OCCAR Business Plan Organisation Conjointe de Coopération en matière d ARmement.

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1 Organisation Conjointe de Coopération en matière d ARmement

2 P-02 OCCAR

3 P-03 Content 1 Introduction on behalf of the OCCAR Board of Supervisors 04 2 Foreword by OCCAR-EA Director 06 3 OCCAR at a glance Mission Vision Values Strategic Aims Corporate Strategy OCCAR Organisation in OCCAR Programme Management The Programmes and TDPs managed by OCCAR in Current OCCAR Programmes in Integration International Partner Organisations 34 5 Customer Perspective Strategic Initiative 37 6 Internal Process Perspective Strategic Initiative 39 7 Financial Perspective Strategic Initiative OCCAR-EA Administrative Budget OCCAR-EA Operational Budget 42 Annex 44 KPI Summary Sheet 45 Glossary of Terms 46 Locations of OCCAR Sites 47

4 P Foreword by BoS Chairman Introduction on behalf of the OCCAR Board of Supervisors United Kingdom holds the Chairmanship of the Board in 2015 In many ways, as we enter 2015, the strategic case for international equipment cooperation has never been stronger. We face an increasing number and diversity of security threats that requires Europe in particular to deliver and deploy more flexible capabilities. At the same time, fiscal austerity, clearly here for the long term, is putting immense pressure on our defence budgets to come up with new and innovative ways to reduce costs and deliver capabilities with better value for money. Simon J. BOLLOM Air Marshal, CB FREng RAF, Chief of Materiel (Air), Air Member for Materiel & Chief Engineer (RAF) International cooperation offers a way through these competing demands: reducing the cost to each nation while maximising interoperability. It should help encourage defence industrial consolidation, badly needed if our industry is to remain competitive in an increasingly global market. And yet as we are all aware collaborative Programmes often lag behind expectations and there is a great opportunity to provide positive leadership and deliver improvement. While there is no single answer to this, OCCAR remains an absolutely critical element. Building on the work of previous Chairs of the Board of Supervisors and of

5 P-5 1. Foreword by BoS Chairman course the constant hard work of OCCAR-EA, I want to ensure not only that OCCAR is the go to organisation for international procurement in Europe but also that it is the best advert for international cooperation. In order to help take this forward I would like to see progress during the year on three key priorities. Firstly, I want to see the Board of Supervisors focus even more on the strategic issues that we need to address if OCCAR-EA is to be successful over the decades. This means providing clear direction to OCCAR-EA and to industry and then empowering them to get on and deliver those objectives; we need to turn round decisions quickly; and of course ensure that we act in the long term interest of delivering our Programmes. Secondly, I want to provide further encouragement and support for OCCAR as a centre of excellence for international procurement. This of course fundamentally means ensuring our military capability is delivered to the nations on time and to cost. OCCAR-EA must be a lean, highly skilled, professional organisation that provides a quality service to its customers and has a robust but productive relationship with industry. We need to minimise the international bureaucracy not just within OCCAR but also address the part the OCCAR nations can play in this. At the same time we need to ensure we have clear and robust internal controls befitting of an organisation that spends billions of public funds. Thirdly, we need to ensure OCCAR is sufficiently flexible to take on a wider variety of new Programmes with minimal overhead. We already have the Administrative Arrangement with the European Defence Agency and this year we have seen progress on developing OCCAR s relationship with NATO; but for these and other collaborative procurements to grow it is essential that potential customers, especially non OCCAR members, see an OCCAR that is totally focussed on meeting their legitimate expectations. Through these measures I am sure we will further enhance the reputation of OCCAR as the agency of choice for current and new procurement initiatives. As our own national procurement organisations continue to seek higher levels of performance it is only right that OCCAR should set itself similar high expectations has been another great year in the history of OCCAR; with the right leadership and focus, we can make 2015 even better. Simon Bollom December 2014

6 P-6 2. Foreword by OCCAR-EA Director Foreword by OCCAR-EA Director The excellent progress made during 2014 across all our Programmes reinforces yet further the key message that the OCCAR cooperation model really works. With the superb A400M airlifter now in service with four nations, joining the in service fleets of FREMM frigates, TIGER helicopters, FSAF-PAAMS missile defence systems, BOXER vehicles and COBRA radars, OCCAR Programmes are now a key component of the European Defence inventory. Timothy ROWNTREE OCCAR-EA Director These capabilities are also a clear demonstration that our European Defence Industries, if challenged and stimulated by major cooperative opportunities, can still deliver and sustain world class capabilities across all sectors. This applies both at the prime system integrator level and through all levels of the supply chain including our vitally important Small and Medium Enterprises (SME). As the relentless pressure on our European Defence budgets continues to bite, the good news is that cooperation through the OCCAR model is a proven way to secure better equipment at a much lower cost than is possible through national Programmes; both for initial acquisition and through-life sustainment has proved another important point: that even once established and under contract, cooperative Programmes can be adapted to meet changing national Defence needs and budgets. During 2014

7 P-7 2. Foreword by OCCAR-EA Director OCCAR nations have successfully amended their order quantities and delivery schedules for A400M, FREMM and TIGER. This has been made possible through the highly evolved, tried and tested OCCAR Programme framework, which protects the interests of all Programme participants whilst allowing flexibility to those nations wishing to adapt to changing national needs. The past year has also been very successful in terms of new Programme opportunities, with good progress on a number of new initiatives including the Maritime Mine Countermeasures (MMCM) Programme for France and the UK, the Multinational Multirole Tanker Transport Fleet (MMF) Programme and two new naval Programmes for Italy, the PPA polyvalent frigate and LSS logistic support ship. As outlined in this plan, OCCAR s key focus during 2015 will be to continue to successfully deliver against its commitments to nations and to further improve its through life Programme management capabilities. During 2015 we will further develop our risk management capability and through our pioneering work to develop a modern, state of the art, cooperative support solution for A400M we will build OCCAR s through life management expertise for potential application across other Programmes. A key aspect of this will be to move the cooperation argument into the quantitative domain. Thus, we will use agile and adaptive life cycle cost analysis to make the business case for cooperation, particularly during the in-service phase where the benefits have in the past been more difficult to prove. As national budgets remain under extreme pressure, we will use this analysis to assist nations in making the right decisions based upon a robust cost and capability analysis of a range of possible options. This will allow us, for the first time, to present financial numbers to demonstrate the actual value of cooperative efficiencies. In pursuing new Programme opportunities, we will continue to develop our relationship with our colleagues in the European Defence Agency, where we are working on a number of initiatives within the framework of our Administrative Arrangement to improve access for EDA nations to OCCAR Programme management capabilities. We will also continue to work with our NATO Support Agency colleagues both to bring their capabilities to bear within OCCAR Programmes and to work in cooperation with them to deliver overall capability, as is the case with the MMF Programme. In summary, 2015 is set to be another highly successful year for OCCAR, but I know this success will not come without effort. We will therefore focus hard on further building upon our core capabilities and on further improving our strong, customer focused, team spirit. Timothy Rowntree December 2014

8 OCCAR at a glance

9 P Mission To facilitate and manage collaborative European armament Programmes through their life cycle, as well as Technology Demonstrator Programmes, to the satisfaction of our customers. 3.2 Vision To be a centre of excellence, and first choice in Europe, for collaborative defence equipment Programmes on a Through Life Management basis. Customer relationship To excel in providing personalised service and building long-term relationships with European defence stakeholders. Best of Class To excel in delivering effective Programme management services, in terms of cost, schedule and system performance. 3.3 Values Belief in Europe s future We are committed to OCCAR s fundamental role in establishing a customer focused European defence equipment acquisition capability. Cultural diversity We recognise and use the different cultures, skills and experiences of our staff and customers as drivers for innovation and continual improvement. 3. OCCAR at a glance Professionalism, teamwork and positive attitude towards change We believe that these are the essential values for the achievement of excellence. Integrity We are committed to the highest standards of integrity in dealing with Nation s financial resources, assets and defence systems. OCCAR-EA Director, Deputy Director and Heads of Divisions

10 P Strategic Aims OCCAR has defined Strategic Aims, which translate its vision into concrete terms. The figure below shows the main cause-and-effect relationships between these Strategic Aims. Be first choice for European Programmes Customers Become armament organisation of choice C Improve Programme delivery effectiveness C2 Maintain & enhance dialogue on defence collaboration 3. OCCAR at a glance C1 C3 Financial Provide best value for money F Ensure efficient use of resources Provide effective planning & management of funds F4 F5 Internal Processes Achieve operational excellence I Facilitate integration of Programmes & TDPs Improve Programme management processes Improve corporate support I6 I7 I8 Learning & Growth Prepare future challenges L Innovate; Develop competencies; Empower staff L9

11 P Corporate Strategy With a view to achieve its mission and vision, OCCAR shall adopt the following Corporate Strategy comprising the strands described hereafter. Adapt OCCAR-EA processes and structure to optimise Through Life Programme Management for current and future Programmes through their Life Cycle [strand related to Strategic Aims C1, I7, I8] OCCAR-EA shall be able to adapt its processes and structure with a view to supporting its current and future Programmes throughout all the phases of their life cycle. In particular, as most of its Programmes are already in the In Service Support (ISS) phase or are about to enter this phase in the next few years, OCCAR-EA shall ensure that its structure, procedures and tools are fully optimised to undertake this task in an efficient and effective manner. In the In Service Phase OCCAR-EA strives to be the first choice to offer the Participating States the optimum mix of ISS services including commercial aspects and Information Management. OCCAR will apply adaptive LCC techniques to develop best value for money through life solutions, and will use the evolving A400M Global Support Strategy as a practical baseline. Become a centre of excellence and be recognised as such [strand related to Strategic Aims C2, F4, F5, I7, I8, L9] OCCAR-EA shall strive to become a centre of excellence and to be recognised as such by developing and integrating best Through Life Programme Management practices and innovative techniques, including specific Programme management setups and finance mechanisms for small Programmes and Life Cycle Costing analysis. Through internal analysis and benchmarking against international organisations OCCAR-EA shall: Define standards of excellence in all fields related to Through Life Programme Management; Benchmark its status against these standards; Undertake actions and initiatives with a view to progressing systematically towards its vision of being a centre of excellence. Continue to develop the interface with the European Defence Agency [strand related to Strategic Aim C3] A sound baseline for the cooperation between EDA and OCCAR has been set with the EDA-OCCAR Administrative Arrangement of July 2012, officialising the partnership between both organisations to ensure that their activities are mutually reinforcing. The subsequent OCCAR-EDA Interface Model details the generic provisions for the implementation of this arrangement. Continuous close contacts at management and working level between both organisations remain essential for further deepening the cooperation and the execution of EDA-prepared Programmes by OCCAR. Encourage and enable the integration of new Programmes including Technology Demonstrator Programmes at the earliest possible stage [strand related to Strategic Aim I6] Based upon a close awareness of the European Defence business and with the support of the FTPC, OCCAR-EA shall constantly seek opportunities for new cooperative Programmes, providing advice on what OCCAR could contribute and maintaining a close awareness of the decision making process among the Nations and/or within the European Defence Agency as appropriate. OCCAR-EA shall also prepare itself to meet the challenges generated by these potential Programmes and TDPs, and be ready and able to take these Programmes on, by: Analysing, at the earliest possible stage of OCCAR- EA involvement, the needs of the Participating States; Offering customised solutions derived from previously developed generic models and from LCC analysis; Exploring new business models to secure future opportunities; In order to protect the interests of the participating nations, endeavouring to ensure that the Programme set-up complies with the proven OCCAR framework and best Through Life Programme Management practices. 3. OCCAR at a glance

12 P OCCAR Organisation in 2015 Board of Supervisors Future Tasks & Policy Committee Through Life Management Committee Finance Committee Security Committee Programme Boards Programme Committees 3. OCCAR at a glance OCCAR OCCAR Executive Administration Central Office [Bonn] OCCAR-EA Deputy Director [Bonn] Business Development, Strategy, Planning & Reporting Office Human Resources Division Legal Advisor OCCAR-EA Director OCCAR-managed Programmes A400M [Toulouse/Seville] BOXER [Bonn] COBRA [Bonn] ESSOR [Bonn] FREMM [Paris/Rome/La Spezia] Finance Division Corporate Support Division Programme Management Support Division FSAF-PAAMS [Paris] TIGER [Bonn] LSS FR/UK MMCM MMF* PPA MUSIS [Bonn] [Programmes in integration] * MMF Programme Division to be set up in 2016

13 P OCCAR at a glance OCCAR Board of Supervisors and OCCAR-EA Director

14 BUNDESWEHR OCCAR Programme Management

15 P-15 OCCAR was established to improve the management, efficiency and cost effectiveness of international armament co-operation Programmes. In order to achieve its vision, OCCAR uses professional Programme management technigues that result in optimum performance and delivery timescales and the reduction of risk and cost. OCCAR is capable of managing any Phase of the Defence System Life Cycle. Should the Programme Participating States decide not to assign further Phases to OCCAR, the Through Life Management approach will still be applied to efficiently cover the transition. OCCAR will also assist the Participating States in developing the most suitable and cost effective common support solution. As part of this TLM approach OCCAR-EA has also developed a guidance document to cover the Mid Life Update of a weapon system. This is based on existing processes for new systems. 4. Programme Management OCCAR has the capability to manage all phases of the acquisition life cycle.

16 P The Programmes and TDPs managed by OCCAR in 2015 AIRBUS DEFENCE AND SPACE 2014 photo by master films P. PIGEYRE 4. Programme Management A400M A TACTICAL AND STRATEGIC AIRLIFTER The A400M meets the need for an efficient, all-terrain transport aircraft for today s military operations. The A400M uniquely combines strategic (inter-theatre) range, payload and speed, with a tactical (intra-theatre) capability including low level flight and operations from unprepared runways. It can transport troops and heavy, large volume loads and act as a tanker for both fast jets and helicopters. Nicolas HUE A400M Programme Manager Today s armed forces require a flexible and cost effective means of deploying rapidly their manpower and equipment whether it be in support of military operations or humanitarian disaster relief missions. This need was reflected in a joint European Staff Requirement that was endorsed in 1997 by eight European Nations, all of them members of NATO. Following an assessment of a number of proposals to meet this requirement, the Nations announced on 27 July 2000 that their choice was in favour of the Airbus A400M proposal. The Programme was officially launched and integrated into OCCAR in May The A400M is a new design tailored to meet the customers needs, and is at the forefront of developments in new technology for large aircraft. In order to achieve its unique combination of tactical and strategic roles, including exacting performance requirements, it was necessary to embody a wide range of new and innovative systems, materials and techniques. Some risks materialised during testing and these led to some re-design requirements, and an associated need to re-schedule the delivery Programme. In April 2011 the Programme was re-baselined following contract re-negotiations. Integrated Logistic Support activities, which were fully integrated in the original Development and Production Phase contract, have been updated in the new contractual

17 P-17 A400M DGA AIRBUS DEFENCE & SPACE 2014 photo by A. DOUMENJOU baseline which now contains improved ILS processes and a new technical baseline for Ground Support Systems. In contracting for initial support services for France, Turkey and the UK, OCCAR has ensured timely supportability of the aircraft upon delivery. The aircraft also offers great potential for partner Nations (and possibly export customers) to achieve greater capability and significant through-life cost savings by maintaining a common aircraft standard and common (Global) in-service support. Work on common support began in 2005, concentrating initially on a number of common core activities, these being configuration management, data & information management, Post CSA Type design activities and continuing airworthiness. An A400M In-Service Support (ISS) MoU was signed by all Nations in 2011 and has now entered into force. OCCAR-EA is currently working with Nations and Industry on the preparation of a Global Support Strategy that will implement a cooperative approach among Nations. Since the first flight of MSN001 in December 2009, four other test aircraft and more than six production aircraft have taken to the skies. In 2014, Turkey, UK and Germany joined France as the Nations who are now operating the A400M. In 2015, the production ramp up will increase and a major milestone in the Programme,the Type Acceptance of Standard Operating Clearance (SOC) 1.5 is expected to be achieved. A400M is also attracting potential customers around the world with increasing levels of interest. Malaysia is the first export customer with an order for four aircraft. 4. Programme Management PHASES PROGRAMME COSTS OVERALL TIMESCALE Development, Production and Initial Support In Service Support Participating States 20,991 M n/a Development, Production and Initial Support: onwards

18 P-18 BUNDESWEHR 4. Programme Management Egbert TEEUW BOXER Programme Manager BOXER THE NEXT GENERATION OF MULTI ROLE ARMOURED VEHICLES The BOXER is a heavily armoured 8x8 all terrain support and transport vehicle that is being produced in four variants for Germany and five variants for The Netherlands. The BOXER Programme will provide the German and The Netherlands Armies with a new generation of all terrain armoured utility vehicles. BOXER provides balanced capabilities of transport-capacity, mobility, protection, survivability, growth potential and efficient life cycle costs. BOXER can operate in high intensity conflict, in rapid reaction peace support and in humanitarian operations worldwide, offering improved capabilities and higher levels of performance and protection than other vehicles on the market. The first discussions on a multi-role armoured vehicle in an international context originated from France and Germany before The United Kingdom joined the discussion in 1996 and in 1999 they decided together that it should be a wheeled vehicle. After France left the Programme in 1999, The Netherlands joined the BOXER development in 2001, the same moment OCCAR was requested to execute the management of the development contract. In 2004 UK left the Programme. Several BOXER prototypes were built and an extensive qualification Programme for the various vehicle types started. The development phase was executed by ARTEC GmbH a consortium currently formed by Krauss Maffei Wegmann, Rheinmetall MAN Military Vehicles and Rheinmetall MAN Military Vehicles Nederland. In December 2006, OCCAR placed the contract with ARTEC for series production of 272 vehicles for Germany and 200 vehicles for The Netherlands. In the meantime Germany has ordered 131 additional GTK Boxer. The BOXER is delivered to Germany in four different vehicle versions, and will be delivered to The Netherlands in five different vehicle versions. The BOXER is an 8x8 all terrain heavily-armoured utility vehicle with a concept of a 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. The unique modular concept of the BOXER offers major opportunities for developing new vehicle variants.

19 P-19 The original design of the BOXER vehicle was improved in 2010/2011 to conform to the current operational circumstances with its new requirements. Amongst other design changes a raised weapon station, an add-on mine protection floor and better IED (Improvised Explosive Device) protection are now part of the A1 version of the German BOXER vehicles. The Programme represents a major bi-national cooperation between Germany and The Netherlands, which will bring great operational benefits including interoperability between the Armies, as well as financial savings. The sharing of development costs, technologies and economies of scale in production are just three of the major attractions and benefits of this cooperation. BOXER The vehicle types are undergoing an extensive qualification Programme, which for Germany was finished in For The Netherlands, this will continue until 2015, after some significant changes were incorporated in the design. Series production was started in 2009 for Germany and more than 230 vehicles are currently in use by Germany. From mid 2011 till early 2014, Germany deployed more BUNDESWEHR than 30 BOXERs for operations in Afghanistan. The first Netherlands BOXER, a driver trainer vehicle, was delivered in August In January 2014 the delivery of The Netherland s ambulance started. According to current planning the delivery of the, command post and cargo versions will start in 2015, followed by the engineers group version in The deliveries will finish in early The BOXER is designed for an in service lifetime of 30 years. Main activities : Completion of trials and qualifications of the mission module versions for The Netherlands Finish delivery of the German sgsankfz Boxer versions Delivery of The Netherlands DTV, AMB, CAR, CP and GNGP versions Organise the supportability of the vehicles 4. Programme Management PHASES PROGRAMME COSTS OVERALL TIMESCALE Development and Production 1,580 M Development: Vehicle deliveries: Participating States

20 P-20 BUNDESWEHR 4. Programme Management Regine FRIEDBERGER COBRA Programme Manager COBRA COunter Battery RAdar ADVANCED WEAPON LOCATING SYSTEM Location of weapon systems, registration and adjustment of friendly firings, creation of battlefield data and communication with battle forces: COBRA is a singularly effective force on the battlefield, performing rapidly and accurately. COBRA (COunter Battery RAdar) is a collaborative long-range battlefield radar Programme between Germany, France and Turkey. The COBRA Programme was initially established between Germany, France and the United Kingdom. The United Kingdom departed from the COBRA Programme as a Participating State with effect from 1 January In the same year Turkey rejoined the COBRA Programme for the In-Service support of their systems. COBRA radar systems have been in service since 2005, the delivery of systems to the Initial Participating States (France, Germany and the United Kingdom) was completed in May Common support in the In Service Phase has been implemented and arrangements have been made for Turkey to be included in that phase as they have acquired two COBRA systems from Germany. COBRA is still considered to be one of the world s most advanced land based weapon locating systems, comprising a high performance radar, advanced processing and an integrated, flexible command, control and communication system. The design includes stateof-the-art digital processing and an advanced active, solid-state phased array antenna comprising several thousand transmit/receive modules. The COBRA mission is to locate mortars, rocket launchers and artillery batteries and to provide information for countering their effectiveness. It is also able to monitor breaches of cease fire when deployed in a peacekeeping role. Following a tendering process, an In-Service Support contract has been awarded to a new contractor for the extended In Service Phase OCCAR-EA has

21 P-21 BUNDESWEHR COBRA BUNDESWEHR also renewed its Service Level Agreement with NSPA (NATO Support Agency) for a range of logistic support services. These two contracts, managed by OCCAR- EA, are delivering support to COBRA systems either located within the Participating States boundaries or deployed in operational theatres. The general support and engineering management of the COBRA Programme Division (CPD) covers all engineering and logistic activities related to the availability of the Systems, the Support to Operations, the Maintainability and the implementation of any operational requirements to improve COBRA performance and capabilities including software updates and modifications. Significant software improvements have already been implemented into the system in order to reflect more recent threats and improve performance. Further system improvements are being implemented during the current In Service phase Additional COBRA Systems have been or are going to be manufactured by industry for the benefit of the United Arab Emirates (UAE), Saudi Arabia and Qatar. The main future activities for the period 2014 to 2017 will be: Supporting deployed Systems in theatre; Managing the In Service Phase including Post Design activities to achieve targeted System Availability; Managing the ISS contract and SLA with NSPA for IS support; Preparing the Programme Arrangements for the period beyond 2015 including a potential mid-life upgrade evaluation. 4. Programme Management PHASES PROGRAMME COSTS OVERALL TIMESCALE Industrialisation & Production In Service 564 M 230 M Industrialisation & Production: In Service: Participating States

22 P Programme Management Philippe MARGOT ESSOR Programme Manager ESSOR THE EUROPEAN SECURE SOFTWARE DEFINED RADIO ESSOR, the European Secure Software Defined Radio Programme, will secure the capability of European industry to develop the next generation of interoperable Software Defined Radio (SDR) systems in the timeframe The ESSOR Programme is a collaborative venture between Finland, France, Italy, Poland, Spain and Sweden in the EDA framework as an ad hoc category B Programme. The ESSOR Programme Decision was signed on 18 December 2008 and the ESSOR contract awarded between OCCAR and a4essor SAS on 19 December The Prime Contractor, a4essor SAS, is a joint venture composed of the industrial National Champions from the Participating States (Elektrobit, THALES Communications and Security S.A., Selex ES S.p.A., Radmor S.A., Indra Sistemas and Saab AB). The aims of the ESSOR Programme are the design, development and production of a referential system architecture for ESSOR shared at European level and a new High Data Rate (HDR) waveform (WF), which may be promoted as a new standard. In addition the aim of the ESSOR Programme is to provide the basis for development and production of SDR products in Europe to meet the requirement for fielding such equipment in Europe.

23 P-23 ESSOR The ESSOR contract addresses the following two Areas of Interest: 1. A new High Data Rate Waveform (HDR WF): The goals are to define, simulate, develop an interoperable secure high data rate mobile ad hoc networking waveform for Land military applications, to port, validate and demonstrate this waveform on different national SDR platforms. 2. The ESSOR Architecture: The goals are to define a secure SDR architecture for military purposes; and to develop, implement and validate this architecture on different national SDR platforms. The ESSOR Programme activities are divided into two types: 1. Common Activities (CA): Activities collectively executed by the six National Champions. The main common activities are definition of the ESSOR Architecture, definition of the HDR WF specification and Base Waveform. 2. Critical Non-Common Activities (CNC): National activities complementary to the Common Activities, individually executed by each National Champion. The main CNC activities are the implementation of the ESSOR Architecture and the HDR WF on the six National Platforms. The main result of the ESSOR Programme is to have interoperable radio Platforms tested in a laboratory environment. This will be achieved by implementing the ESSOR Architecture and the common HDR WF on the radio Platforms provided by the Participating States (Government Furnished Equipment). The first significant milestone, acceptance of the ESSOR Architecture standard (Revision 0), was achieved at the end of 2010, triggering the activities to implement the architecture on the six national platforms. The ESSOR Architecture was successfully implemented on all the national platforms in Programme Management The development and validation of the HDR Base Waveform (waveform code) have been completed in The next main objectives of the Programme are now the finalisation of the development and implementation of the target waveforms on six national platforms and the conduct of multi-lab Interoperability Tests between different platforms. The completion of all the contractual activities is planned in early Additionally, a new phase of the ESSOR Programme aiming at delivering the 1 st Operational Capability is being prepared. PHASES PROGRAMME COSTS OVERALL TIMESCALE Definition, Development and Proof of Concept Demonstration M Main Contract: Participating States

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