state departments of insurance.
• Average deductible for silver ACA plans is higher than many competitors.

Table of Contents

About oscar health, types of plans available from oscar health, extra benefits from oscar health, how much do oscar health insurance plans cost, how oscar health insurance compares to other companies, reviews & ratings for oscar health, methodology.

Oscar Health began in 2012 and now is the third-largest for-profit national insurer in the U.S. individual market.

Oscar Health provides coverage in three types of health insurance markets—individual and family, group and Medicare Advantage.

Oscar Health says it approaches the notion of a provider network in a different way compared to other health insurers. The health insurer says that in several cities, including New York, San Francisco and San Antonio, its networks are “curated,” providing “a suite of care options like a broad network, while driving the cost savings, clinical integrations and quality outcomes of a narrow network.”

Oscar’s ACA marketplace plans are available in:

• North Carolina

Oscar Health offers three types of insurance plans on the health insurance marketplace :

• HMO plans: A health maintenance organization (HMO) plan generally has lower premiums than other health plans. But HMOs also usually restrict you to only see in-network providers who either work directly for or contract with the HMO. You have to typically pay for out-of-network care with no help from the health plan. HMOs also usually require referrals from your primary care doctor to see a specialist. An HMO often has lower premiums than those of other types of health insurance.
• EPO plans: An exclusive provider organization (EPO) plan requires you to stay within the plan’s network, if you want the insurance to cover your services. You don’t need a referral from your primary care doctor to see a specialist, though. Premiums are usually similar to HMOs, but lower than a PPO.
• PPO plans: A preferred provider organization (PPO) health care plan lets you see any providers and doesn’t require you to get a referral from your primary care provider before seeing a specialist. Out-of-network care usually costs more than if you get care in-network. PPO health insurance premiums may be higher than those of other insurance plans.

ACA plans are divided by metal tier ( bronze, silver, gold or platinum ). A metal tier depends on a plan’s premiums and out-of-pocket costs. Bronze plans have the lowest premiums but highest out-of-pocket costs and deductibles. Platinum plans have the highest deductibles and lowest out-of-pocket costs. Oscar Health offers bronze, silver and gold plans.

If you’re looking to pay the least for coverage, bronze and silver plans are your best bet but remember that those cost more when you need care. If you would prefer paying more upfront with the understanding that you won’t have to pay as much when you seek care, a gold or platinum plan is likely best for you.

Oscar Health offers two services at no extra cost to policyholders:

• Virtual urgent care
• Virtual primary care

Those services also offer prescriptions, including some at no cost to members. Other prescriptions are available to Oscar Health policyholders for as low as $3.

Breathe Easy Plan

For those with chronic obstructive pulmonary disease or asthma, Oscar offers a Breathe Easy plan. If you enroll in the plan, you get the following benefits at no additional cost: pulmonologist and PCP visits, pulmonary rehabilitation, oxygen services, Tier 1 preferred generics, nicotine replacement and behavioral health services.

Enhanced Diabetes Care Plan

Those enrolled in the Enhanced Diabetes Care plan can get the following benefits: $0 primary care physician visits, diabetic foot and retinal eye exams, labs, wellness programs, unlimited testing supplies and health coaching.

Mobile App Sync

The Oscar app syncs with both Google Fit and Apple Health. You can earn $1 daily if you hit your step markets with a maximum of $75 per year, depending on where you live.

An Oscar health insurance plan costs $407 monthly on average for a 30-year-old with an ACA marketplace plan. An ACA plan’s cost typically increases with age, which makes it different from group health insurance through an employer.

Average Oscar Health Insurance Costs by Age

ACA marketplaces plans are divided based on costs. There are four metal tiers: bronze, silver, gold and platinum . Bronze and silver plans have the lowest premiums but the most out-of-pocket costs when you need healthcare. Platinum and gold have higher premiums but fewer out-of-pocket costs, which means less money when you need care.

Bronze and silver plans are the most common type of plan, while platinum plans are fairly rare.

Average Oscar Health Insurance Costs by Metal Plan

Oscar Health’s average monthly premiums are better than many competitors and could be a good bet if you are looking for affordable health insurance .

Average Monthly Costs for ACA Marketplace Plan by Company

HMOs: Average Monthly Health Insurance Costs

EPOs: Average Monthly Health Insurance Costs

Complaints filed with state insurance departments against Oscar Health for individual health insurance are about 1.5 times higher than the industry average, but lower than some competitors. Complaint ratios reflect the number of complaints relative to an insurer’s size of business.

Another rating for Oscar is from the National Committee for Quality Assurance. NCQA gave the company 2.5 stars out of five for a New York-based health plan, the only Oscar plan with an NCQA rating.

Oscar received its highest marks (2.5 out of 5) for treatment but only 1.5 for prevention and 1 for how health plan members rated the plan’s services.

We used the following data to determine the best health insurance companies .

• Complaints made to state insurance departments (30% of score): We used complaint data from the National Association of Insurance Commissioners.
• Plan ratings from the National Committee for Quality Assurance (30% of score): The National Committee for Quality Assurance is an independent, nonprofit organization that accredits health plans and produces ratings based on specific metrics.
• Average silver plan deductible (20% of score): The deductible is how much you have to pay for healthcare services in a year before the health plan begins picking up a portion of the costs.
• Breadth of health plans (10% of score): Health insurance companies may offer up to four types of plan benefit designs (PPO, HMO, EPO and POS).
• Metal tier offerings (10% of score): We gave points to companies offering more metal tiers. The ACA marketplace has four metal tier levels.

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Best Retirement Plans for Employees

Best retirement plans for self-employed individuals.

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Other Retirement Savings Options

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Best Retirement Plans for 2024: Choosing the Right Path for Your Future

Affiliate links for the products on this page are from partners that compensate us and terms apply to offers listed (see our advertiser disclosure with our list of partners for more details). However, our opinions are our own. See how we rate products and services to help you make smart decisions with your money.

Why Start Saving for Retirement Now?

Financial experts all agree: The sooner you start saving, the better. Retirement savings accounts offer long-term wealth-building features like compounding, tax advantages, and retirement-focused investment strategies. 

Compound interest allows you to earn interest on your interest. The longer your money grows, the faster it accumulates and the closer you are to achieving a financially secure retirement. Contributing a little here and there is better than not contributing at all. 

Moreover, retirement plans like IRAs and 401(k)s offer tax benefits. You can contribute pre-tax money to lower your taxable income today. Or you can contribute after-tax money for tax-free growth and withdrawals. 

Here are Business Insider's editors' top picks for the best retirement plans in 2024. 

401(k) Plans

401(k)s are popular retirement savings plans offered by for-profit companies. Employees can open a traditional 401(k) or a Roth 401(k). Traditional 401(k)s grow with pre-tax dollars, but Roth 401(k)s rely on after-tax contributions, just like with IRAs.

Employees can contribute up to $23,000 in 2024, and individuals age 50 and older can contribute additional "catch-up" contributions of $7,500. 

Many 401(k)s offer employer-matching contributions. Your employer matches up to a certain limit for every dollar you put into your account. This is generally considered "free money" toward your retirement. For instance, if you make $50,000 annually, and your company matches 50% of your 401(k) contributions up to 5% of your salary, you would need to contribute $2,500 into your account to receive the full match amount. Your employer would then contribute an additional $1,250 a year.

403(b) Plans

403(b)s, or tax-sheltered annuities, are retirement plans for public school employees, tax-exempt organizations, churches, and other nonprofit companies. Similar to a 401(k), 403(b)s may offer the benefit of an employer match. You can contribute pre-tax or after-tax money. 

If you're under 50, you can contribute up to $23,000 in 2024. Employees 50 and up can contribute an additional $7,500. In addition to pre-tax and after-tax contributions, you can contribute to your 403(b) by allowing your employer to withhold money from your paycheck to deposit into the account.

Thrift Savings Plans

Thrift savings plans (TSPs) are retirement accounts for federal and uniformed services employees. Like 401(k)s, these plans let you contribute pre- or after-tax dollars. But, unlike many 401(k) employer matches, most TSPs offer a full 5% contribution match. Your employer will match your contributions up to 5% of your salary.

The annual contribution limit for 2024 is $23,000. The catch-up contribution limit is $7,500. 

457(b) plans are retirement savings accounts offered by certain state and local governments and tax-exempt organizations. Like 403(b)s, you can contribute to your 457(b) plan by asking your employer to withhold a portion of your paycheck and deposit it in your retirement plan. Some employers allow you to make Roth contributions. 

The annual contribution limit for 2024 is $23,000. The catch-up contribution limit is $7,500. Folks 50 and older can contribute up to the annual additions limit, currently $69,000. 

Pension Plans

Pension plans are retirement plans fully funded by your employer, who are required to make regular contributions toward your retirement. However, depending on the plan's terms, you may not have control over how the money is invested. 

There are two main types of pension plans: the defined contribution plan and the defined benefit plan. 401(k)s are technically considered defined-contribution pension plans, and your employer is not responsible if your investments perform poorly.

Traditional pension plans are defined benefit plans (plans with fixed, pre-established benefits). Employers are liable to provide retirement funds for a certain dollar amount, calculated based on employee earnings and employment years.

Solo 401(k)

Solo 401(k)s are an option for business owners who work for themselves and have no employees. They can contribute as both an employer and employee (and spouses of business owners may be able to contribute as well), meaning they can contribute twice as much. You can make pre- or post-tax (Roth) contributions to your account. 

As an employee, you can defer up to $23,000 of your self-employed income in 2024. If you're 50 or older, you can make an additional $7,500 catch-up contribution. As an employer, you can contribute up to $23,000, plus the catch-up contribution if you're 50 or older. The total contribution limit is $76,500. 

Simplified employee pension (SEP) IRAs are retirement vehicles managed by small businesses or self-employed individuals. According to the IRS, employees (including self-employed individuals) are eligible if they are 21 years old, have worked for the employer for at least three of the last five years, and have made a minimum of $750. 

SEP IRAs also require that all contributions to the plan are 100% vested. This means that each employee holds immediate and complete ownership over all contributions to their account, including any employer match. You can contribute up to $69,000 or 25% of your employee's compensation 2024.

Vesting protects employees against financial loss. For instance, according to the IRS, an employer can forfeit amounts of an employee's account balance that isn't fully vested if that employee hasn't worked more than 500 hours in a year for five years.

SIMPLE IRAs are for self-employed individuals or small businesses with 100 employees or less. According to the IRS, these retirement plans require employers to match each employee's contributions on a dollar-for-dollar basis up to 3% of the employee's salary.

To qualify, employees (and self-employed individuals) must have made at least $5,000 in the last two years and expect to receive that amount during the current year. But once you meet this requirement, you'll be 100% vested in all your SIMPLE IRA's earnings, meaning you have immediate ownership over your and your employer's contributions. 

Employees can contribute up to $16,000 in 2024. You can also add a catch-up contribution of $3,500 if you're 50 or older.

Payroll Deduction IRAs

Small businesses and self-employed people can set up employee IRAs even simpler. With payroll deduction IRAs, businesses delegate most of the hard work to banks, insurance companies, and other financial institutions.

After determining which institutions their employer has partnered with, employees can set up payroll deductions with those institutions to fund their IRAs. These accounts are generally best for employees who don't have access to other employer-sponsored retirement plans like 401(k)s and 457(b)s.

For 2024, you can contribute up to $7,000 in annual contributions and up to $1,000 in annual catch-up contributions for employees aged 50 or older. 

Best Individual Retirement Arrangements (IRAs)

One of the most appealing components of independent retirement plans like IRAs is that you can open one as long as you've got taxable (earned) income. And even if you have an employer-sponsored retirement account, you can usually set up a traditional IRA, Roth IRA, and other independent retirement accounts.

Traditional IRA

Traditional IRAs let you save with pre-tax contributions toward your retirement savings. You'll pay tax when you withdraw during retirement. Traditional IRAs are recommended for higher-income workers who prefer to receive a tax deduction benefit now rather than later.

The 2024 contribution limit is $7,000, with up to $1,000 in catch-up contributions.

Roth IRAs are funded by after-tax dollars, meaning you pay taxes on your contributions now and make tax-free withdrawals later. As long as you're eligible, experts recommend Roth IRAs for early-career workers who expect to be in a higher tax bracket when they withdraw. Traditional and Roth IRAs share the same contribution limits: $7,000 in 2024, with up to $1,000 in catch-up contributions.

If you want to open one of the best Roth IRAs , single filers can only contribute the maximum amount in 2024 if their modified adjusted gross income (MAGI) is less than $146,000. Married couples must earn less than $230,000 annually to contribute the full amount in 2024. You can still contribute less if you earn a little more, though. 

You can find your MAGI by calculating your gross (before tax) income and subtracting any tax deductions from that amount to get your adjusted gross income (AGI), then adding back certain allowable deductions.

Spousal IRAs

There's also an option for married couples where one spouse doesn't earn taxable income. Spousal IRAs allow both spouses to contribute to a separate IRA as long as one spouse is employed and earns taxable income. This account allows the nonworking spouse to fund their own IRA. 

In 2024, each can contribute $7,000 (or $8,000 if they are 50 or older) for up to $16,000 annually.

Rollover IRAs

The best rollover IRAs let you convert your existing employer-sponsored retirement plan into an IRA, something experts generally recommend doing when you leave a job for a few reasons: primarily because you have more control over the investment options in an IRA than in a 401(k), and also because it's easier to consolidate your accounts for record-keeping.

Many online brokerages and financial institutions offer rollover IRAs; some will even pay you to transfer your employer-sponsored plan to an IRA.

Self-Directed IRAs (SDIRAs)

You can fund a self-directed IRA using traditional or Roth contributions ($7,000 and contribution limits in 2024, plus another $1,000 for catch-up contributions). But the difference between these accounts is mainly one of account custody and investment choices.

Unlike traditional and Roth IRAs, the IRS requires that all SDIRAs have a certified custodian or trustee who manages the account. These third parties handle the setup process and administrative duties of the IRA (e.g., executing transactions and assisting with account maintenance).

SDIRAs also give investors access to a wider range of investment options. With traditional and Roth IRAs, you're limited to mutual funds, ETFs, stocks, and other traditional investments. But, SDIRAs allow you to invest in alternative assets like real estate, precious metals, and cryptocurrencies .

Nondeductible IRAs

Nondeductible IRAs are for people who earn too much to get the full tax benefits of an IRA. Contributions for these accounts aren't tax deductible, meaning you'll fund your IRA with post-tax dollars like a Roth IRA. The difference is that you'll still have to pay taxes on any earnings or interest from the account once you withdraw at age 59 1/2.

Annuities are investment vehicles purchased from insurance companies at a premium. You'll receive periodic payouts during retirement once you purchase an annuity using pre-tax or after-tax dollars. Annuities offer a reliable income stream for retirees and reassurance they won't outlive their savings. 

The funds in an annuity can also be invested. Before you start receiving payouts, the investment gains grow tax-free, but you'll still be liable to pay income tax. Plus, annuities have limited liquidity and high fees that may diminish potential gains. 

Health Savings Accounts (HSAs)

Health Savings Accounts (HSAs) are savings accounts designed to cover medical expenses but can double as retirement savings. Once you're 65, you can withdraw the funds from your HSA penalty-free for non-medical expenses. 

While an HSA isn't a great main retirement savings vehicle, it can be a great addition to a different long-term savings account. In addition to penalty-free withdrawals on qualifying expenses, HSAs are funded with pre-tax dollars and grow-tax-free. But you'll still be subject to income tax. 

In 2024, you can contribute up to $4,150 for self-coverage and $8,300 for family coverage. Folks 55 and older can contribute an additional $1,000 catch-up contribution. 

Choosing the Best Retirement Plan for You

If you're not a small-business owner or self-employed, the best retirement plan for you usually depends on your type of employer, marital status, and short- and long-term savings goals. 

However, for most employer-sponsored retirement accounts, you can decide whether to make pre-tax or post-tax (Roth) contributions to your account. Roth contributions are best for those who expect to pay more in taxes as they age, but you should consider pre-tax contributions if you don't mind paying taxes when you withdraw money from your account in retirement.

You can boost your retirement savings even more by opening a separate IRA in addition to your employer-sponsored plan (you can still save toward retirement with an IRA if you're unemployed).

FAQs About Retirement Plans

Your best retirement option depends on your income, employer, financial situation, time horizon, and goals. If you can access a retirement savings account through your employer, especially a pension or 401(k) plan, that is likely your best option. If not, a traditional or Roth IRA offers tax advantages, compounding power, and flexible investment options.

A traditional or Roth IRA may be a better retirement saving account than a 401(k) due to the low fees and flexibility. Although 401(k)s come with great benefits like an employer match, they have high fees that can eat away at gains. An IRA may be a better option if your employer is not covering those fees. 

A Roth IRA may be the better option, depending on your situation. In most cases, a 401(k) is the stronger retirement account due to the convenience of automatic payroll deduction and the additional benefit of an employer match. However, Roth IRAs can double as emergency funds. A Roth IRA may be better if you're looking for increased flexibility and Roth tax benefits. 

Why You Should Trust Us: Our Expert Panel For The Best Retirement Plans

We interviewed the following investing experts to see what they had to say about retirement savings plans. 

• Sandra Cho , RIA, wealth manager, and CEO of Pointwealth Capital Management
• Tessa Campbell , Investment and retirement reporter at Personal Finance Insider

What are the advantages/disadvantages of investing in a retirement plan?

Sandra Cho:

"The main advantage is the tax implications of the account. Depending on the account, taxes will either be deferred or not included at all. For employer-sponsored retirement plans like 401(k)s, contributions to the plan are made with pre-tax funds, and the account grows tax-deferred. Taxes are then owed upon withdrawal.

"Roth IRAs, on the other hand, are contributed to with post-tax funds but grow tax-free. Both should be included in an investor's portfolio. Another advantage is that 401(k)s often have an employer matching component. That is, an employer will match your contributions up to a certain point (usually around 3% of your salary). 

"The disadvantage is that retirement accounts have a max contribution limit. Another disadvantage is that these funds cannot be used until age 59 1/2. For younger investors, that can be a long time wait."

Tessa Campbell: 

"Tax benefits and compound interest are two of the major advantages of contribution to a retirement savings plan like a 401(k) or individual IRA. Depending on the kind of plan you open (traditional or Roth), you can benefit from contributions after- or post-tax dollars. In addition, some 401(k) plans are eligible for employer-sponsored matches, which are essentially free money.

"The disadvantage of a retirement plan is that you won't be able to access the funds in your account penalty-free until you're at least 59 1/2 years old. Unless there are no other options, early withdraws from a retirement savings plan isn't advised."

Who should consider opening a retirement plan?

"Every individual should be investing through a retirement plan if they have the financial capability to. At the minimum, investors should try to contribute up to the matching amount for their 401(k) and the maximum amount for their Roth IRA. The growth in these funds compounds over time, helping to enhance the long-term return."

Tessa Campbell:

"I can't think of a single person that wouldn't benefit from a retirement savings plan, other than maybe someone that is already well into retirement. Although some younger individuals don't feel the need to start contributing quite yet, it's actually better to open an account as soon as possible and take advantage of compound interest growth capabilities."

Is there any advice you'd offer someone who's considering opening a retirement plan?

"I would advise them to work with a financial advisor or trusted professional. This will give them insight into where they should be investing their money, whether that be a 401(k), Roth IRA, or another vehicle. There are plenty of people and sources out there who provide important information and can help you create a strong financial future."

"Don't contribute huge portions of your salary if it doesn't make sense with your budget. While contributing to a retirement savings plan is important, you must still afford your monthly expenses and pay down an existing debt. If you're having trouble establishing a reasonable budget, consult a financial advisor or planner for professional help."

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By Jim Tankersley and Madeleine Ngo

Jim Tankersley reported from Washington, and Madeleine Ngo from Georgia.

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Home   /   News   /  OCCAR at Eurosatory 2022

Jun 22 2022

OCCAR at Eurosatory 2022

From 13 until 17 June , OCCAR-EA was an active participant at Eurosatory with a free of charge stand offered by GICAT (French industry group for defence and security) and supported by DGA. The objective of this initiative was to promote OCCAR to Industry and official delegations and to explain what OCCAR is and stands for to the outside world. The initiative was a big success thanks to the support of OCCAR Montrouge Staff Mem

If you want to learn more about OCCAR and its programmes, please visit our website.

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