Euspa Consolidated Annual Activity Report 2022

Ref.
: EUSPA-OED-SPR-RPT-A22539
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AB decision no: EUSPA-AB-10-23-06-03
Consolidated Annual Activity Report

of the European Union Agency for the Space
Programme – Year 2022
[in pursuance of Financial Regulation 2018/1046, Commission Delegated Regulation No 2019/7151]
1Commission Delegated Regulation (EU) 2019/715 on the framework financial regulation for the bodies set up under the
TFEU and Euratom Treaty and referred to in Article 70 of Regulation (EU, Euratom) 2018/1046 of the European Parliament
and of the Council (OJ L 122, 10.5.2019, p. 1).
Ref.: EUSPA-OED-SPR-RPT-A22539
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Table of Contents
TABLE OF CONTENTS .............................................................................................................................. 2
ADMINISTRATIVE BOARD CHAIR’S ANALYSIS AND ASSESSMENT ................................................................................... 6
NOTE BY THE CHAIR OF THE SECURITY ACCREDITATION BOARD .................................................................................. 7
NOTE BY THE EXECUTIVE DIRECTOR ....................................................................................................................... 9
EXECUTIVE SUMMARY ......................................................................................................................... 11
1. ACHIEVEMENTS IN 2022 ................................................................................................................... 13
1.1 SECURITY ACCREDITATION ACTIVITIES ............................................................................................................ 14
1.1.1 Tasks until 2024 ............................................................................................................................... 14
1.1.2 Highlights for 2022 .......................................................................................................................... 15
1.1.3 Tasks for 2022 ................................................................................................................................. 16
1.2 OPERATIONAL SECURITY OF EGNSS COMPONENTS .......................................................................................... 26
1.2.1 Tasks until 2024 ............................................................................................................................... 26
1.2.2 Highlights for 2022 .......................................................................................................................... 26
1.2.3 Tasks for 2022 ................................................................................................................................. 27
1.3 OPERATION OF THE GALILEO SECURITY MONITORING CENTRE............................................................................ 33
1.3.1 Tasks until 2024 ............................................................................................................................... 33
1.3.2 Highlights for 2022 .......................................................................................................................... 35
1.3.3 Tasks for 2022 ................................................................................................................................. 38
1.4 PUBLIC REGULATED SERVICE ......................................................................................................................... 48
1.4.1 Tasks until 2024 ............................................................................................................................... 48
1.4.2 Highlights for 2022 .......................................................................................................................... 48
Consolidated Annual Activity Report 2022 Page 2 of 207

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1.4.3 Tasks for 2022 ................................................................................................................................. 50
1.5 COMMUNICATION, PROMOTION AND MARKETING OF THE SERVICES ................................................................... 52
1.5.1 Tasks until 2024 ............................................................................................................................... 52
1.5.2 Highlights for 2022 .......................................................................................................................... 53
1.5.3 Tasks for 2022.............................................................................................................................. 58
1.6 AGENCY MANAGEMENT .............................................................................................................................. 88
1.6.1 Highlights for 2022 .......................................................................................................................... 88
1.6.2 Tasks for 2022 ................................................................................................................................. 90
1.7 DELEGATED ACTIVITIES (FOR INFORMATION ONLY) .................................................................................. 110
1.7.1 EGNSS Exploitation Programme Management ............................................................................. 110
1.7.2 GOVSATCOM Activities .................................................................................................................. 116
1.7.3 Space Situational Awareness Activities ......................................................................................... 117
1.7.4 Research and Development Activities ........................................................................................... 117
1.7.5 Support to the continuous development of EGNOS and Galileo programmes in the field of Aviation
................................................................................................................................................................ 132
1.7.6 User Uptake Activities ................................................................................................................... 132
2. MANAGEMENT............................................................................................................................... 134
2.1 MANAGEMENT BOARD .............................................................................................................................. 134
2.1.1 The Administrative Board .............................................................................................................. 134
2.1.2 The Security Accreditation Board .................................................................................................. 136
2.2 MAJOR DEVELOPMENTS ............................................................................................................................ 141
2.3 BUDGETARY AND FINANCIAL MANAGEMENT .................................................................................................. 142
2.4 DELEGATION AND SUB-DELEGATION OF THE POWERS OF BUDGET IMPLEMENTATION TO AGENCY’S STAFF ................ 144
2.5 HUMAN RESOURCES MANAGEMENT ............................................................................................................ 144

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2.6 STRATEGY FOR EFFICIENCY GAINS ................................................................................................................. 146
2.7 ASSESSMENT OF AUDIT AND EX-POST EVALUATION RESULTS DURING THE REPORTING YEAR.................................... 146
2.8 FOLLOW UP OF RECOMMENDATIONS AND ACTION PLANS FOR AUDITS ................................................................ 155
2.9 FOLLOW UP OF RECOMMENDATIONS FROM THE DISCHARGE AUTHORITY ............................................................ 160
2.10 ENVIRONMENT MANAGEMENT ................................................................................................................. 170
2.11 ASSESSMENT BY MANAGEMENT ................................................................................................................ 170
3. ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS .................................... 172
3.1 EFFECTIVENESS OF INTERNAL CONTROL SYSTEMS ............................................................................................ 172
3.2 CONCLUSIONS OF ASSESSMENT OF INTERNAL CONTROL SYSTEMS ...................................................................... 172
3.3 RISK MANAGEMENT .................................................................................................................................. 176
3.4 STATEMENTS OF THE MANAGERS IN CHARGE OF RISK MANAGEMENT AND INTERNAL CONTROL .............................. 177
4. MANAGEMENT ASSURANCE ........................................................................................................... 178
4.1 REVIEW OF THE ELEMENTS SUPPORTING ASSURANCE ...................................................................................... 178
4.2 RESERVATIONS ......................................................................................................................................... 178
5. DECLARATION OF ASSURANCE ........................................................................................................ 180
ANNEXES ........................................................................................................................................... 181
ANNEX I – CORE BUSINESS STATISTICS ................................................................................................................ 181
ANNEX II – STATISTICS ON FINANCIAL MANAGEMENT ........................................................................................... 182
II.1 - Rate and type of implementation of appropriations ..................................................................... 182
II.2 – Information on transfers and amended budgets .......................................................................... 185
II.3 – Information on interest charged through late payments.............................................................. 185
II.4 – Summary information on budgetary operations ........................................................................... 185
ANNEX III – EUSPA ORGANISATION CHART ....................................................................................................... 187

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ANNEX IV – ESTABLISHMENT PLAN ................................................................................................................... 188
ANNEX V – HUMAN AND FINANCIAL RESOURCES BY ACTIVITY ................................................................................. 191
ANNEX VI – CONTRIBUTION, GRANT AND SERVICE LEVEL AGREEMENTS. FINANCIAL FRAMEWORK PARTNERSHIP AGREEMENTS
................................................................................................................................................................... 192
ANNEX VII – ENVIRONMENT MANAGEMENT ....................................................................................................... 199
ANNEX VIII - DRAFT ANNUAL ACCOUNTS AND FINANCIAL REPORTS ........................................................................ 201
ANNEX IX – SPECIFIC ANNEXES RELATED TO PART 2 ............................................................................................. 202
IX.1 EUSPA Legal Framework (as of 31 December 2022) ....................................................................... 202
ANNEX X - LIST OF ACRONYMS .......................................................................................................................... 203

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Administrative Board Chair’s analysis and assessment
It is with pride that I present the EUSPA Annual Activity Report for 2022. This year, celebrating the 10th
anniversary of the Agency headquarters in Prague, was a landmark for the European Union Space Programme
and its Agency, EUSPA.
This report highlights the progress that has been made, and demonstrates the commitment of all
stakeholders involved in the EU Space Programme and its Agency. It is also illustrating how the growth of the
Agency is prepared and managed both at organisational and technical levels.
Without being exhaustive, I will mention here some of the key milestones reached and some new initiatives
launched in 2022. The European GNSS services delivered again outstanding performances together with the
continuous development of new services, such as the Galileo High Accuracy Service. The responsibilities of
the Agency keep increasing and it is getting ready with the preparation of the GOVSATCOM Hub and the
transfer of the SST Front Desk next year. In relation to the market uptake responsibilities, EUSPA succeeded
to become the reference point for SMEs wanting to use the EU Space technologies, with the publication of
the Market Report tackling GNSS and Earth Observation, and the organisation of the first CASSINI
Entrepreneurship Day in Prague.
Let me also underline the initiative proactively developed by the Agency, EUSpace4Ukraine. Through this
initiative, EUSPA has proven that the opportunities provided by the EU Space technologies can also be
efficiently used for humanitarian support.
With the continued support of the Administrative Board and its Members, the EUSPA Executive Director and
SAB Chair, its dedicated team of professionals and all stakeholders, EUSPA will continue to deliver on our
shared objectives, ensure the success of the EU Space Programme and reach its goals for the coming year.
Václav Kobera
Chair of the Administrative Board, European Union Agency for the Space Programme

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Note by the Chair of the Security Accreditation Board
The security accreditation activities for the EU Space Programme components progressed in 2022 based on
the Programme milestones.
With regards to Galileo in 2022,
• The SAB maintained the authorisation of the Galileo services up to and including the signal in
space as well as the authorisation of the overall Galileo infrastructure and its evolutions (System
Build 1.7);
• The SAB authorised High Accuracy Service (HAS) Initial Service declaration;
• The SAB defined the PRS Initial Operational Capability (PRS IOC) accreditation specific conditions
to provide maximum anticipation and flexibility to the Programme, defining how the
implementation of security measures will be checked, in particular with audits, and defining the
evidence needed to ensure security assurance can be maintained up to the Full Operational
Capability (FOC). SAB Member States decided to perform, before PRS IOC, tests with 2 Member
States’ operational PRS receivers developed or under development and to share the results with
all SAB members with Competent PRS Authorities;
• The SAB provided recommendations to the Programme with regards the Design of Galileo Second
Generation (G2G) to facilitate FOC accreditation decision maintenance and therefore future FOC
accreditation decision;
• The SAB authorised the L11 satellites to enter into service, the upload of updates of Navigation
Signal Generation Unit and Avionic software. The security assurance activities within the Launch
12 campaign were performed by the SAB Formation Flight Keys (F-FK);
• The SAB maintained the ground segment sites’ accreditation, authorised the interim approval to
operate (IATO) of the Galileo VAL system and performed cyber configuration audit on GCC and
GSMC;
• At the end of 2022, 169 EU bodies had valid SAB authorisation for developing or manufacturing
PRS technology in 3 different categories. A new PRS bodies authorisation process has been
adopted as of December 31st.
With regards to EGNOS in 2022,
• The SAB decided to perform a security assessment campaign on EGNOS V.2.

• The EUSPA security accreditation department maintained frequent coordination meetings with
the Programme and participated as observer in Programme reviews, such as EGNOS v3 CDR.

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With regards the other EU space programme components in 2022,
• The SAB prepared the significant extension of its activities to all EU Space Programme
Components by further standardising its decisions related to the accreditation conditions and its
security checks through audits.
• The SAB initiated discussion with the Programme to prepare Security Accreditation Strategies of
the new EU space components and established its workplan for 2023.
With regards to the transversal services in the Agency and the Administrative Board
• While implementing a robust working relationship with bi-weekly coordination meetings, the
Chairperson of the SAB and EUSPA Executive Director prepared and Agreement on cooperation
covering division of appointing authority powers, recruitment, selection procedures, other staff
and organizational matters and cooperation on administrative issues.
• The SAB and its national experts, supported by the technical bodies and the EUSPA security
accreditation department, kept working proactively to support the Programme and to maintain
a high standard of security assurance for the Programme’s Components.
• The SAB maintained and provided to the Chairperson of the Administrative Board, the European
Commission and the EUSPA Executive Director its Risk Management Register informing on the
SAB risk assessment and advising on residual risk treatment options.
Philippe Bertrand
Chair of the EU Space Programme Security Accreditation Board

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Note by the Executive Director
The European Union Agency for the Space Programme (EUSPA) has a crucial role in implementing the EU
Space Programme. In 2022, we have been working tirelessly to meet the EU's space ambitions and we have
achieved significant milestones.
We delivered
EUSPA has accomplished significant steps in the European GNSS activities throughout the year. Among
others, it has signed the Next EGNOS Service Provision contract and the new Galileo SAR service contract and
contracted EGNOS V2 maintenance and launched the EGNOS GEO4 payload, an essential element in the
evolution of the European SBAS.
EUSPA continued to deliver safe and secure Galileo services with outstanding performances despite the
COVID-19 pandemic. The entry into service of two new Galileo satellites and the first operational
implementation of Council Decision 2021/698 highlighted the role of the GSMC in security monitoring. We
have witnessed a growing interest from users with now 3.5 billion Galileo-enabled devices sold worldwide
since the declaration of the Galileo services.
EUSPA has created a network of 1000 start-ups and 28 investors and organised the 1st CASSINI Space
Entrepreneurship Day. Our Market Report, covering both EO and GNSS, remains a key document for public
and private actors, and has been downloaded more than 100.000 times.
Together with the Czech Presidency of the Council and the European Commission, EUSPA organised the EU
Space Week, which attracted 3000 participants, of which 1100 on-site, including the User Consultation
Platforms that place the users at the centre of the EU Space programme.
We continued to grow
EUSPA has welcomed 83 newcomers onboard, including staff and trainees. Also, we have now occupied two
new buildings in Saint Germain en Laye (GSMC France) and La Marañosa (GSMC Spain).

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At the organisational level, EUSPA updated its anti-fraud strategy, and since end 2021, EUSPA has deployed
and implemented the new organisation established to ensure that we can deliver on our enlarged
responsibilities and the FFPA agreement. Furthermore, in 2022, we have also been preparing the transfer of
the SST front desk to EUSPA, that will take place in July 2023.
We are preparing for the future
EGNOS continues to progress, and the first EGNOS V3 sites are being set. New Galileo services are now ready
or in the final stages of preparation: we got ready for the Galileo High Accuracy Service, re-opened a testing
campaign for INAV improvements implementation and conducted the Open Service Navigation Message
Authentication test phase with continuously increasing user engagement. The deployment of hardware
towards PRS IOC has started, and the preparation for the GOVSATCOM Hubs is ongoing. EUSPA is preparing
for its role as Galileo System Prime of the System in Operations, including the definition and execution of
stress tests on infrastructure in operations.
EUSPA completed the first call of Horizon Europe, with all grants signed and 40% SME participation, and
launched the second call.
EUSPA is also mobilising the EU Space innovation community in support of the Ukrainian people to provide
technological solutions to enhance humanitarian support. This platform aims to match innovators, app
developers with NGOs and other helpers through #EUSpace4Ukraine Network.
In conclusion, EUSPA work and initiatives, partnerships and collaborations, and support for innovation and
research are all contributing to the development of the implementation and advancement of the EU Space
programme, to make the Union Space ambitions a reality.
Rodrigo da Costa
Executive Director, European Union Agency for the Space Programme

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Executive Summary
The Annual Activity Report 2022 provides an overview of the Agency activities in relation to core and
entrusted tasks, with also information on budget, human resources, and control aspects.
In 2022, EUSPA was responsible for a range of activities, including:
 Ensuring the security accreditation of Galileo and EGNOS, through its independent Security
Accreditation Board (SAB)2. To that effect it initiates and monitors the implementation of security
procedures and performs system security audits;
 Operational Security for the EGNSS component of the Programme;
 Ensuring the operation of the Galileo Security Monitoring Centre (GSMC);
 Performing certain tasks provided for in Decision No 1104/2011/EU on the rules for access to the
Public Regulated Service (PRS) of Galileo;
 Contributing to the promotion and marketing of Galileo, EGNOS and Copernicus services, including
carrying out the necessary market analysis, and establishing close contacts with users and potential
users of the systems.
EUSPA also performs other tasks relating to the implementation of the EU Space Programme, entrusted to it
by the European Commission (EC) by means of delegation and contribution agreements, such as:
 Operational activities including infrastructure management, maintenance and continuous
improvement of the EGNOS and Galileo systems, certification and standardisation operations and
provision of the services;
 Development and deployment activities for the evolution and future generations of the GNSS
systems, and contribution to the definition of service evolutions, including procurement;
 Promoting the development of applications and services based on the systems, as well as raising
awareness of such applications and services, including identifying, connecting and coordinating the
2 The activities related to security accreditation, described in Chapter III of Regulation No 9012/2010, including the Agency staff
performing them, are fully the responsibility of the Chairperson of the Security Accreditation Board.
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network of European centres of excellence in GNSS applications and services, drawing on public and
private sector expertise, and evaluating measures relating to such promotion and awareness-raising;
 GOVSATCOM activities, including those related to the GOVSATCOM hub;
 Promoting the development of Fundamental Elements, such as Galileo-enabled chipsets and
receivers;
 Fulfilling defined tasks related to the management of projects under the Horizon Europe framework
programme for navigation applications research and innovation.

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1. Achievements in 2022
Important milestones were achieved by EUSPA in the course of 2022. With respect to Operational Security,
during 2022 a set of important accreditation decisions for Galileo and EGNOS were achieved. The basis of
these decisions is the security risks analysis, with the corresponding treatment plan status implementation
and the oversight of the overall security status of the systems.
In relation to the Operation of the Galileo Security Monitoring Centre, the Agency continued the execution
of Security Monitoring and Incident Handling 24/7 real-time operations in accordance with the baseline, the
execution of PRS service operations and provision of services, in addition to cyber security operations and
support to operations.
Regarding PRS, the Agency fully reviewed and updated the PRS management plans (ruling the way the Agency
accesses PRS and manages PRS information for the performance of the tasks entrusted to it).
Concerning Communication, Promotion and Marketing of the Services, in line with the new mandate, EUSPA
continued working on the uptake of all space programme components, EGNSS, Copernicus, GOVSATCOM
and their synergies.
In relation to Agency Management, EUSPA provided state-of-the-art services to all operations in the areas of
legal, procurement, grants, contracts, finance and budget, human resources management, ICT, facility
management and logistics.

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1.1 Security Accreditation Activities
In accordance with article 80 of Regulation (EU) 2021/696, the Security Accreditation Board prepared this section. It is being incorporated into this
document, without any change.
1.1.1 Tasks until 2024
The table below is based on the SPD 2022-2024 previously approved. The table approved by SAB at the end of 2022 in the context of the
endorsement of the SPD 2024-2026, even if not reported in this document, has to be considered as the new reference table.
Tasks Objective Year

1 Approvals of satellite launches The Agency shall perform security assurance activities, inform the SAB of the results and administer 2022 –
corresponding accreditation decisions for satellite launches. 2024
2 Authorisations to operate the The Agency shall perform system, operations, and services security assurance activities, establish a 2022 –
systems set up under the monitoring process of the security risk assessment and related security measures, inform the SAB thereof 2024
components of the Programme and administer corresponding accreditation decisions
or the elements of these
components in their different
configurations and for the
various services they provide,
up to and including the signal in
space
3 Authorisations to operate The Agency shall perform site security assurance activities including site visits, inform the SAB thereof 2022 –
ground sites and administer corresponding accreditation decisions 2024

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Tasks Objective Year
4 Authorisation of bodies to The Agency shall administer security accreditation decisions on authorisation of bodies to develop or 2022 –
develop or manufacture manufacture sensitive PRS technologies, PRS receivers or PRS security modules, or any other technology 2024
sensitive technology or equipment which has to be checked under the general security requirements referred to in Article
34(2), for PRS service in Galileo or any other secure service stemming from the components of the
Programme.
5 SAB Secretariat The Agency shall ensure the SAB secretariat and general support to the SAB chairperson in discharging 2022 –
the related regulatory responsibilities 2024
6 SAB Subordinate Panel (and The Agency shall organize the special subordinate Panel acting on instruction of the SAB, comprised of 2022 –
related groups of experts) Member State security experts in order to conduct security analysis reviews and tests and produce 2024
relevant risk reports and accreditation recommendations to the SAB to assist in its decision making.
Expert groups may be set up and disbanded to contribute to the work of the Panel. The Agency provides
chairmanship and independent technical expertise in support of the Panel and of the expert groups.
7 The Agency shall organize a special subordinate body under the supervision of the SAB representing the 2022 –
Assurance for Programme keys Member States to provide assurance in particular on the management of programme flight keys. It shall 2024
also conduct verification, monitoring and assessment of the establishment and enforcement of
procedures for accounting, secure handling, storage, distribution and disposal of the PRS keys of Galileo.
8 SAB regulatory responsibilities The SAB shall progressively ramp up the accreditation activities for the three new components 2022 –
on Copernicus, GOVSATCOM (Copernicus, GOVSATCOM, SSA), till their implementation under the tasks detailed in the previous 2024
and SSA objectives as relevant.
1.1.2 Highlights for 2022
The SAB met six times in 2022, in physical meetings in the EUSPA Head Quarters in Prague. SAB meetings were preceded by the meetings of the SAB
subordinate bodies in order to discuss classified matters and provide recommendations to the SAB for its accreditation decision. The Panel met in

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the Formations Galileo and EGNOS (four meetings). The special subordinate body on keys met in its two Formations, a Formation for Flight Keys
(one meeting) and a Formation for PRS keys (two meetings).
The EUSPA security accreditation department (SAB secretariat) provided the technical and administrative secretariat support to the SAB all along
2022 to support informed SAB decisions.
1.1.3 Tasks for 2022
Objective 1: Operate effective administration of the SAB so as to support timely decision making
Expected results 2022 results
 Regular reports to SAB chair, in particular after each meeting of

the technical bodies.
 The SAB meeting plan was established at the end of 2021 and
maintained in 2022 to keep it aligned with the changes in the
Programme schedule. Due to the lack of candidate to apply for SAB chair
position, more SAB meetings took place in 2022 (6) than initially
 Reporting to SAB chairman
planned.
 SAB meeting plan proposed in coordination with the Programme to anticipate possible
 Relevant documents were distributed in advance of each meeting. The
milestones
SAB secretariat drafted a recommendation/decision note for each SAB
 Distribution of working papers in due time before each meeting
decision, containing the assessment of the topic and a recommendation
 Establishment of minutes in due time after each meeting
to the SAB.
 Administrate written procedures as necessary
 Minutes were established after each meeting, submitted to the SAB
 Record and transmit all SAB decisions
chair for review and approval, and finally for SAB approval. All minutes
were approved by SAB and archived.
 Decisions that could not be taken during the meetings, e.g. to meet
Programme timescale expectation were administered via silence
procedures (around 140). SAB meetings have started with physical
presence since April 2022 again and always reached quorum.

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 All SAB decisions were recorded and addressed to the European

Commission.
Targets 2022 results
Indicators
Successful implementation of
required administrative 100% 100%
processes.
Planned outputs Actual outputs

Outputs relating to the multi-annual work programme objectives: • Up-to-date register of SAB actions and decisions. Archive of approved
 Up-to-date register of SAB actions and decisions SAB minutes of meetings.
 SAB minutes of meeting • 2022 SAB meeting plan approved at the end of 2021 and then kept
 Yearly SAB meeting plan aligned to the needs of the Programme. 2023 SAB meeting plan
 SAB Statements approved at the end of 2022.
 Archive of Accreditation Statements • Archive (paper and electronic formats) of accreditation statements and
 Up-to-date register of SAB membership official communications.
Other outputs: • Register of SAB membership kept updated.
 Recommendations to the SAB / SAB Chair • Recommendations of SAB secretariat and technical bodies to the SAB
for each decision, summarised into Decision Notes to SAB chair and
SAB.
• SAB Risk Management Register kept updated and provided to EC,
EUSPA Administrative Board, and EUSPA Executive Director.
Objective 2: Support to SAB Management
 SAB relevant part of the multiannual work programme (including financial and human • Sections in the Single Programming Document (SPD) covering the SAB
resources) adopted and provided to Administrative Board on time security accreditation activities were adopted by the SAB.
 SAB relevant part of the annual work programme (including financial and human resources) • Draft budget for SAB activities was prepared and integrated in the approved
adopted and provided to Administrative Board on time SPD.

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 SAB relevant part of the annual report on activities adopted and provided to Administrative • Regular reports on the implementation of the SAB Budget were made.
Board on time
SAB relevant part in the
multiannual work programme
provided to SAB for approval by Yes Yes
established deadline
SAB relevant part in the annual

Indicators
work programme provided to

SAB for approval by established Yes Yes
deadline
SAB relevant part in the annual

report provided to SAB for
Yes Yes
approval by established deadline

Outputs relating to the multi-annual work programme objectives: • SPD chapters on accreditation approved by SAB.
 SAB Work Programme • 2021 CAAR chapters on accreditation approved by SAB.
 SAB annual activity report
Objectives 3: To provide all authorisation statements needed by the Programme and approved by SAB

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• Approvals for Space Segment: L11 satellites enter into service, upload of the
NSGU v1.4 and ASW 3.1
• Launch 12 campaign: assurance activities performed by the F-FK
• Authorisation of the Galileo infrastructure (IATO), authorisation to operate
System Build 1.7
• Authorisation for the service provision of Open Service (OS), Public
• Approvals of satellite launches
Regulated Service (PRS) and Search and Rescue (SAR).
• Authorisations to operate the systems set up under the components of the Programme or
• Authorisation of HAS Initial Service declaration
the elements in their different configurations and for the various services they provide, up
• Authorisations for system evolutions requested by the Programme
to and including the signal in space.
analysed and provided according to the SAB decisions
• Authorisations to operate the ground stations
• Authorisation to operate the Galileo stations maintained
• Authorisations of bodies to develop and manufacture sensitive technologies
• All body authorisation requests submitted by Member States processed in
• Security accreditation statements
the timeline
• Changes to existing security accreditation statements
• Approval of the new process for authorisation of developers and
 Re-accreditation statements
manufacturers of PRS Receivers and Security Modules
• Security Accreditation statements and needed changes to them were
released by the SAB for each accreditation milestone and for each request
by the Programme.
 All accreditation statements were kept up to date and extended/amended
when needed according to their validity.
All SAB statements provided to
Programme Management within 100% 100%
Indicators
two weeks after decision.

All authorisations of bodies
processed 100% 100%

 Approval to launch • Authorisation of the Galileo service provision of OS, PRS, and SAR, as per
 Authorisations to operate the system in its different configurations and services last service definition documents.
 Authorisation to operate the ground stations • Authorisation of HAS Initial Service declaration
 Authorisation of bodies to develop and manufacture sensitive technologies • Approval to Operate (IATO) for Galileo, maintained updated with the
 Various accreditation statements configuration evolution; authorisation to operate System Build 1.7.

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• Authorisations to operate the ground stations: 31 extensions of Galileo site
authorisations,10 new Site Approval To Operate and 5 sites already
authorised for OPE have been authorised for VAL,3 authorisations to
connect for GRON sites
• Updated process for site accreditation (site approval to operate, SATO)
• Authorisations of bodies to develop and manufacture PRS receivers or PRS
security modules: 23 new authorisations; 73 reauthorisations/extensions;
123 Authorisation scope updates; for a total of 169 SAB authorised bodies
• Interim approval to operate (IATO) the Galileo VAL system
• Authorisation to deploy and connect GSC v1.3
• Pre-authorisation to operate for GRSP v1.1 on both GCCs.
Objective 4: Ensure management of the Panel and expert groups contributing to it
• SAB meeting plan for 2022, including the Panel meetings, was approved by
SAB and subsequently maintained to take into account the changes in the
Programme schedule. 2023 meeting plan was approved at the end of the
year 2022.
• 4 Panel meetings were organised in 2022 (including Formation Galileo and
 Propose panel meeting plan Formation EGNOS).
 Organise panel meetings throughout the year • The staff of the Security Accreditation Department (SAB secretariat)
 Preparation for technical discussion in each meeting ensured the chairmanship and the technical and administrative secretariat
 MoM approved at each meeting of those meetings.
 Deliver accreditation recommendations from the subordinate body to SAB • The SAB secretariat drafted a recommendation note for each item on which
the Panel had to provide a recommendation to the SAB in view of a decision.
Each note included the assessment of the SAB secretariat and it was
discussed by the Panel, amended if needed and provided as
recommendation to the SAB in an associated decision note drafted by the
SAB secretariat.

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• Minutes of the Panel meetings were approved either at each meeting or

shortly after, in time for submitting approved MoM to SAB for their
meetings as timely input for decision making containing Panel
recommendations for SAB decisions
• Recommendations of the Panel were summarised by the Panel chairmen at
each SAB meeting
Successful implementation of
required administrative 100% 100%
processes.
Minutes of meeting submitted for

approval at each meeting or 100% 100%
Indicators
immediately after.
Outcomes of each meeting

reported to each SAB. 100% 100%
All accreditation milestones and

other decisions in SAB Agenda, in
100% 100%
need of security risk assessment,
addressed by the Panel

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Outputs relating to the multi-annual work programme objectives: • Draft recommendation notes from SAB secretariat to Panel
 Security accreditation recommendations from the Panel to the SAB • Recommendation notes produced by Panel
 Briefing to SAB and SAB chair on the outcome of the Panel • Decision notes provided to SAB for each decision point
 The Panel chairmen provided a briefing to SAB and SAB chairman for each
item of relevance.
Objective 5: Ensure independent assessment of system level security
• The experts of the SAB accreditation team (together with the contractors)
carried out a review of the security accreditation dossier for preparation of
every accreditation decision. Recommendations to the SAB Panel and SAB
were made accordingly in the form of recommendation/decision notes
 Carry out independent security assessments and system audits/reviews and report to
• The experts of the SAB accreditation team participated to main Programme
subordinate body and SAB
reviews. Examples of reviews for Galileo: L12 ORR, PRS IOC Service
 Participate in programme reviews at system level and, where necessary, ad hoc participation
Consolidation Review, HAS Initial Service Validation Review, OSNMA Service
in segment reviews
Consolidation Review, EWS Service Concept Review, SAR/Galileo Remote
 Monitor risks and treatment plans and report to subordinate body and SAB
Beacon Activation Service Concept Review. Examples of reviews for EGNOS:
 If requested by the SAB, review existing strategies to ensure consistency with the regulation/ EGNOS v3 Critical Design Review 1.1
programme and propose enhancements as appropriate • The experts of the SAB accreditation team participated to several meetings
as observers, such as Programme Cyber Board.
 Independent security vulnerability assessment was performed on GSMC
PRS secops.

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 Risks and treatment plans were constantly monitored and discussed at

Panel and SAB meetings. Analysis of evidence of vulnerabilities remediation
and feedback to Programme.
 SAB accreditation specific conditions for PRS IOC approved and addressed
to the Commission
 SAB recommendation on G2G approved addressed to the Commission and
shared with G2G PDR Board.
Participation to security-sensitive
Programme reviews when invited
by the Programme. 100% 100%
Indicators
Organisation of independent
security vulnerability tests and/or
100% 100%
system audits allocated to SAB
secretariat.
Outputs relating to the multi-annual work programme objectives:  Internal reports from participation to Programme reviews, Task Forces,
 Recommendations to SAB Programme WGs, briefings to SAB chair.
 Recommendation/decision notes to Panel and SAB for each decision
Objective 6: Assurance for programme keys (flight keys and Galileo PRS)
• 1 meeting Formation Flight Keys meetings

 Propose meeting plan for the special subordinate body representing the Member states
• 2 Formation PRS keys meetings
 Organise meetings throughout the year
• The SAB secretariat provided the chairmanship, and the technical and
 Preparation for technical discussion in each meeting
administrative secretariat for each meeting
 MoM approved at each meeting
• MoM approved at each meeting or shortly after

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 Deliver accreditation recommendations from the subordinate body to SAB • Recommendations notes delivered for SAB decision points
Successful organisation of 2 3
meetings following SAB
instruction
Successful implementation of 100% 100%
required administrative processes
Indicators
Minutes of meeting submitted for 100% 100%

approval at each meeting
Outcomes of each meeting and 100% 100%

recommendations reported to
each SAB
Timely execution of tasks related 2 launch campaigns 1 (Launch 12)
to flight key assurance per each
launch campaign
Outputs relating to the multi-annual work programme objectives:  Minutes of meetings
 Assurance statements to SAB meetings
 Recommendations to the SAB and/or SAB Chair
Objective 7: Prepare for the new SAB regulatory responsibilities on Copernicus, GOVSATCOM and SSA

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 Plan for the accreditation activities for the three new components (Copernicus, • First exchanges with Programme on accreditation activities involving the
GOVSATCOM, SSA) SAB for Copernicus, GOVSATCOM, and SSA
 Progressively initiate the accreditation activities for Copernicus, GOVSATCOM, and SSA, • Collection of information, follow up of GOVSATCOM WG
in order to integrate them in the implementation as per objectives above.
Plan for initial accreditation
Indicators
activities for Copernicus,

GOVSATCOM, and SSA in Yes Yes
compliance to the SAB processes

Outputs relating to the multi-annual work programme objectives: • SAB secretariat participated as observer to the WG on GOVSATCOM.
 Contact network with main security stakeholders and security bodies active in Copernicus, • Regular slot in the SAB Agenda meeting for status report by the
GOVSATCOM, and SSA Commission.
 Draft and management of relevant accreditation documents (e.g. Security Accreditation • Exchange on security risk and threat analysis for Copernicus
Strategy) needed for the accreditation of Copernicus, GOVSATCOM, and SSA • First elements for the draft of the Security Accreditation Strategies
 Maintenance of the plan for initial accreditation activities for Copernicus, GOVSATCOM, and
SSA
 Informative points relevant to the accreditation of the three components inserted in the
SAB Agenda, with related preparation of slides/notes
 First accreditation activities initiated, as requested

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1.2 Operational Security of EGNSS Components
Activity Objective Year3

Threat and 2022
Regular and robust risk assessments of activities to ensure they do not
security risk –
1 pose a risk to the security of the EU GNSS systems, Member States or the
assessment and 2024
EU.
analysis
2022
Operations
2 Provision of security oversight of the programme operators. –
security
2024
During 2022 a set of important accreditation decisions for Galileo and EGNOS were achieved. The basis
of these decisions is the security risk analysis, with the corresponding treatment plan implementation
and the oversight of the overall security status of the systems. For what concerns Galileo, accreditation
files have been prepared to obtain the following authorisations from the SAB:
- extension of the authorisation to operate the system already in operation for the provision
of the defined associated services,
- authorisation to use 2 new (Launch 11 – L11) satellites in the constellation,
- authorisation to declare the High Accuracy Service (HAS) initial services.
For what concerns EGNOS, the Programme presented to the SAB the security risks of EGNOS V2 and
agreed on the plan related to security accreditation of EGNOS V3, for which the Critical Design Review
took place in December 2022.
3The year indicates when the Agency expects to perform that action. These dates are correct as of time of writing and are
based on the current plans.

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Objective 1: Galileo Threat and Risk analysis
The Security Plan for Galileo is regularly updated and maintained for the
different milestones as required, delivering it in accordance with the
 Maintain the Galileo Services and System Security Plan registering, for the system and
different Programme review outcomes and different activities.
service milestones:
The System Security Plan contains the risk and threat analysis, the identified
o Risk and threat analyses
security risks and the identified treatment plans with the status of
o Identified security risks
implementation.
o Identified treatment plans and status of implementation
The Galileo Security Accreditation Milestones and Schedule (SAMS) has
 Maintain the Galileo Security Accreditation Milestones and Schedule
been maintained through 2022, except in the last quarter, where the
 Assessment of security risks associated with the Galileo system, its operations and services
changes in the System Build 2.0 deployment activities and the lack of
delivery
finalisation of the schedule did not allow a proper update of the SAMS.
 Report the status of the security risks and the required mitigations to the relevant Galileo
The report for the security risks and associated treatment plans has been
Management Boards and bodies proposing risk management actions
regularly done.
 Prepare, deliver and report on the accreditation files to the Security Accreditation Board The preparation of the accreditation files for the SAB has been performed
(SAB) and its subordinate bodies to obtain the required authorisations and maintain the in accordance with the planned authorisations and the maintenance of the
security accreditation certificates as per the regulation. existing certificates.

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Security Risk analysis and

identification for the Galileo 100% 100%
Programme milestones delivery
to SAB for decision
Indicators
Galileo Services and System 100% 100%

Security Plan
Galileo Security Accreditation 100% 75%

Milestones and Schedule

Outputs relating to the multi-annual work programme objectives: SSP with all associated volumes and evidences (SoC to the security baseline:
 The Galileo Services and System Security Plan SSRS 3.9 and cyber) for each milestone.
 The Galileo Security Accreditation Milestones and Schedule SAMS for each SAB meeting (quarter) except for Q4 (December 2022 SAB
meeting).
Objective 2: Galileo Operations Security
 Monitor the status of implementation of the applicable high-level security requirements Overall SoC to the security baseline monitored, with associated evidences
 Monitor and track the implementation of the identified treatment plans for the system in and processes in place (outcome of operational validations, operational
operations cyber review board and programme cyber board).
 Ensure security oversight of Galileo operators
 Ensure Cyber Security governance (Cyber Security Manager and Cyber Internal Auditor
activities)

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Number of Service Exploitation 2 All reviews held as expected.

Reviews – security sessions
Indicators
Number of QSPR on GSOp – 4 All meetings held as expected.

review of implementation reports

Outputs relating to the multi-annual work programme objectives: Service Exploitation Reviews held. Inputs from the operator included in the
 Service Exploitation Reviews – security sessions: report on implementation status of overall security status of implementation of security measures.
requirements
Objective 3: EGNOS Threat and Risk analysis
The EGNOS V2 Security Risk Register has been approved in Q3/2022 by the
 Maintain the EGNOS Services, System and Sites Security Plan registering for the system and
Security Risk Assessment Board as from the relevant Management Plan. The
service milestones:
security risk analysis, the identified security risks and the identified risk
o Risks and threat analysis (V2+V3)
treatment recommendations with their status of implementation are available
o Identified security risks (V2+V3)
and maintained.
o Identified treatment plan and status of implementation (V2+V3)
The EGNOS V3 “As Designed” Security Risk Analysis has been presented to the
o Site Accreditation Review (SAR)
Security Accreditation Panel, pending its confirmation in 2023 following closure
 Maintain the EGNOS Security Accreditation Milestones and Schedule (SAMS V2 & V3)
of the V3 CDR.
 Management of security risks associated with the operations and service delivery (V2)
The EGNOS Security Accreditation Milestones and Schedule (SAMS) has been
 Report to the EGNOS Management Boards and bodies the status of the security risks and
maintained through 2022, in particular with respect to the EGNOS V3 sites
the required mitigations
aspects whereas aspects related to the EGNOS V3 System were discussed with
 Prepare, deliver and report on the accreditation files to the Security Accreditation Board SAB.
(SAB) and its subordinate bodies to obtain the required authorisations as per regulation (V3 The report for the EGNOS V2 and V3 security risks and associated treatment
& V2) plans has been regularly done.

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The preparation of the accreditation files for the SAB has been performed in
accordance with the Programme needs. For what concerns the EGNOS V3 Sites
SAR, 14 out of the 16 planned milestones have been concluded in 2022. The
remaining 2 have been shifted to Q1 2023 due to readiness status of the relevant
sites.

Number of accreditations Data
packages prepared over the 100% 100 %
number of expected
accreditation milestones
EGNOS V3 Services and System 100% 100 %

Security Plan (including sites)
Indicators
EGNOS V3 Security Accreditation 100% 100 %
EGNOS V3 Sites SAR 100% 89 %

Outputs relating to the multi-annual work programme objectives: The EGNOS V2 Security Risk Analysis has been assessed (together with the
 The EGNOS Service Evolution Plan – SEP security risk mitigation recommendations). For EGNOS V3 a security risk status
 The EGNOS V2 and V3 Services and System Security Plan as per Critical Design Review (VDR) 1.1 has been provided.
 The EGNOS V2 & V3 Security Accreditation Milestones and Schedule The SAMS has been regularly updated to account for sites aspects and
communicated to the Security Accreditation Panel /Security Accreditation Board
when needed.

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Objective 4: EGNOS Operations Security
The EGNOS Exploitation Plan security annex has been updated. Delays in some
2022 deliveries had been encountered and a closer follow-up of deliveries is
established for 2023 in Programme boards.
Security oversight has been reinforced in the new NESP contract, in particular
 Ensure implementation and follow up of the EGNOS SMP at programme and Service Provision with a stronger role of EUSPA in the incident handling process and the
contracts level observation/non-compliance reporting. The oversight of GEO contracts has
 Ensure security oversight of the GEO and EGNOS Service Providers contracts activities in the been reinforced for newer contracts (GEO3/4) while the oversight of older
field of security contracts (GEO1/2) is expected to be reinforced in 2024.
 Ensure security incidents raised by the Services Providers for the part concerning the Agency A more formal security incident management process for EGNOS is about to be
(impacts on the programme, report to EC) are managed implemented while for major security events in 2022, including the Ukraine
invasion by Russia events they have still been managed based on strong skills
and experiences developed by EUSPA internally and by the Service Provider with
the support of the industrial partners.
Number of Service Exploitation

Reviews – security sessions 100% 100 %
Indicators
(EC/Agency QPM)
Number of EGNOS Service

Provider Reviews – security 100% 100 %
sessions

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Number of EGNOS Service

Provider Reviews – security 100% 100 %
sessions
Outputs relating to the multi-annual work programme objectives:
 Service Reviews – security sessions  Monthly security splinter with ESSP Security
 Service Provision Reviews – security sessions  Monthly EGNOS Service Provision Reviews (SPR) plenary (with input from
Security Splinters)
 Security oversight of the GEO Service Providers with bi-annual SPRs, as per
contractual settings.

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1.3 Operation of the Galileo Security Monitoring Centre
ID Activity Objective Year
Define the GSMC Operations strategy and objectives.
Prepare and implement the GSMC’s operations by scheduling

milestones and main activities.
Management of the organisation 2022

Report to programme stakeholders on the GSMC operations
M1 and communication activities. -
(Management Process) 2024
Provide an overview on the GSMC internal communication (top-
down and bottom-up approaches) and team organisation.
Ensure the development and implementation of project

management processes, methodologies, tools, and reporting.
Guarantee maintenance of the Agency’s ISO 9001 certification,

including adaptation to ISO 9001 evolutions.
2022
M2 Integrated Management System -
(Management Process)
2024
Ensure Product Assurance (PA) and Quality Assurance (QA).
Identify and manage risks that could impact the Galileo

Risk and business continuity operations and the Programme. 2022
M3 management (Management -
Process) Ensure the maintenance and readiness of a Business Continuity
2024
Plan.
Maintain the responsibilities for health and safety at work and 2022
Health & Safety management maintain a safe environment on both GSMC sites in line with
M4 Agency policy. -
(Management Process)
2024

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Resolution and continuous 2022

M5 Ensure that problems and improvements are identified, recorded -
improvement management
and handled.
(Management Process) 2024
Identify, analyse and implement the requirements applicable to

the GSMC and track evolutions of the applicable baseline.
Ensure and report on the GSMC’s compliance with programme

requirements.
2022
C1 Engineering and requirement -
Design, validate and deploy Standard Operating Procedures (SOP)
management (Support Process)
and Operational tools in support to the operations. 2024
Define processes, tools and plans for system development

activities, including maintenance for the two sites.
Ensure the security accreditation of sites, services and IT systems
Ensure the continuous monitoring of the security and system

status of the Galileo system and the timely reaction to security
incidents
Operations, expertise and Provision of expertise on PRS and Galileo security 2022
C2 analysis -
(Core Process) Enable PRS access to authorised stakeholders, in compliance with 2024
PRS access rules.
Maintain the GSMC IT Operational Systems required to meet the

GSMC’s core missions in both GSMC sites (master and backup).
Be ready for specific operations in case of a crisis affecting the 2022

C3 Crisis management (Core Process) Galileo system, including supporting the Council decision (joint -
action) process. 2024
Prepare for, ensure, and maintain local security operational 2022

S2 Local security (Support Process) support to protect EU classified information present on GSMC -
sites and its assets. 2024

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Provide facilities services to support GSMC operations

2022
S3 Hosting management (Support -
Process)
2024
Implement, ensure, and maintain Configuration Management
The key highligst of the operation of the Galileo Security Monitoring Centre in 2022 are addressed in
4 main fields of activities: Security monitoring (SECMON) Operations, PRS Operations, Cyber Security
Operations, and support to operations
On what concerns the Security monitoring (SECMON) Operations, the main achievements were:
- Execution of Security Monitoring and Incident Handling 24/7 real-time operations without any
discontinuity of service, as per expected outcome and baseline. Service level was above the
committed service level targets, despite COVID-19 restrictions and the continuous increase of
the security monitoring perimeter (inclusion of GRON and SOIF systems).
- GSMC increased awareness and reporting due to the Russian invasion of Ukraine.
- Start the preparatory activities for the Security Monitoring of EGNOS V2.
- Council Decision (CFSP) 2021/698 – European External Action Service (EEAS).
o Attend the EEAS ad-hoc experts group monthly meetings;
o Provide support to the EEAS for the preparation of their operational procedures;
o Prepare and execute STRA22 exercise and prepare the STRA23 exercise organised,
scheduled and led by EEAS;
- Manage the Incident Response Coordination (IRC) operational architecture.
- Bi-monthly tests with the IRC Member States, of the IRC communication means;
- Coordination with Spain for the setting up of their IRC operational POC;
o Preparation of the IRC exercise part of the EEAS STRA23 exercise;
- Support the Service Reviews, mainly the PRS IOC Service Consolidation Review.
- Contribution to preparation of SB2.0 (supporting PRS IOC).
o Follow-up and contribution to SECMON 3.0.1 pre-OPE migration strategy;
o contribution to preparation for the SECMON SB 2.0 procedures and related
operational documentation;
- Co-chairing for security aspects the operational and anomaly review boards.

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- Contract Management: SECMON III framework contract (GSA-OP-08-19) Lot1 (backup

SECMON operators, GCC colocation and 24/7 cyber shift) and Lot3 (Cyber experts and SIEM
experts).
For PRS Operations, the main highglights were:
- Continuous execution of PRS service operations and provision of services as per IS PRS SDD
v1.1 in dual site configuration (GSMC-FR and GSMC-ES). Operational configuration GSMC-ES
and GCC-D successfully verified for PRS operations.
- FAST NAGU concept contribution and roll-over to GSMC operations and integration of
upgrades (Service notices and NAGUs) following “GAL-SOM service provision management
plan”.
- Active participation and contribution to Service Reviews (PRS IOC SCR), Service Exploitation
reviews (PRS SER#09 and PRS SER#10), WG SPECIAL PRS sessions (8 over 2022), Systems
Reviews (GMS/GSF 3.1.1 DDKP, pre-OPE migration). Main outcomes:
o Delivery of Secure Operation High Level Validation plan for PRS IOC;
o Delivery of PRS Resources Organisation evolution for PRS IOC (SB 2.0);
o Delivery of PRS Service Migration Org Note (PRS SIS V2 migration);
o Consolidation of GSF 3.0.1.1 pre-OPE migration strategy;
o Consolidation of PRS policies as part of the PRS CONOPS;
o Consolidation of PRS baseline for PRS IOC (POSI, KMP, CONOPS);
- Active participation and contribution to Programme-CPA bilateral meetings on PRS status and
PRS SIS V2 migration with up to 10 CPAs. Participation to PRS joint test activities (JTA)
workshops.
- Coordination and execution of GSMC V3.2 (SOIF) Delta Service Validation Campaign and Delta
operational Service Campaign (D-OSRR). Entry of GSMC V3.2 (SOIF) into operations achieved
in January 2023.
Regarding Cyber Security Operations, the following milestones were achieved:
- Vulnerability Analysis tool was validated for cyber services under GSMC 3.2 D-OSRR after
Service Validation Campaign.
- Cyber-security operational scenarios and interfaces have been validated.
- EUSPA OPS Cyber Review Board (OPS CRB) process created and implemented. 10 regular
meetings and 1 Special CRB have taken place in 2022. The GSMC was providing
recommendations and prioritization on vulnerability remediations.
- First GSMC Cyber Status Report (CSR) was produced and delivered as per operational
baseline.
- Active participation to the Programme Cyber Boards.
- Active contribution to ensure security of the System in operations.

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And lastly, for support to Operations, these were the main highlights in 2022:
- Execution of preventive and corrective L1 maintenance activities ensuing availability of GSMC-

FR and GSMC-ES OPE chains.
- 2 Successful operational hand-overs carried out between GSMC sites to ensure robustness of
GSMC operations (one without prior notice to the teams to test administrative urgent
procedures, and one in coordination with GCC-I to GCC-D handover).
- Successful SAB audit covering L1 and system administration operational processes.
- Completed Step 1 of the Operations Validation in support of the PRS IOC milestone.
- Ensured 100% certification of all GSMC operators in 2022.
- Initiated new continuous service improvement process in GSMC.

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Objective 1: Ensure that Galileo services and operations are secure
Operations, expertise and analysis:

 Security and system status Monitoring: monitor system security and health, detecting,
containing, investigating and reacting to security incidents (System Incident Management)  The Security Monitoring and Incident Handling 24/7 real-time
 PRS access management: enable access to PRS to authorised stakeholders, in compliance with operations were performed in accordance with the baseline and without
PRS access rules (including the Common Minimum Standards) within the limit of the system any discontinuity of service. All KPIs were above the committed levels.
 PRS Access management operations performed in line with service
design. Manage the lifecycle of PRS access in order to assure service continuity, including
commitments. Service continuity ensured with the support of contingency
through service support and secure communication interfaces. options.
 Cyber Security Management. Galileo vulnerabilities management by consolidating the cyber  Cyber Security Management. GSMC Security Monthly Reports
vulnerabilities present in the Galileo operational systems, linking them to the current threat including the cyber status of the vulnerabilities reported by Galileo CSMs
landscape (i.e. threat intelligence) and monitoring their lifecycle until their effective and Threat Landscape relevant notifications from CERT EU after analysis.
correction Monitoring of open vulnerabilities via OPS CRB. In case of critical cyber-
 Crisis management: specific activities and configuration of the GSMC to respond to the needs issues Special CRB have been called.
and requirements of a crisis affecting the Galileo system, including supporting any Council  The Crisis Management architecture was activated only for simulation
Decisions (CD 2021/698). This will be activated only under specific conditions. exercises in 2022.
 IT OPS Sysadmin support: Ensure on-going L1 maintenance of the IT operational and
validation systems in both GSMC sites (FR and ES). Support to configuration and asset
management, escalation to Level 2, and liaison with Supporting ICT systems.

Ind
ica
Incident handling / defined SLA Restricted Restricted

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PRS access service within agreed response
Restricted Restricted
time
PRS operations contingency plans
Restricted Restricted
rehearsal
GSMC availability Restricted Restricted

Outputs relating to the multi-annual work programme objectives: All the outputs of the Security monitoring and Incident Handling operations
 System status and security monitoring: incident handled, escalation of Member States or to were delivered in 2022 in accordance with the operational baseline and within
CD 2021/698, resolution of security incident, assessment of vulnerabilities and the service commitments.
recommendations, security reports, anomalies and requests for change/deviation/waiver,
Service Level Agreement chart All KPIs and service operations for PRS Access management were delivered in
 PRS access management: availability of PRS access, workarounds, PRS security reports (incl. 2022 in line with the expectations and commitments.
security message reports), Notification to Galileo Users, anomalies and requests for
change/deviation/waiver, Service Level Agreement chart, PRS contingency plans. The Crisis Management architecture was activated only for simulation exercises
 Crisis management: Council Decision (CD-698) instructions implementation report, in 2022. The expected outputs during the exercises were delivered in
Notification, Council Decision assessment report, Acknowledgement of the cancellation of a accordance with the operational baseline and within the service commitments.
Council Decision.
 Security Expertise and Analysis.
 Operations: service validation campaigns execution and reports, IT OPS systems availability,
local operations procedures development and implementation.
Objective 2: Ensure Engineering activities in support of deployments and operations
 Service and requirement management:  Service and requirement management:

o Maintenance of the applicable baseline (Concept of Operations) o GSMC V3.1 operational baseline was maintained
o Identification, analysis and flow-down of requirements that could impact the GSMC. o GSMC SVRD updated in line with Galileo SB2.0,
o Ensure on GSMC compliance with programme requirements. and analysis of EGNOS SecMon impact
o Ensure on GSMC compliance with programme requirements.

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 System operations and supporting activities engineering:

o Design and validate new procedures, support to the operations, as well as the related  System operations and supporting activities engineering:
business continuity plans. o the GSMC SecMon operational procedures were updated
o Train and Certify operators for the new GSF/SOIF/SECMON equipment. and validated in the frame of the first step of SB2.0 Operational
Validation.
 Technical engineering: o Operators training and certification was performed for the current
o Identify and define the processes, methods, tools and logic of system development GSF/SOIF equipment, since the new GSF/SECMON equipment is going
activities, including maintenance and support capabilities for the two sites. to be handed-over to OPS only in Mar-2023
o Manage the lifecycle of the technical processes that lead to the in-production setting
of new technical supporting assets and processes.  Technical engineering:
o GRON deployment, qualification and accreditation of GRON. o The applicable ILS processes were fully implemented, and applied to
o Configuration Management: through the CMDB implemented at GSMC, following both GSMC sites.
configuration management, maintaining configuration status accounting and o The maintenance service transition from ESA/WP2x to GSOp was
performing configuration audit. successfully managed, avoiding adverse effects on service provision.
o GRON V2 deployment, qualification and accreditation was
 Site and system security accreditations: implemented according to of GRON.
o Design of the security framework, preparation of the security accreditation o GSMC Configuration Management was successfully ensured, including
documents for the new sites/systems and maintenance of the security accreditation the performance of audit inspections, and the preparation of the
for the existing systems. CMDB migration towards CMAT was initiated.
o Implementation of Security Operations (SECOPs) for Communication Information
System (CIS) monitored and systems audited.  Site and system security accreditations:
o Design of the security framework, preparation of the security
accreditation documents for the new sites/systems and maintenance
of the security accreditation for the existing systems.
o The implementation of the applicable SECOPs was monitored, and the
relevant systems audited, with positive results

Indicat
% of success rate of operator

ors
100% 100%
training (certification)

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Percentage of data-packs
timely released for
accreditation requests (new 100% 100%
or renewals) against annual
plan baseline schedule
Outputs relating to the multi-annual work programme objectives: As planned.
 Requirement management: service level management, statement of compliance with SSRS
 Engineering: validation reports, overall catalogue of operations procedures, anomalies,
change requests
 Technical engineering: new catalogue of maintenance procedures, anomalies, change
requests
 Hosting engineering: lead in follow-up of new buildings deployments by France and Spain.
Establish requirements for upgrades or changes to existing infrastructure as necessary for
deployment of operational IT systems or hosting availability. Contribute to monitoring or
validating the implementation of such changes.
 Site and system security accreditation:
o Security Risk Analysis, CIS and sites security accreditation data-pack followed by
Authorisation to Operate, security accreditation plan updated, SECOPs maintained,
periodic audit reports
o Access granted or denied to staff, staff security briefed.
Configuration Management:
o A CMDB that ensures the process for establishing and maintaining consistency of
GSMC systems performance, functional, and physical attributes with requirements,
design, and operational information overtime.

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Objective 3: Ensure the availability of Hosting Services
Hosting management: prepare for, ensure and maintain technical operations support to provide  Achieved, annual support contracts renewed.
site hosting and equipment necessary for the core missions of the GSMC and its staff. Provide  Achieved
a continuity of hosting services through building maintenance and extra request  A draft list has been prepared with key obsolescence aspects
management related to the evolution of the facilities and IT: known. As building 123 is still expected to used operationally until end
 Facilities management (Hosting Services). of 2023 it was too early to specify re-scoping needs as targeted usage
after 2024 is not yet known.
 Ensure the provision of uninterrupted hosting services of GSMC sites (Facility maintenance,  Achieved for both ES-E6 and FR-132. To accommodate system timeline
technical support, obsolescence management, logistics and ancillary support). constraints, UNCLA deployments of HW were started in advance of FR-
132 TEC & SEC SAR.
 Maintain GSMC dual site capability.
 Renovation (obsolescence treatment and rescoping) for EUSPA needs of the Building 123 in
GSMC-FR.
 Final configurations buildings constructions: support structural works and accreditation

processes in order to reach GSMC-FR long term extension and GSMC-ES Final configuration
building delivery in accordance with programme objectives.

TEC SAR BOARD 05/07/2022 & 31/07/2022. Close-out activities ongoing.
Final Configuration (GSMC-FR) TEC SAR and SEC SAR milestones achieved
Indicators
SEC SAR collocation 16/09/2022 with certificate issued 28/09/2022.
Final Configuration (GSMC-ES) Delivered Delivered Q2

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Outputs relating to the multi-annual work programme objectives: Building initial delivery in October 2022. EUSPA had pre-deployed furniture and
 Building extension at GSMC-FR completed in 2022, with support to staff and systems ICT Admin assets. RUE network deployed in Q4.
relocations in 2023.
 Joint GSMC/FR MOD maintenance provider management of GSMC-FR Extension.
 GSMC-FR current building: Renovation plan agreed by early 2023, done within 12 months
after transfer of Galileo operations in Extension building. Started in Sept 2022 and ramping-up.
 Joint GSMC/ES MOD maintenance provider management of Final configuration at GSMC-ES
after move of equipment and staff in 2022. Not achieved. The renovation plan can be established when the targeted usage
o of building 123 will be established.
Maintenance /guarding of E6 were started as pre-condition for the SEC SAR in

Q2 2022. Deployments have started in E6. Staff and usage of E2 has continued
as EUSPA/EC engaged discussions with ES MOD/INTA for prolonged usage.
Objective 4: Ensure continuity of service of GSMC operations, continuous improvement, quality and efficiency
Management of the organisation and communication:

 Organise activities to ensure the GSMC milestones are achieved on time using available All management and quality related services were delivered in 2022 in line with
resources while also ensuring the reliability of information and its timely dissemination the commitments.
 Lead the organisation by providing a clear strategy
Integrated Management System and Product Assurance:

 Guarantee maintenance of the Agency ISO 9001 certification, including adaptation to ISO
9001 evolutions
 Coordinate PA/QA RAMS activities related to EC-EUSPA Delegation/Contribution Agreements
in line with GSOp, GSC and GRC requirements
 Support the activities of the ARB, NRB, and CCB
Risk and business continuity and disaster management:

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 Risk management: identify potential risks that could impact the proper functioning of the
Galileo programme and undertake relevant actions to mitigate those risks
 Business continuity and disaster: in case of service breach, ensure availability and continuity
of services in a reduced functionality mode
Health and safety management:

 Implement EUSPA policy relating to health and safety at work, provide and maintain a safe
work environment for staff, visitors and contractors
Resolution and continuous improvement management:

 Ensure that problems and actions for improvement are identified and handled until the
business cases are delivered to the Change Approval Board for implementation and/or the
non-conformance is solved
Management: Monthly/quarterly report 12 monthly reports;
100%
released per year 4 quarterly reports.
Indicators
Quality: percentage of audit

100% 100%
performed/planned
Business Continuity plan update 1/year
Two/year 2

Outputs relating to the multi-annual work programme objectives: IMS: ISO 9001 – completed 100%
 Management of the organisation and communication: planning execution, budget metrics
 IMS: ISO 9001 certification DUER update (B132) done. Plans de prévention prepared and signed whenever
 Health and safety management: Document Unique d’Evaluation des Risques professionnels, mandatory in compliance with French regulation.
Plan de prévention (according to French regulation)
 Risk and business continuity disaster management:
o Risks are monitored and controlled
o GSMC business continuity plan updated and tested
 Resolution of anomalies and continuous improvement: Anomalies (problems) and NCR
solved, effective PA organisation, service evolution roadmap

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Objective 5: Ensure local security on GSMC sites
1. Security: Prepare, ensure and maintain the local security needed to protect EU classified
information and assets present on site.
a. [Registry control management]: handling and storage of classified documents, management

of classified document registry, ensuring the timely on- and off-site EUCI back-ups, briefings
on EUCI handling and storage. Preparation of operators RCO certification trainings.
b. [Local security management]: Ensure personnel and physical security including facilities,
activities and information; management of guarding support, coordination with national and
local authorities. Auditing activities. Briefings on security awareness.
c. [Local Informatics Security (LISO)]: ensuring compliance with the security operating
procedures, and reporting any discrepancies or incidents related to their implementations.
All security related services were delivered in 2022 in line with the
commitments.
2. [COMSEC management and crypto management and operations]: Manage COMSEC/crypto
procedure evolutions and validations. Ensure reception, preparation and shipment of crypto
items to or from crypto accounts and users, destroying crypto material, performing Crypto
Operations related to PKI, non-PRS keys and SINA VPN management, SECTRA and regulatory
inventories and audits.
3. [INFOSEC (Local Informatics Security Officer)]: overall management of security of the GSMC
communications and information systems, maintains an overview of the information security risk
management process and of the development and implementation of information system
security plans, reports on IT security, identify shortfalls and improvements, advise the GSMC
manager on the security-related issues.

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[Registry Control MGT]: receipt, dispatch,
storage, destruction of classified 100% 100%
documents and tracking of their lifecycle
[Local Security MGT]: New or leaving
staff/contractors/visitors, need to issue 100% 100%
and renew the security clearance
[COMSEC MGT]: new access requested,
need to transfer COMSEC items, new
Indicators
100% 100%
COMSEC item, crypto operations (PKI, non-
PRS keys, SINA VPN management, SECTRA)
[Crypto Account MGT]: receipt, dispatch,
storage, destruction of crypto materiel, 100% 100%
need to execute the key management plan
[LISO MGT]: Communication and
information systems SecOps, the Cyber,
the GSMC SecOps and OSRD requirements, 100%
100%
the reports from authorized users, the
systems logs, users access requests.
Outputs relating to the multi-annual work programme objectives: For the 4 topics, no discrepancy except yearly audit on EUCI not yet performed.
 Registry control management: Nevertheless, monthly inventories were performed in 2022.
o Up-to-date registry4 (successfully audited)
o Classified information managed according to procedures – incidents managed
o Staff EUCI briefed
o EUCI backed up (on- and off-site)
 Local security management:
o Staff security briefed
o Supervision of RCO functioning through regular audit
 Local informatics security
o Staff and consultant authorisation to access systems
o Validation of access rights
 Management of physical security of the site COMSEC and crypto management:
4 Regarding CONFIDENTIEL UE/EU CONFIDENTIAL or SECRET UE/EU SECRET.

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o Up-to-date account registry (successfully audited)
o Transportation plan executed
o Crypto assets and keys managed according to procedures – incidents managed
o Key and certificates timely renewed

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1.4 Public Regulated Service
Activity Objective Year

EUSPA internal
2022
organisation and Implementation and continuous improvement of the Agency’s internal
1 –
PRS management organisational for the management of PRS items and PRS information.
2024
plans
Create a report summarising the management of PRS information, all
PRS Article 14 movements of PRS equipment and the associated cryptographic keys, and 2022
2 implementation security breaches observed in relation to the Specific Arrangement –
report concluded between the EC and the Agency pursuant to Article 14(c) of 2024
Decision 1104/2011/EU.
2022
Provide technical assistance to CPAs on the basis of specific
3 Support to CPAs –
arrangements.
2024
Designated PRS Implementation of the designated PRS Authority in support of entities 2022
4 Authority requesting the Agency to act as their CPA (Art.5 of Decision –
implementation 1104/2011/EU). 2024
Provide assistance to the European Commission carrying out audits or
Support to the 2022
Inspections to CPAs and reporting to the European Parliament and the
5 European –
Council on the compliance by the CPAs with the common minimum
Commission 2024
standards (CMS).
These activities are in support to the implementation of the Specific Arrangement concluded between
the European Commission and the Agency pursuant to Article 14(c) of Decision 1104/2011/EU.
The main achievements for 2022 can be described as follows:
- Full review and substantial update of the PRS management plans (ruling the way the Agency
access PRS and manages PRS information for the performance of the tasks entrusted to it)
following:
o Enter into force of the new EU Space Programme Regulation
o Enter into force of the new EUSPA organisation
o Availability of new PRS information management instructions released by the
European Commission

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- Nomination, in the new EUSPA organisation, of the PRS Point of Contacts per department as
mandated by the Specific Arrangement concluded between the EC and the Agency pursuant
to Article 14(c) of Decision 1104/2011/EU
- Complete re-building of the EUSPA PRS need-to-know tables to reflect the change in scope
and in internal organisation and the need to introduce an “access profile” approach (i.e.
identifying only a very limited number of access profiles to cope with the increasing staff)
- Support the Agency, in collaboration with ESA, on the impact analysis of the new PRS
information management instructions introduced by the European Commission
- Support to the European Commission in the elaboration of PRS Annex I to the Galileo
Programme Security Instructions
- Regular and timely provision of the quarterly report summarising the management of PRS
information, all movements of PRS equipment and the associated cryptographic keys, and
security breaches observed in relation to the Specific Arrangement concluded between the
European Commission and the Agency pursuant to Article 14(c) of Decision 1104/2011/EU
- Keep the maximum compliance level to the provisions set by the Specific Arrangement
concluded between the European Commission and the Agency pursuant to Article 14(c) of
Decision 1104/2011/EU

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Objective 1: Implement PRS Article 14c arrangement
The PRS management plans (Access to PRS General Management Plan, PRS
Management Plan (PMP) and the related PRS Information Management Plan
This objective includes all activities related to managing the implementation of the EC-Agency (PIMP) and PRS dataset management policy) have been fully reviewed and
arrangement pursuant to Article 14(c) of the PRS Decision, in particular regarding the different updated.
reporting streams, compliance checks and associated risk assessments. This objective also
implements the provisions related to the Agency’s access to, use and ownership of PRS The Arrangement pursuant Article 14(c) of Decision 1104/2011/EU has been
information, PRS technology and PRS items. reviewed regularly (feedback is sent to EC as part of the quarterly report).
This activity includes:
 Preparing and maintaining the PRS management plans (Access to PRS General Management PRS Point of Contacts per department (as mandated by the Specific
Plan, PRS Management Plan (PMP) and the related PRS information management plan Arrangement concluded between the EC and the Agency pursuant to Article
(PIMP) and PRS key management plan (KMP)) defining the organisational structure and the 14(c) of Decision 1104/2011/EU) have been nominated with the involvement
rules for implementing the management of PRS items, PRS technology and PRS information of all Heads of Department.
 Reviewing the Article 14(c) arrangement (if required)
 Preparing Article 14 quarterly implementation reports and delivering them to the EUSPA PRS need-to-know tables have been re-built to reflect the change in
Commission activities and in internal organisation of the Agency. In re-building them, an
 Carrying out regular inspections of the departments within the Agency dealing with PRS “access profile” approach has been adopted.
items and PRS classified information
 Supporting regular risk assessments Regular and timely provision of the quarterly report summarising the
 Analysing those activities requiring the processing of PRS items and PRS information to management of PRS information, all movements of PRS equipment and the
ensure compliance with Article 14(c) arrangement associated cryptographic keys, and security breaches observed in relation to
 Maintaining PRS items and PRS information database and drafting a report summarising the Specific Arrangement concluded between the European Commission and
movements, requests and security breaches associated with the PRS items/PRS information the Agency pursuant to Article 14(c) of Decision 1104/2011/EU.
under the responsibility of the Agency The compliance level to the provisions set by the Arrangement concluded
between the EC and the Agency pursuant to Article 14(c) of Decision
1104/2011/EU has been kept to the maximum extent possible (considering the
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overall context) and remains stable with respect to the values of 2021. The
improvement by 1% in terms of compliance set as a target for 2022 was not
achieved due to unchanged overall framework for the handing of PRS
information and items and the conditions of the Arrangement pursuant
Art.14(c) of Decision 1104/2011. It must be said that the PC depend overall by
factors and dependencies external to the Agency.

Timely review of PRS
management plans (and related 1/year 1/year
Indicators
processes)
C:95% C:94%
Level of compliance with Article
PC5:5% PC:6%
14
NC:0% NC:0%
Outputs relating to the multi-annual work programme objectives: Quarterly Article 14 implementation report sent to the Commission.
 Quarterly Article 14 implementation report sent to the Commission
5 The residual partial compliance is mainly due to dependencies from actors external to the Agency.
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1.5 Communication, Promotion and Marketing of the Services
Activity Objective Year

1 Market and technology monitoring, 1.1 Be the source of competence in GNSS and Copernicus
including cooperation with receiver market and technological developments. Output of the
manufacturers. objective is the publication of GNSS market and technology 2022
report. -
1.2 Support chipset and receiver manufacturers in 2024
implementing EGNSS. Output of the objective is the List of
receiver manufacturers with Galileo and EGNOS capability.
2 User scheme management. 2.1 Build user experience and satisfaction; implement user
feedback in the evolution of EGNSS and provide elements
related to other users for Copernicus. Actions to be
undertaken are:
o Include user input in the evolution of the mission
requirements document for EGNSS and provide
inputs related to other users for Copernicus. 2022
o Create EGNSS user support improvement plan based -
on feedback from downstream user sectors and their 2024
value chains.
o Monitor user satisfaction of EGNSS services and
performance.
o Define the Galileo GSC support improvement plan
based on feedback from downstream user sectors
and their value chains.
3 Market development by user segment 3.1 Identify needs and opportunities for services and
(Agriculture, Forestry, Fisheries and applications. Actions to be undertaken are:
Aquaculture, Urban Development and o Management of user fora and consultation platforms
Cultural Heritage, Insurance and on user needs per segment.
Finance, Infrastructures, Road and o Support standardisation and certification activities.
Automotive, Aviation and Drones, 3.2 Maximise market uptake of EGNSS and Copernicus by
Rail, Maritime and Inland Waterways, value chain and its availability to users designing and
Energy and Raw Materials, implementing market uptake synergies by segment
Environmental Compliance, Climate 2022
and Weather Services, Biodiversity, -
Ecosystems and natural capital, 2024
Emergency Management and
Humanitarian Aid, Consumer
Solutions, Health and Tourism, Space,
Governmental and Security).

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4 Development and implementation of 4.1Management of effective and efficient communications

targeted communication initiatives, strategy and initiatives, including the new segments part
as well as campaigns for the general Copernicus. Actions to be undertaken are:
public. o Participate in conferences and exhibitions and
organise targeted events
o Create and disseminate high quality, tailored
2022
content.
-
o Manage active and internet-based communications
2024
via websites, social media, newsletters, etc.
o Production and targeted distribution of informative,
timely and relevant print, video and multi-media
materials.
o Seize opportunities for organising effective, tailored
public, media and stakeholder relations activities.
In line with the new mandate, EUSPA continued working on the uptake of all space programme components,
EGNSS, Copernicus, GOVSATCOM and their synergies.
Regarding market uptake, the Agency prepared the market uptake strategy for 17 market segments,
including detailed value proposition, objectives, KPIs and uptake roadmap. This internal strategy will be used
as input for the EU Space comprehensive strategy to be prepared by the DG DEFIS. Moreover, EUSPA
consolidated the implementation of innovative proofs of concept to explore the use of Copernicus data in
new markets as the deployment of 5G networks and the drone flight planning. This will be complemented
with a proof of concept on healthcare and another one on insurance and finance. In addition, a tender was
launched to procure the implementation of Copernicus demonstrators in 10 different application areas:
Aircraft Emission Measurement and Monitoring, Emergency Preparedness and Early warning of Floods,
Emergency Preparedness and Early warning of Floods, Smart mobility and Autonomous cars, Infrastructures
monitoring, Fisheries and Aquaculture, Digital Tourism and Cultural Heritage, Insurance & Finance, Forest
vegetation health monitoring and Green mining and Energy.
Finally, as part of the User Consultation Platform 2022, Earth Observation user requirements were the main
focus of many of the addressed market segments. The requirements collected will included for the first time
in thecorresponding User Requirements Documents to be published during 2023.

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Regarding GOVSATCOM, EUSPA worked with European Commission on the user consultation process and the
consolidation of use cases and requirements for secure satellite communications.
Regarding CASSINI, EUSPA worked to implement several actions including competitions, hackathons and
matchmaking with investors as well as supporting a large network of start-ups to scale up.
The Agency continued working to further strengthen Galileo and EGNOS market uptake all over the Union
and worldwide with more than 3.5 billion Galileo enabled devices reached by the end of the year. And in
parallel, EUSPA worked closely with the market community (users, operators, receiver manufacturers). As a
result, the E-GNSS market penetration is constantly increasing.
The Galileo differentiators progressed further in 2022. In addition to SAR Return link, the Open Service
Navigation Message Authentication (OS-NMA) testing phase successfully concluded supported by essential
users and prototypes developed within several EUSPA R&I projects.
An important achievement in 2022 was the High Accuracy Service (HAS) testing campaign, involving major
European receiver manufacturers and supporting the HAS Service Declaration in 2023. Preparation activities
continue for other new services including the Commercial Authentication Service, the Emergency Warning
Service, the SAR/Galileo Remote Beacon Activation Service and the use of Galileo for Safety of Life
applications.
In the consumer solutions segment, the Galileo penetration grew constantly, capitalising on the partnership
established by EUSPA with leading manufacturers and focused testing campaigns. By the end of 2022, there
were in the market 1364 different Galileo compatible smartphone/tablet models, over 37% more than those
available by end of 2021 (991). A similar percentage increase was registered in the number of dual-frequency
enabled smartphones models passing from 243 models in 2021 to 309 in 2022.
Within the road segment, EGNOS and Galileo are in more than 15 million cars in Europe, more than 200 car
models from 59 car brands, powered by the EU eCall regulation, with the vast majority of automotive
suppliers having solutions in the market.
With regards to the rail segment, Galileo continues to celebrate adoption success within non-safety critical
railway applications, with more than 160,000 telematic devices already mounted on the railway wagons in
EU. European parliament within its resolution on Railway safety and signalling, acknowledged the role of
GNSS in rail signalling, calling on the EU rail stakeholders to close the residual gaps and speed up the adoption
of GNSS in ERTMS. Railway stakeholders confirmed strong interest to start demonstration activities of fail-

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safe train localisation using EGNOS in 2025. In public transport, Galileo has been included into the ITxPT
standards, used by the public transport authorities and operators globally for procurement of new vehicles.
In the aviation market segment, the use of EGNOS has continued to grow as available operational procedures
resulted in 870 in 462 airports. 67% of all European instrument runway ends rely on EGNOS, supporting the
PBN regulation. In 2022, EUSPA launched the implementation on EGNOS in non-instrument runways, with
pilot projects in different member states and achieving the first implementation in Lahti-Vesivehmaa
Aerodrome in Finland. EGNOS reached the commercial fleet, realised with the delivery of the first EGNOS
capable A320 from Airbus to EasyJet, and the development of the first SBAS solution for modification of the
Boeing 737NG by Fokker. The added value of Copernicus to support particle matter and emissions monitoring
as well as terrain obstacle survey was endorsed by users. Aviation Search and rescue beacons implementing
Galileo SAR Return Link are now available in the market. It responds to the new aviation safety mandates to
enhance global aircraft tracking, following the MH370 and AF447 accidents. The market for drones grew
significantly, reaching more than 45% of GNSS receiver models for drones are Galileo-capable EUSPA
pioneered the use of Copernicus for drones, launching a pilot project to assess the suitability of several
Copernicus data sets for flight planning and Specific Operations Risk Assessment (SORA).
In the maritime domain, after Galileo recognition as part of Worldwide Radionavigation Systems (WWRNS),
the number of Galileo-enabled receiver’s models further increased with 58 global manufacturers.
In the Critical Infrastructure, the EGNSS penetration is slowly but constantly increasing fostered by the 5G
roll-out. And in order to explore the synergies among space programme components, EUSPA developed a
proof of concept for the use of various Copernicus-based geospatial dataset for the 5G network planning that
demonstrated the added value of Copernicus for the radio planning of 5G cross-border corridors in rural
areas.
Also, EUSPA has consolidated a comprehensive catalogue of governmental applications, developed a solid
methodology to assess the EGNSS services’ suitability that will be validated through a consultation in 2023
with key stakeholders.
In April 2022, EUSPA launched the EUSpace4Ukraine initiative, which mobilised the EU Space innovation
community to provide technological solutions that enhance humanitarian aid actions of NGOs supporting
Ukrainian people. The initiative builds on a set of activities, which included: a matchmaking online event (10
matches), a hackathon (7 participating teams and 3 winners) and a special session in the User Consultation
Platform with NGOs. As a result of the Hackathon, one new venture was created. In November 2022, EUSPA

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launched the EUSpace4Ukraine Demonstrator, a one-year project, which will practically demonstrate the
value-adding of EUSpace solutions in NGOs operational environment.
Also, EUSPA worked on the evolution of the Green Lane app. By easing traffic flow through the EU’s borders
the Green Lane is a key tool in the EU’s COVID-19 pandemic response and is helping to support a fundamental
EU principle - the free movement of goods and freight in the internal market. In 2022 EUSPA developed an
advanced prototype, Galileo Solidarity Lanes, for the monitoring of EU road border crossings and also railway
corridors adjacent to the borders. The solution is foreseen to remain in daily operation throughout 2023 and
will be further improved, integrating more border crossings and relations within the EU rail network, in order
to timely identify bottlenecks negatively impacting the EU freight transportation.
At the beginning of 2022 EUSPA published the brand-new Earth Observation (EO) and GNSS Market Report,
a major tool for European companies and investors across 17 market segments. This work has been
complemented during 2022 with the definition of the Copernicus user uptake strategy roadmaps focused on
other users and addressing all market segments.
In addition to this, the Agency, in cooperation with European Commission and with the support of the Czech
Presidency of the EU Council, organised the EU Space Week 2022 in Prague. The event attracted three
thousand online and onsite visitors. It brought together various EU companies, policymakers, and the EU
Space industry partners. In the context of the EU Space Week, the User Consultation Platform 2022 has also
taken place in Prague. This is a unique initiative of EUSPA to capture all new needs and trends to improve
and shape our EU Space services. More than 300 users from around Europe joined this platform addressing
both EGNSS and Earth Observation components within six parallel fora, namely Aviation and Drones,
Maritime & fisheries, Emergency & humanitarian aid, Insurance and Finance, Infrastructure (including 5G
optimisation), Energy and Raw materials, Consumer solutions (including Tourism, healthcare). The main
findings and results of the discussions have been collected to update the user needs and requirements for
several applications discussed during the fora.
With respect to CASSINI, taking place at our Headquarters in June 2022, the Entrepreneurship Day was the
first large EUSPA event for entrepreneurs and investors since the launch of CASSINI. It gathered more than
100 entrepreneurs, finalists of myEUspace competition and rising stars with whom EUSPA has been working
over the last months. It also featured around 20 investors and European business accelerators that were
searching for new investment opportunities.

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In addition, EUSPA continued to work in capacity building of fund managers as well as seeding new ideas with
the CASSINI Hackathons and creating new partnerships with the CASSINI Matchmaking.
EUSPA continuously supports the industry, start-ups and academia not only within the CASSINI initiative but
also in cooperation with the European Investment Bank (EIB). In the framework of the Memorandum of
Understanding between EUSPA and EIB, the Agency concluded the Investment Report to estimate the overall
investment needs to support commercialisation of Space downstream innovation. The Investment Report
reflects the insights from over 250 firms and providing a comprehensive investment analysis of the GNSS
market that examines and forecasts the dynamics of the sector overall.
Regarding outreach, large promotion campaigns (social media, press, animations) have been developed for
myEUspace Competition (and other CASSINI initiatives), the launch of the 2nd Horizon Europe Call, EU Space
User Consultation Platform (as a part of the EUSW2022), Copernicus Workshops.

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Objective 1: Increase adoption in the Aviation and Drones sector by building on user needs and providing feedback for improvement of services
1. Aviation and drones market and user technology understood and fully analysed 1. Annual market and technology monitoring, analysis and forecasting
and Aviation and drones user needs updated and analysed; performed. New EUSPA Market Report finalised and published in
2. Penetration of EGNOS/Galileo in receiver models for aviation and drones 6 ; January 2022. The model of aviation in the market monitoring and
3. Support to aviation and drones companies commercialising EGNOS/Galileo products; forecasting process has been modified and updated including a new
4. Technical support, and CBA to airports/heliports, Air Navigation Service Providers (ANSP), segmentation and applications; User needs on aviation and drones
airspace users on implementing LPV/LPV 200/PinS/RNP 0.3, in support of the implementation analysed and validated at the 2022 User Consultation Platform;
of EU Regulation 2018/1048, which lays down airspace usage requirements and operating 2. Report on increased EGNSS (including EGNOS and Galileo) penetration
procedures concerning performance-based navigation and towards an integrated CNS completed and published on the Market Report. Updated database on
strategy; EGNOS cable avionics available on the EGNOS user support website.
5. Demonstrate EGNOS/Galileo’s added value for drones operations and U-Space and integrate Updated list of EGNOS/Galileo capable user devices available in
differentiators (e.g. OS-NMA) in receivers/UTM (navigation, surveillance, combination with useGalileo.eu;
other technology); 3. User relationship management strengthened, via partnership with
6. EGNOS and Galileo user satisfaction survey completed; main user associations (commercial, business, regional airlines and
7. Preliminary roadmap designed for the adoption of Copernicus data in aviation and drones general aviation);
(e.g. the improvement of air traffic management, turbulences impact in route and 4. Updated Cost Benefit Analysis (CBA) tool to compute environmental
approaches, airport infrastructure planning and operations management, Search and rescue) benefits due to EGNOS operations in aviation published in the EGNOS
contributing to the priority ecosystem “Mobility-Transport-Automotive”.
6 Analysis based on internal Agency Technology Monitoring Process and the GNSS Users Technology Report issue 2 and related assumptions included in Annex 5.
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user support portal. CBAs and traffic assessments offered on demand

to airports, ANSPS and operators;
5. The EGNOS/Galileo added value for drone navigation started in
intensive flight campaigns with more than 200 flights, also in
cooperation with drone receiver manufacturers, including urban air
mobility scenarios. Draft proposal for RNP specification for drone
operations tested;
6. EGNOS and Galileo Satisfaction survey for 2021 completed and survey
for 2022 launched;
7. Preliminary roadmap designed for the adoption of Copernicus data in
aviation and drones.

1.Validation of market and
technology analyses, including
1 1
UCP outcomes, by main
stakeholders
2.Galileo prototype receivers for
3 3
navigation in aviation
Indicators
3a) Number of companies

commercialising EGNOS/Galileo 150 218
products
3b) Adopters’ retention Index (i.e.
% of EGNSS adopters that confirm 100% 100%
EGNSS usage)
4a) Annual tracking of EGNOS
820 870
based procedures

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4b) Annual tracking of EGNOS

90 115
capable airlines and avionics
5.Penetration of EGNOS and
Galileo in drone receiver models 35% 45%
and added value demonstrated
6.Positive annual EGNOS and
2022 survey under analysis
Galileo User Satisfaction survey >60% of respondents “very satisfied
outcome
7. % design of the roadmap for
10% 10%
Copernicus data adoption
1. Aviation and drones section of the market report published in 2021/2023 and Outputs relating to the multi-annual work programme objectives
technology report published in 2022 and Report on aviation and drone user needs and 1. Aviation and drones section of the market report published in 2022.
requirements updated; First User Consultation platform on Copernicus and GNSS and report
2. Report on Galileo penetration in aviation and drone receivers on aviation and drone user needs and requirements updated;
3. 2. Galileo receivers for drones, general aviation and SAR updated,
a. Industry database for aviation; EGNOS penetration in aviation receivers updated;
3.
b. Coordinated work plans to foster EGNOS and Galileo in aviation with key
a) Industry database publicly available in the useGalileo website and
stakeholders: EASA, SESAR JU, SESAR Deployment Manager (SDM);
EGNOS support portal;
4. b) EUSPA coordinates the Aviation Taskforce with EASA, DG-MOVE and
a. EGNOS approach procedures; DEFIS and work closely with Eurocontrol and SESAR Joint
b. Report on Galileo and EGNOS penetration in EU airspace users, report on Undertaking; EUSPA-EASA working group on General Aviation
available avionics; consolidated and delivered Guidelines on safety assessment for LPV
5. Updated list of receivers with EGNOS and Galileo for drones published on Galileo to non-instrument runways;
websites and report on demonstrations; 4.
6. Results of User Satisfaction surveys; a) Annual tracking of EGNOS approach procedures (870 by end of
7. Preliminary adoption roadmap of Copernicus use in Aviation and Drones, contributing 2022);
to the priority ecosystem “Mobility-Transport-Automotive”.

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b) EGNOS penetration in operators updated and EGNOS/Galileo

penetration in receivers, including drones updated;
5. List of Galileo and EGNOS avionics (including drones and aviation SAR
beacons) available on EGNOS and UseGalileo portal;
6. EGNOS and Galileo Satisfaction surveys 2021 published, first
integrated EGNOS and Galileo survey launched in 2022 and results
under analysis;
7. Joint roadmap for adoption of EGNSS and Copernicus in drones
consolidated with Member States, EC, other EU agencies and
stakeholders, preliminary roadmap designed for the adoption of
Copernicus data in manned aviation, including prioritisation of
application areas.
Objective 2: Increase adoption in Road and Automotive segment by building on user needs and providing feedback for improvement of services
1. Annual market and technology monitoring, analysis and forecasting

performed. New EUSPA Market Report finalised and published in
January 2022;
1. Road and automotive market and user technology understood and fully analysed and 2. Report on increased Galileo penetration completed and published on
needs updated and analysed; the Market Report;
3. User relationship management strengthened;
4. Cooperation consolidated with road industry stakeholders (ERTICO,
ACEA, ASECAP...) and DG MOVE (new Contribution Agreement signed);
Version: 1.0
2. Penetration of Galileo in road chipsets and automotive brands7; 5. Technical support provided to smart (digital) tachograph industry for
3. Support to road and automotive companies commercialising Galileo products; EGNSS adoption, including cabotage activities;
4. Strategic partnership of EUSPA with key groups of road and automotive stakeholders; 6. European Telecommunications Standard (ETSI TS 103 300) published
5. Technical support (including plan and testing) to smart (digital) tachograph industry for on location/timing techniques for the detection of Vulnerable Road
EGNSS adoption, in cooperation with the Joint Research Centre (JRC); Users; CEN/TR 17447:2020 published on GNSS error models for road &
6. Implementation of standardisation/certification process in Cooperative Intelligent automotive applications; the development of positioning standards in
Transport Systems (C-ITS) and autonomous vehicles, in cooperation with EC; CEN focusing on autonomous driving needs (CEN EN16803 series) is in
7. Implementation of the adoption roadmap in autonomous driving; progress. Preparatory actions to launch a GNSS standard for
automotive at ISO;
8. EGNOS and Galileo user satisfaction survey completed;
7. Adoption Roadmap for Autonomous Driving implemented, focussing
9. Preliminary roadmap designed for the adoption of Copernicus data in congestion charging
on regulatory actions: EC Delegated Regulation (EU) 2021/1958 on
and traffic management applications, contributing to the priority ecosystem “Mobility-
Intelligent Speed Adaptation (ISA) requires EGNSS compatibility (Nov.
Transport-Automotive”.
2021) and EC proposal of the ITS Directive update (COM (2021) 813)
includes Galileo OS-NMA and Copernicus. (Dec. 2021);
8. EGNOS and Galileo Satisfaction survey 2021 published and 2022 under
analysis;
9. Preliminary roadmap designed for the adoption of Copernicus data,
including prioritisation of potential application areas for the adoption
of Copernicus data in road.

1. Validation of market and
technology analyses, including 1
1
Indicators

stakeholders
2. % of Galileo penetration in
automotive brands (assuming 100 50% 59%
automotive brands represent
7 Analysis based on internal AgencyTechnology Monitoring Process and the GNSS Users Technology Report issue 2 and related assumptions included in Annex 5.
Version: 1.0
99.9% of the worldwide

production)

160 196
commercialising Galileo products
3b) Adopters’ retention Index (i.e.
% of EGNSS adopters that confirm 100% 100%
EGNSS usage)
4. Number of partnerships with
4 4
key road organisations
5. Number of smart (digital)
tachograph models with OS-NMA 3 3
tested, in cooperation with JRC
6. % development of
standardisation/certification
50% 55%
procedures for GNSS in C-ITS and
autonomous driving functions
7. Car makers commercialising
autonomous vehicles models with 3 6
Galileo
8. Positive annual EGNOS and
Galileo User Satisfaction survey >60% of respondents “very satisfied”
outcome
10% 10%

Version: 1.0
Outputs relating to the multi-annual work programme objectives: Outputs relating to the multi-annual work programme objectives:
1. Road and automotive section of the market report published in 2022;
1. Road and automotive section of the market report published in 2021/2023 and 2. Report on Galileo and EGNOS penetration in receivers and chipsets models in
technology report published in 2022 and Report on road and automotive user needs road segment updated;
and requirements updated; 3. Industry database publicly available in the useGalileo website;
2. Report on Galileo penetration in road chipsets and automotive brands; 4. Cooperation consolidated with road industry stakeholders and new
3. Industry database for road and automotive; Contribution Agreement signed with DG MOVE;
4. Membership or MoU with road and automotive organizations; 5. Test plan agreed for the Annex IC of the Smart Tachograph EU regulation;
5. Test plan and testing campaigns; 6. Standards ETSI TS 103 300 and CEN/TR 17447:2020 published;
6. Draft standards for C-ITS and autonomous driving applications; 7. Strategy on Road and Automotive (focus on Autonomous driving);
7. Adoption roadmap for autonomous vehicles; under implementation, including relevant EU legal acts published;
8. Results of User Satisfaction surveys; 8. EGNOS and Galileo user satisfaction survey results published, first integrated
9. Preliminary adoption roadmap of Copernicus use in congestion charging and traffic EGNOS and Galileo survey launched in 2022 and results under analysis;
management, contributing to the priority ecosystem “Mobility-Transport-Automotive”. 9. Preliminary roadmap designed for the adoption of Copernicus data, including
prioritisation of potential application areas, such as road infrastructure
monitoring, driving comfort, and congestion control.
Objective 3: Increase adoption in Maritime & Inland Waterways segment by building on user needs and providing feedback for improvement to services
1. Maritime & Inland Waterways market and user technology understood and fully analysed 1. Annual market and technology monitoring, analysis and forecasting
and user needs updated and analysed; performed. New EUSPA Market Report finalised and published in
2. Penetration of Galileo and EGNOS in Maritime & Inland Waterways receiver models8 ; January 2022. User needs on Maritime analysed and validated at the
3. Support to Maritime & Inland Waterways companies commercialising Galileo products; 2022 User Consultation Platform;
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4. Galileo tested in shipborne receivers; 2. Report on increased EGNSS (including EGNOS and Galileo) penetration
5. Galileo timing requirements for R-MODE System established and strategy defined for the completed and published on the Market Report;
inclusion of OS-NMA in fishing vessels receivers and VDES within IALA; 3. User relationship management strengthened; via partnership with main
6. Coordination established with EMSA, EFCA and FRONTEX for maritime surveillance user associations (e.g. IALA, CIRM, RTCM, ICS);
(collaborative and non-collaborative vessels) in relation to illegal activities (e.g. illegal fishing) 4. Galileo ship-borne receivers tested with manufacturers via different
and Search and Rescue; funded EU projects and also within a dedicated testing campaign;
7. EGNOS and Galileo user satisfaction survey completed; 5. Galileo Timing Requirements defined for R-MODE and published in IALA
8. Synergies identified between the use of Galileo services and Copernicus services for guidelines G-1158 for VDES, highlighting the contribution from Galileo
Maritime & Inland Waterways activities (e.g. sea and river water level and early flood and timing and OS-NMA to fulfil the system requirements. Strategy for the
tsunamis detection), Coastal and Marine Exploitation and Preservation, Oil and Gas inclusion of OS-NMA in fishing vessels defined in collaboration with
activities, Maritime Surveillance and Search and Rescue; EFCA;
9. Preliminary roadmap designed for the adoption of Copernicus data for Maritime & Inland 6. Cooperation established with EU maritime-related agencies (EFCA,
Waterways, contributing to the priority ecosystem “Mobility-Transport-Automotive”. EMSA and Frontex), via participation in dedicated workshops;
7. EGNOS and Galileo Satisfaction survey for 2021 completed and survey
for 2022 launched;
8. Synergies between Galileo and Copernicus services identified for
several application domains (i.e. maritime, inland waterways,
emergency and search and rescue);
Maritime & Inland Waterways.

1 1
Indicators
stakeholders
2. % of Galileo and EGNOS
44% for Galileo
receivers in overall number of 40 (Galileo)
91% for EGNOS
shipborne models Platform (UCP) 90 (EGNOS)
outcomes

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50 58
3b) Adopters’ retention Index
(i.e. % of EGNSS adopters that 100% 100%
confirm EGNSS usage)
4. Number of shipborne receiver
manufacturers engaged in Galileo 2 2
testing
5. Validation with IALA Members 2 2
6. Validation with EMSA, EFCA 2

1
and Frontex
Galileo User Satisfaction survey 1
outcome
25%
8.Validation with stakeholders 10%
9.% design of the roadmap for

10% 10%
1. Maritime & Inland Waterways section of the market report published in 2021/2023 and Outputs relating to the multi-annual work programme objectives:
technology report published in 2022 and Report on Maritime & Inland Waterways user 1. Annual market and technology monitoring, analysis and forecasting
needs and requirements published in 2022; performed. New EUSPA Market Report finalised and published in January
2. Report on Galileo and EGNOS penetration in maritime receivers; 2022. User needs on maritime analysed and validated at the 2022 User
3. Industry database for Maritime & Inland Waterways; Consultation Platform;
4. Agreement with ship-borne receiver manufacturers interested in testing campaign; 2. Report on Galileo and EGNOS penetration in receivers and chipsets models in
maritime segment updated;

Version: 1.0
5. Draft IALA Guidelines on Timing and R-Mode and Guidelines on Cybersecurity and VDES; 3. Industry database publicly available in the useGalileo website;
6. Report on Activities; 4. Agreement with 2 with ship-borne receiver manufactures for testing;
7. Results of User Satisfaction surveys; 5. IALA Guidelines G-1158 (timing R-Mode) and G-1117 (VDES including
8. Report on Synergies; authentication) published;
9. Preliminary adoption roadmap of Copernicus use in Maritime & Inland Waterways, 6. Workshop report within the European Coast Guards Forum (EFCA, EMSA and
contributing to the priority ecosystem “Mobility-Transport-Automotive”. Frontex); Validated during UCP and EFCA Workshop;
7. EGNOS and Galileo user satisfaction survey results published, first integrated
EGNOS and Galileo survey launched in 2022 and results under analysis;
8. Reports on Synergies for several application domains (maritime, inland
waterways, Emergencies and Search and Rescue);
9. Preliminary roadmap designed for the adoption of Copernicus data, including
prioritisation of application areas.
Objective 4: Increase adoption in Rail by building on user needs and providing feedback for service improvements
1. Rail market and application potential understood and fully analysed and Consolidation of 1. Annual market monitoring, analysis and forecasting performed and Annual
user requirements for safety relevant applications and analysis of their impact on EGNSS Technology monitoring update performed; New EUSPA Market Report finalised
services; and published in January 2022;
2. Penetration of Galileo and EGNOS in rail receiver models9; 2. Analysis on Galileo and EGNOS penetration in rail receivers finalised;
3. Cooperation and coordination with rail stakeholders and associations; 3. User relationship management strengthened;
4. EUSPA roadmap for rail signalling implemented and updated; 4. Implementation of the EGNSS in rail signalling roadmap performed and
5. EGNSS-based signalling solution on low density lines demonstrated; update version published at EUSPA website;
6. EGNOS and Galileo user satisfaction survey completed;
Version: 1.0
7. Preliminary roadmap designed for the adoption of Copernicus data for rail, contributing to 5. Virtual balise concept use on low density lines demonstrated and architecture
the priority ecosystem “Mobility-Transport-Automotive”. agreed by Rail stakeholders in Shift2Rail;
6. EGNOS and Galileo Satisfaction survey for 2021 completed and survey for
2022 launched;
7. Preliminary roadmap designed for the adoption of Copernicus data for rail.
UCP outcomes, economical KPI’s 1 1
and CBA results by main
stakeholders, users etc
2. % of vehicles equipped with
EGNSS enabled receivers 25 30

commercialising Galileo products 30 30
Indicators

(i.e. % of EGNSS adopters that 100 100
4.EGNSS in Rail signalling
roadmap objectives achieved 72% 72%
5. Demonstrator / pilot
operational low-density railway 85%
85%
line with EGNSS-based train
positioning system certified
Galileo User Satisfaction survey >60% of respondents “very satisfied”
outcome

Version: 1.0

Copernicus data adoption 10% 10%

1. Cost/benefit analysis for railway signalling application available, Rail section of the market 1. EUSPA Cost Benefit Analysis (CBA) results confirmed business case for
report published in 2021/2023 and technology report published in 2022 and Report on rail EGNSS. Results were shared at several conferences and adopted also
user needs and requirements updated; within Shift2Rail X2RAIL2 by main stakeholders and users. New EUSPA
2. Report on Galileo penetration in rail receivers; Market Report finalised and published in January 2022;
3. EGNSS based train positioning system architecture and documentation available; 2. Report on Galileo and EGNOS penetration in rail receivers and chipsets
4. Industry database for Rail; updated;
3. Architecture documentation for GNSS-based fail-safe train localization
5. EGNSS in rail signalling roadmap partially implemented and certification plan available;
concepts available;
6. Results of User Satisfaction surveys;
4. Industry database publicly available in the useGalileo website;
7. Preliminary adoption roadmap of Copernicus use in rail contributing to the priority
5. EGNSS in rail signalling roadmap updated including the certification part;
ecosystem “Mobility-Transport-Automotive”. 6. EGNOS and Galileo user satisfaction survey results published, first
integrated EGNOS and Galileo survey launched in 2022 and results under
analysis;
7. Preliminary roadmap designed for the adoption of Copernicus data in rail.

Version: 1.0
Objective 5: Increase adoption in Agriculture & Forestry applications by building on user needs and providing feedback for improvement to services
1. Annual market monitoring, analysis and forecasting performed and Annual

1. Agriculture & Forestry applications market and user technology understood and fully Technology monitoring update performed; New EUSPA Market Report finalised
analysed and user needs updated and analysed; and published in January 2022;
2. Penetration of Galileo and EGNOS in receiver models for Agriculture & Forestry 10; 2. Analysis on Galileo and EGNOS penetration in Agriculture & Forestry receivers
3. Support to Agriculture & Forestry companies commercialising Galileo products; finalised;
4. Support EGNSS adoption through dedicated awards for innovative integration of EGNSS in 3. User relationship management strengthened;
high-precision segment; 4. Organisation and launch of the myEUspace Farming by Satellite contest;
5. Support for implementation of Galileo differentiators with focus on High Accuracy Service; 5. Organisation of the HAS testing campaign with external stakeholders;
6. EGNOS and Galileo user satisfaction survey completed; 6. EGNOS and Galileo Satisfaction survey for 2021 completed and survey for
7. Preliminary roadmap designed for the adoption of Copernicus data in Agriculture & Forestry, 2022 launched;
contributing to the priority ecosystem “Agri-food”. 7. Preliminary roadmap designed for the adoption of Copernicus data for
agriculture and forestry.

1 1
Indicators

stakeholders
2. % of Galileo and EGNOS 80% (Galileo)
receivers in overall number of 70% (Galileo) 93% (EGNOS)
models for Agriculture & Forestry 97% (EGNOS)
10 Analysis based on internal Agency Technology Monitoring Process and the GNSS Users Technology Report and related assumptions included in Annex 5.
Version: 1.0

150 160
4. Award of dedicated prizes for
innovative integration of EGNSS
in high precision, agriculture and 1 1
forestry applications and/or
devices
5. Number of receiver models
1 5
implementing HAS
Galileo User Satisfaction survey >60% of respondents “very satisfied” 2022 survey under analysis
outcome
10% 10%
1. Agriculture & Forestry section of the market report published in 2021/2023 and technology 1. Annual market monitoring, analysis and forecasting performed and Annual
report published in 2022 and Report on user needs and requirements published in 2018 and Technology monitoring update performed; New EUSPA Market Report finalised
2020; and published in January 2022;
2. Report on Galileo penetration in Agriculture & Forestry receivers; 2. Report on Galileo and EGNOS penetration in receivers and chipsets models in
3. Industry database for Agriculture & Forestry; agriculture segment updated;
4. Report describing the metrics and statistics of participant success after award; 3. Industry database publicly available in the useGalileo website;
5. Report on Galileo penetration in Agriculture & Forestry receivers, with focus on High Accuracy 4. Information from awarded prizes published and statistics published;
Service; 5. Analysis on Galileo penetration finalised;
6. Results of User Satisfaction surveys;
Version: 1.0
7. Preliminary adoption roadmap of Copernicus use in Agriculture & Forestry, contributing to 6. EGNOS and Galileo user satisfaction survey results published, first integrated
the priority ecosystem “Agri-food”. EGNOS and Galileo survey launched in 2022 and results under analysis;
Agriculture & Forestry, in collaboration with EC.
Objective 6: Increase adoption in Urban Development and Cultural Heritage applications by building on user needs and providing feedback for improvement to services
2022 results
Expected results
1. Urban Development and Cultural Heritage applications market and user technology 1. Annual market monitoring, analysis and forecasting performed and Annual
understood and fully analysed and applications user needs updated and analysed; Technology monitoring update performed; New EUSPA Market Report finalised
2. Penetration of Galileo and EGNOS in receiver models for Urban Development and Cultural and published in January 2022;
Heritage11; 2. Analysis on Galileo and EGNOS penetration in Urban Development and
3. Support to Urban Development and Cultural Heritage companies commercialising Galileo Cultural Heritage receivers finalised;
products; 3. User relationship management strengthened;
4. Execution and award of the phase 2 of the Map my World challenge in the
4. Support EU Space Programmes adoption through dedicated awards for innovative
myEUspace competition;
integration of EGNSS and Copernicus in Urban Development and Cultural Heritage;
5. Augmentation service providers map updated;
5. Accelerate upgrade to Galileo in private and public reference networks; 6. Organisation of the HAS testing campaign with external stakeholders with 5
6. Support for implementation of Galileo differentiators with focus on High Accuracy Service prototypes under development thanks to the testing campaign;
(HAS); 7. EGNOS and Galileo Satisfaction survey for 2021 completed and survey for
7. EGNOS and Galileo user satisfaction survey completed; 2022 launched;
8. Preliminary roadmap designed for the adoption of Copernicus data in Urban Development 8. Preliminary roadmap designed for the adoption of Copernicus data for Urban
and Cultural Heritage, contributing to the priority ecosystem “Construction”. Development and Cultural Heritage.
11 Analysis based on internal Agency Technology Monitoring Process and the GNSS Users Technology Report issue 2 and related assumptions included in Annex 5
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1 1
stakeholders
2.% of Galileo and EGNOS
receivers in overall number of 82% (Galileo) 82% (Galileo)
models for Urban Development 98% (EGNOS) 94% (EGNOS)
and Cultural Heritage
155 157
Indicators
4.Award of dedicated prizes for

innovative integration of EGNSS
in high precision Urban 1 1
Development and Cultural
Heritage
5.Number of RTK/PPP network
providers confirming upgrade to 52 84
Galileo
6.Number of receiver models
3 5
implementing HAS
Galileo User Satisfaction survey >80% of respondents “very satisfied” 2022 survey under analysis
outcome
10% 10%

Version: 1.0

Outputs relating to the multi-annual work programme objectives: 1. Annual market monitoring, analysis and forecasting performed and Annual
1. Urban Development and Cultural Heritage section of the market report published in Technology monitoring update performed; New EUSPA Market Report finalised
2021/2023 and technology report published in 2022 and Report on user needs and and published in January 2022;
requirements updated; 2. Report on Galileo and EGNOS penetration in receivers and chipsets models in
2. Report on Galileo penetration in Urban Development and Cultural Heritage receivers; agriculture segment updated;
3. Industry database for Urban Development and Cultural Heritage; 3. Industry database publicly available in the useGalileo website;
4. Report describing the impact success of the award; 4. Information from awarded prizes of the myEUspace 2nd phase published in
2022;
5. Report on Galileo implementation in the reference networks;
5. Update of augmentation service providers map at GSC website;
6. Report on Galileo penetration in Urban Development and Cultural Heritage receivers, with
6. Penetration of Galileo reported. HAS still not available commercially;
focus on High Accuracy Service (HAS); 7. EGNOS and Galileo user satisfaction survey results published, first integrated
7. Results of User Satisfaction surveys; EGNOS and Galileo survey launched in 2022 and results under analysis;
8. Preliminary adoption roadmap of Copernicus use in for Urban Development and Cultural 8. Preliminary roadmap designed for the adoption of Copernicus data in Urban
Heritage, contributing to the priority ecosystem “Construction”. Development and Cultural Heritage.
Objective 7: Increase adoption in Consumer Solutions, Health and Tourism applications by building on user needs and providing feedback for service improvements
1. Consumer Solutions, Health and Tourism market and user technology understood and 1. Annual market and technology monitoring, analysis and forecasting
fully analysed and user needs updated and analysed; performed. New EUSPA Market Report finalised and published in January
2. Penetration of Galileo in smartphones increased12; 2022. User needs on consumer solutions analysed and validated at the 2022
3. Support to Consumer Solutions, Health and Tourism companies commercialising Galileo User Consultation Platform;
products; 2. Analysis on Galileo and EGNOS penetration in Consumer Solutions receivers
finalised;
Version: 1.0
4. Development of innovative mobile applications leveraging EU space programme 3. User relationship management strengthened;
components; 4. New innovative mobile apps developed within hackathons;
5. EGNOS and Galileo user satisfaction survey completed; 5. EGNOS and Galileo Satisfaction survey for 2021 completed and survey for
6. Preliminary roadmap designed for the adoption of Copernicus data in Consumer 2022 launched;
Solutions, Health and Tourism, contributing to the priority ecosystem “Digital”. 9. Preliminary roadmap designed for the adoption of Copernicus data
in Consumer Solutions, Health and Tourism.
1. Validation of market
and technology
1
analyses, including UCP 1
outcomes, by main
stakeholders
2. % of Galileo
penetration in
75% 87%
smartphones
shipments in Europe
3a) Number of
Indicators
companies
170 175
commercialising
Galileo products
3b) Adopters’
retention Index (i.e. %
100% 100%
of EGNSS adopters that
4. Positive annual
EGNOS and Galileo 2022 survey under analysis
>70% of respondents “very satisfied”
User Satisfaction
survey outcome
5. % design of the
10% 50%
roadmap for

Version: 1.0
Copernicus data
adoption
1. Consumer Solutions, Health and Tourism section of the market report published in 1. Annual market and technology monitoring, analysis and forecasting
2021/2023 and technology report published in 2022 and Report on user needs and performed. New EUSPA Market Report finalised and published in January
requirements updated; 2022. User needs on consumer solutions analysed and validated at the 2022
2. Report on Galileo penetration in Consumer Solutions, Health and Tourism receivers; User Consultation Platform;
3. Industry database for Consumer Solutions, Health and Tourism derived from UseGalileo; 2. Report on Galileo and EGNOS penetration in receivers and chipsets models
4. News items published on EUSPA website summarising hackathon/competition results; in Consumer Solutions, Health and Tourism segment updated;
5. Results of User Satisfaction surveys; 3. Industry database publicly available in the useGalileo website;
6. Preliminary adoption roadmap of Copernicus use in Consumer Solutions, Health and Tourism, 4. News items published on EUSPA website summarising
contributing to the priority ecosystem “Digital”. hackathon/competition results;
5. EGNOS and Galileo user satisfaction survey results published, first
integrated EGNOS and Galileo survey launched in 2022 and results under
analysis;
Consumer Solutions, Health and Tourism.
Objective 8: Increase adoption in Insurance and Finance, Infrastructures, Energy and Raw Materials segments by building on user needs and providing feedback for service
improvements
1. Insurance and Finance, Infrastructures, Energy and Raw Materials market and user 1. Annual market and technology monitoring, analysis and forecasting
technology understood and fully analysed and user needs updated and analysed; performed. New EUSPA Market Report finalised and published in January 2022.

Version: 1.0
2. Penetration of Galileo in Insurance and Finance, Infrastructures, Energy and Raw Materials User needs on Infrastructure, Energy and raw Materials, Insurance and Finance
receiver models13; analysed and validated at the 2022 User Consultation Platform;
3. Support to Critical Infrastructures companies commercialising Galileo products; 2. Analysis on Galileo and EGNOS penetration in Insurance and Finance,
4. Support Commission in regulatory actions or technical studies for adopting Galileo in Infrastructures, Energy and Raw Materials receivers finalised;
Insurance and Finance, Infrastructures, Energy and Raw Materials; 3. User relationship management strengthened;
5. Galileo based multi-frequency receiver close to commercialisation; 4. Continuous support to EC provided: support to DG DEFIS for standardisation
6. Provision Plan of emerging Timing & Synchronisation (T&S) application offerings (i.e. time of Timing Receiver, support to DG-ENER to promote go-to-areas from
integrity, trusted time distribution and remote audit, etc.) defined; RePowerEU policy. Support to DG-GROW to promote the Critical Raw Materials
7. Galileo user satisfaction survey completed; Act and inclusion of Earth Observation as possible technical solution;
8. Preliminary roadmap designed for the adoption of Copernicus data for Insurance and 5. Galileo Receiver prototype developed with TRL 7, in the process of
Finance, Infrastructures, Energy and Raw Materials, contributing to the priority ecosystem industrialisation and commercialisation;
“Energy Intensive Industries”. 6. Provision Plan of emerging Timing & Synchronisation (T&S) application
offerings (i.e. time integrity, trusted time distribution and remote audit, etc.)
defined;
7. EGNOS and Galileo user satisfaction survey results published;
Insurance and Finance, Infrastructures, Energy and Raw Materials.
1
stakeholders
Indicators
2. % of Galileo and EGNOS

49% (Galileo)
receivers in overall number of 55% (Galileo)
38% (EGNOS)
Critical Infrastructures models 40% (EGNOS)
3a) Number of CI companies
55 57
supporting Galileo products
Version: 1.0
3b)Adopters’ retention Index (i.e.

% of EGNSS adopters that 100% 100%
4.Specific support to EC on
Critical Infrastructures related 100% 100%
activities and studies
5.Definition of plans for the
launch of new emerging CI Timing 1 1
functions
6.Positive annual Galileo User 2022 survey under analysis
>70% of respondents “very satisfied”
Satisfaction survey outcome

10% 50%
1. Insurance and Finance, Infrastructures, Energy and Raw Materials sections of the market 1. Annual market and technology monitoring, analysis and forecasting
report published in 2021/2023 and technology report published in 2022 and Report on user performed. New EUSPA Market Report finalised and published in January 2022.
needs updated; User needs on Insurance and Finance, Infrastructures, Energy and Raw Materials
2. Report on Galileo penetration in CI receivers; analysed and validated at the 2022 User Consultation Platform;
3. Industry database for Critical Infrastructures; 2. Report on Galileo and EGNOS penetration in receivers and chipsets models in
4. Deliver supporting materials or review of documents on EGNSS in CI to Commission (on Insurance and Finance, Infrastructures, Energy and Raw Materials segment
request); updated;
5. Galileo based multi-frequency receiver commercialisation plan report; 3. Industry database publicly available in the useGalileo website;
6. T&S Application Offering provision implementation Plan Report; 4. Review of documents delivered to EC;
7. Results of User Satisfaction surveys; 5. Galileo based multi-frequency receiver commercialisation plan defined;
8. Preliminary adoption roadmap of Copernicus use in Insurance and Finance, Infrastructures, 6. T&S Application Offering provision implementation Plan defined;
Energy and Raw Materials, contributing to the priority ecosystem “Energy Intensive 7. EGNOS and Galileo user satisfaction survey results published, first integrated
Industries”. EGNOS and Galileo survey launched in 2022 and results under analysis;
8. Preliminary roadmap designed for the adoption of Copernicus data in Finance,
Infrastructures, Energy and Raw Materials.

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Objective 9: Contribution to the adoption roadmap for Governmental and Security applications by building on user needs and providing feedback for improvement to services
1. Governmental Market Report finalised in 2021, shared with MS in January

1. Market and user technology understood and analysed; 2022;
2. In close cooperation with EC to promote Governmental Services within Member States user 2. Support to Member States provide for the promotion of Galileo PRS within
communities; their user communities;
3. Preliminary roadmap for integrated governmental services adoption including EGNSS, 3. Preliminary roadmap for integrated governmental services adoption including
Copernicus and GOVSATCOM. EGNSS, Copernicus and GOVSATCOM defined.

1.Report on potential market size
of EU Space programme
1 1
components in governmental
applications (Gov Market Report)
Indicators

integrated governmental services 50% 50%
adoption
3.Specific support on PRS user
100% 100%
related activities.

Version: 1.0
4. Consolidation of the
1
GOVSATCOM User Requirements 1
and Use Cases
5.Preliminary gap analysis and
roadmap for downstream 1 1
technology R&I in secure SatCom
Outputs relating to the multi-annual work programme objectives: 1. Governmental Market Report finalised in 2021 shared with MS in January
1. Preliminary report on potential penetration of EU Space programme components in 2022;
governmental and security applications and user technology; 2. Support to Member States provide for the promotion of Galileo PRS within
2. Material about governmental services provided by EU Space programme components, different workshops, fora and events;
including status synergies and supportive actions; 3. Preliminary roadmap for integrated governmental services adoption including
3. Report on “Preliminary roadmap of an integrated governmental services adoption EGNSS, Copernicus and GOVSATCOM defined.
including EGNSS, Copernicus and GOVSATCOM”.
Objective 10: Increase adoption in Emergency Management and Humanitarian Aid segment by building on user needs and providing feedback for service improvements
1. Main beacon manufacturers (7) implemented Galileo return link;

1. Main beacon manufacturers implementing SAR return link for maritime applications; 2. Concept of operation for remote activation defined and validated with EC
2. Concept of Operation defined for the remote activation of EPIRBs in maritime; Working Group on SAR Evolution;
3. Galileo differentiators “SAR Return Link” implemented in the beacons for aviation 3. Main beacon manufacturers (2) implemented Galileo return link;
applications; 4. Concept of operation defined and published in Eurocae ED-277
demonstration;

Version: 1.0
4. Concept of Operation defined and demonstrated for the remote activation of ELT-DTs in 5. Annual market and technology monitoring, analysis and forecasting
aviation; performed. New EUSPA Market Report finalised and published in January 2022.
User needs on Emergency Management and Humanitarian Aid analysed and
5. Emergency Management and Humanitarian Aid market and user technology understood and
validated at the 2022 User Consultation Platform;
fully analysed and user needs analysed;
6. Preliminary roadmap designed for the adoption of EU Space Programme components for Emergency Management and Humanitarian Aid.
Emergency Management and Humanitarian Aid contributing to all priority ecosystems.
1
stakeholders
Indicators
2. % design of the roadmap for 1

EU Space Programme 1
components adoption
3. Number of maritime SAR 6
beacons including Galileo RLS 11
ready for type approval
100%
4. RBA concept discussed with
100%
maritime stakeholders
5. Development of the first
aviation SAR beacon including 100% 100%
Galileo RLS complete
6. Concept of aviation operations
defined for the remote activation 100% 100%
of ELT-DTs
1. Maritime SAR beacons that includes Galileo RLS developed and published on 1. Fastfind Return link, the first beacon in the market. 10 models finalising
usegalileo.eu; type approval process;

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2. Report on concept of maritime operation 2. Report on concept of maritime operation shared with EC SAREG WG and
3. Aviation SAR beacon that includes Galileo Return Link Service (RLS) ready for type included in service description;
approval and installation certification; 3. Kannad ultima-DT and Kannad ultima-Survival;
4. Concept of aviation operations for remote beacon activation using GAL RLS for ELT-DT 4. Concept of operation defined, demonstrated, acknowledged by end
demonstrated and acknowledged by end users; users, and published in Eurocae ED-277;
5. Emergency Management and Humanitarian Aid section of the market report published 5. Annual market and technology monitoring, analysis and forecasting
performed. New EUSPA Market Report finalised and published in January
in 2021/2023 and technology report published in 2022 and Report on user needs and
2022. User needs on Emergency Management and Humanitarian Aid
requirements updated;
analysed and validated at the 2022 User Consultation Platform;
6. Preliminary adoption roadmap of EU Space Programme components in Emergency 6. Preliminary roadmap designed for the adoption of Copernicus data for
Management and Humanitarian Aid contributing to all priority ecosystems. Emergency Management and Humanitarian Aid.
Objective 11: Increase adoption Space segment by building on user needs and providing feedback for service improvements

1. Space Users market and user technology understood and fully analysed and Space user
performed. New EUSPA Market Report finalised and published in January 2022.
needs analysed;
2.Innovative GNSS spaceborne receivers development ongoing with projects
2. Support to Space Users stakeholder companies commercialising Galileo products or
targeting commercialisation;
Copernicus data;
3. Preliminary roadmap for the adoption of EGNSS in space borne applications
3. Preliminary roadmap designed for the adoption of EGNSS in space borne applications;
defined;
4. Preliminary roadmap for the implementation of entrusted tasks for Space Situational
4. Preliminary roadmap for the implementation of entrusted tasks for Space
Awareness (SSA).
Situational Awareness (SSA) defined.

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1
1
stakeholders
Indicators
2. Number of companies
3 4
EGNSS adoption analysed and 10% 50%
prioritised
SSA Programme adoption 50% 50%
analysed and prioritised
1. Market and technology monitoring, analysis and forecasting performed. New
1. Space section of the market report published in 2021/2023 and technology report EUSPA Market Report finalised and published in January 2022;
published in 2022 and Report on Space user needs and requirements published; 2. Database updated;
2. Industry database for Space; 3. Preliminary roadmap included in the EGNSS and EO Market Uptake in Space
3. Preliminary adoption roadmap for EGNSS use in space applications; document;
4. Preliminary roadmap included in the EGNSS and EO Market Uptake in Space
4. Preliminary adoption roadmap for SSA Programme use.
document.
Objective 12: Increase adoption in Fisheries and Aquaculture segment by building on user needs and providing feedback for service improvements

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1. Fisheries and Aquaculture market and user technology understood and fully analysed and
performed. New EUSPA Market Report finalised and published in January 2022;
Energy user needs updated and analysed;
2. Preliminary roadmap designed for the adoption of EU Space Programme components for
Fisheries and Aquaculture.
Fisheries and Aquaculture, contributing to the priority ecosystem “Agri-food”.
1
1
Indicators

stakeholders
EU Space Programme 10% 10%
components adoption
1. Fisheries and Aquaculture section of the market report published in 2021/2023 and 1. Annual market and technology monitoring, analysis and forecasting
technology report published in 2022 and Report on Energy user needs and performed. New EUSPA Market Report finalised and published in January 2022;
requirements published; 2. Preliminary roadmap designed for the adoption of Copernicus data for
2. Preliminary adoption roadmap of EU Space Programme components used in Fisheries Fisheries and Aquaculture.
and Aquaculture applications,

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Objective 13: Increase adoption in Environmental Compliance-Climate and Weather Services-Biodiversity, Ecosystems and Natural Capital segments by building on user needs
and providing feedback for service improvements
1. Environmental Compliance-Climate and Weather Services-Biodiversity, Ecosystems and 1. Annual market and technology monitoring, analysis and forecasting
Natural Capital market and user technology understood and fully analysed and Environment performed. New EUSPA Market Report finalised and published in January 2022;
& Air Quality user needs updated and analysed; 2. Preliminary roadmap designed for the adoption of Copernicus data in
2. Preliminary roadmap designed for the adoption of EU Space Programme components in Environmental Compliance-Climate and Weather Services-Biodiversity,
Environmental Compliance-Climate and Weather Services-Biodiversity, Ecosystems and Ecosystems and Natural Capital.
Natural Capital, contributing to all priority ecosystems.
1
1
Indicators

stakeholders
EU Space Programme 10% 10%
components adoption
1. Environmental Compliance-Climate and Weather Services-Biodiversity, Ecosystems and 1. Annual market and technology monitoring, analysis and forecasting
Natural Capital sections of the market report published in 2021/2023 and technology report performed. New EUSPA Market Report finalised and published in January 2022;
published in 2022 and Report on Environment & Air Quality user needs and requirements 2. Preliminary roadmap designed for the adoption of Copernicus data in in
published; Environmental Compliance-Climate and Weather Services-Biodiversity,
2. Preliminary adoption roadmap of EU Space Programme components in Environmental Ecosystems and Natural Capital.
Compliance-Climate and Weather Services-Biodiversity, Ecosystems and Natural Capital,
contributing to all priority ecosystems.

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Objective 14: Develop services, applications and R&D communications on Galileo and EGNOS
Communication activities relating to EGNOS and Galileo services, and GOVSATCOM, and
applications for research and development comprise of the following items:
1. Increased awareness of EGNOS and Galileo, their high performance and many benefits,
including synergies with Copernicus,
2. Increased awareness and understanding of EGNOS and Galileo as a useful feature and enabling
technology for application developers, in particular those requiring more precise and reliable
Positioning, Navigation and Timing (PNT) information,
3. Strengthened communication with user networks and communities for EGNOS and Galileo As planned.
services,
4. Increased awareness amongst innovative enterprises, with a focus on SMEs, who can benefit
from leveraging EGNOS and Galileo in their applications, products or services or who can increase
the functionality within existing applications by enabling it with EGNSS functionality,
5. Increased awareness of the Galileo programme, its role within the global multi-constellation
satellite navigation system, and the benefits of its services, including in combination with other
EU space programmes.
+10% increase has been achieved. 2 new social media accounts (Mastodon &
Peertube (GDRP friendly Twitter/YouTube alternatives) have also been created.
Indicators
YoY (Year on Year) increase of

The return to physical events, including EUSW with +3k participants (onsite and
traffic to key events/ media/ 10%
online), as well as EUSPA Open Days (over 1.2k onsite participants) and
social media/ and websites
Entrepreneurship Day (100 entrepreneurs + 30 investors) has also generated
increased traffic.

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Production and distribution of

The SoMe campaigns are launched usually in parallel to news publication (more
news and social media content
10 news than 100 published in 2022). This year, we launched several SoMe campaigns
related to services, applications
5 ad hoc SM campaigns answering to this objective such as myEUspace, Horizon Europe Call, Galileo
and R&D communications on
SAR, Cassini, EGNOS and Galileo User Satisfaction Survey.
Galileo and EGNOS
Joint Communication plan
gathering EGNSS activities
including common activities with 1 1
Entrusted entities of Copernicus
and the MS
Outputs relating to the multi-annual work programme objectives: As planned.
 Annual communications plan
 Website creation, maintenance and management
 Social media campaigns; publications
 Video and multi-media production and distribution
 Event creation, participation and management
 Media, public relations and stakeholder initiatives
 Newsletter production and distribution
 Feedback surveys and studies

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1.6 Agency Management
This activity supported the Agency’s core (and entrusted) mission by providing state-of-the-art services to all
operations in the areas of legal, procurement, grants, contracts, finance and budget, human resources
management, ICT, facility management and logistics. The main 2022 achievements can be described as
follows:
 Efficient execution of the establishment plan with a rate of 100% fulfilment (including 40 new posts).
Gradual reduction of overall number of contract agents to the level foreseen in the legislative financial
statement.
 Establishment of Learning and Development priorities for 2023-2024.
 Introduction of the Agency Competency Framework, including a self-assessment tool.
 Further streamlining of HR processes by implementing additional modules of Sysper (e-HR tool).
 Efficient management of available resources, including provision of administrative support services.
 Enabling staff to take part in volunteering activities
 Efficient undertaking and awarding of procurement processes.
 Completion of the construction work and acceptance procedures in GSMC FR (building 132) and GSMC
SP (building E6) which allowed progressive move of staff and equipment to the new premises. Significant
progress reached on the preparation of new HQ premises in Prague
 The datacentre of the Czech government in Zelenec is technically ready to receive EUSPA unclassified
and EU Restricted systems, signature of a lease is expected in Q1/2023
 Activation of datacentre in GSMC Spain
 Design and build of a new infrastructure for SST Front Desk in GSMC Spain
 Replacement of many servers in the HQ, upgrade of EUSPA Wide Area Network
 Progress on the preparation of transition of unclassified systems to cloud, design and migration plans
ready, pending resolution of data protection concerns
 Major reorganisation and merger of ICT and Facility management resources into one department
 Transition to a new support contract for ICT without loss of business continuity
 100% commitment of core budget which was 23% greater in 2022 when compared with 2022.
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 100% commitment of all remaining delegated budget from the EGNOS exploitation delegation
agreement before its final date for commitments of 31 December 2022.
 All financial reporting for entrusted budget submitted on time and with accuracy
 Annual accounts for 2021 finalised and audited with no findings

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Objective 1: Implement efficient management of all legal arrangements for the Agency, in-line with the service delivery needs
1. Procurement management: planning, preparing and executing procurement file up to As planned

signature of legal commitment
2. Grant management: planning, preparing and executing grant file up to signature of legal
commitment
3. Legal commitments management: drafting, negotiating, signing, amending, assigning and
other support throughout the lifetime of a legal commitment
4. Legal advisory services: identification, verification, assessment and provision of legal opinions
Procurement and contract award:
Indica
tors
% of contracts in place and on 90 % 100% achieved

time
 Executive Director documentation (decisions, letters, guidelines)
 Policies
 Documents relating to court decisions
 Institutional agreements (delegation agreements, working arrangements, regulatory As planned
documents)
 Acquisition documentation (tenders, calls for proposal)
 Legal commitments (contracts, grant agreements, non-disclosure agreements, licenses,
etc.)
 Reporting (on procurement, grants, contracts on core and delegated tasks)

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Objective 2: Identifying, developing and implementing activities leading to a workforce capable of delivering the Agency’s business needs
1. Core operational services - delivering core processes such as selection & recruitment, As planned and in addition:
onboarding of new hires, facilitating medical services, contract management, salaries processing
- remuneration, organisation of trainings, individual rights entitlements, benefits management  Selection procedures carried out mostly remotely, considering the
etc. ensuring legal compliance and effectiveness and efficiency. efficiency and environment sustainability aspects.
2. Managing talent – get the most suitable people into critical roles by leading performance Detailed description of the selection process published online to
management exercises, i.e. annual objective setting linked to Agency high level objectives, their increase transparency for candidates
regular assessment providing targeted feedback to staff.  Establishment of strategic learning and development priorities
Find, develop, keep, motivate and help them to perform by implementing best practices in the  Competency framework finalised and made available to staff via an
selection procedures, i.e. behavioural interviewing techniques, assessment centres for interactive tool
management roles, promoting internal mobility etc.  Continuity of induction and other training activities, including remote
3. Supporting a high-performance organisation – by enabling and promoting the right culture, delivery
supporting individual, team and organisational performance through optimisation of available  Entitlements of staff processes carried out online (majority via Sysper
and future resources, analysis and identification of future workforce needs, comprehensive tool), gaining efficiency and minimising delays
corporate L&D activities, including induction training process, fostering dialogue with staff and
their representatives by using various channels and tools
4. Other management responsibilities:
a. Support to Corporate Risk Management implementing and enforcing the application
of the Risk Management process
b. Development and tracking of Performance Indicators
c. Support to QM/ IMS and audit programmes (IAS, IAC, Internal)
d. Support to Continual Improvement and Lessons Learned
e. Ensure the compliance to data protection internal policies and applicable public
regulations
5. Attendance/ Support to various Working Groups and Boards:
a. Inter-Agency meetings

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b. Complaints Committee
c. Disciplinary Board
d. Agency Reviews
e. Biweekly Administration meetings
f. ICM and ExCOM
% execution of the Establishment
95% 100%
Plan
Indicators
Turnover rate ≤ 10% 5.9%
Average rating of quality of

>6 8.6
training

• HR policies, procedures, instruction  New EC decision on working time & hybrid working applied by analogy
• AB related documentation (decisions etc.)  ED decisions (decision on volunteering, change in social measure,
• ED related documentation (decisions etc.) posts reassignments, appointments) and contracts of employments
• Legal documents (contracts of employments prepared for all the new joiners as well as staff reassigned
• HR working documents, manuals  HR guidelines and manual on hybrid working
Objective 3: Plan, manage and report on the Agency budget and process all financial transactions
Budgeting and regular financial management: As planned.

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 Budgeting, monitoring and reporting on level of budget execution to all internal and external
clients
 Daily management of Agency financial transactions
 Provide Commission with report on the financial management of Delegation Agreements
(quarterly and annually) and cash management of all Delegation Agreements
 Cash flow status (twice a year) and cash management of the EU subsidy
 Management of Value Added Tax (VAT) exemption for all Agency sites
 General finance and VAT-specific training as they pertain to EU financial procedures
 Manage paperless tool
Commitment rate and rate of
Indica
Commitment rate 100%

tors
payment within prescribed time 95%

Payments within prescribed time limits 98,13 %
limits
 Monthly financial reporting As planned.
 Draft budget document
 Official budget documents and amendments for publication in the Official Journal
 Annual Budget Implementation Report
 VAT exemption certificates and reimbursement claims
 Quarterly and annual financial reports for delegated budget
Objective 4: Provide a secure and digital working environment on enterprise level for Agency departments within defined scope
The Agency’s ICT activities are split along four fundamental lines: Alignment between ICT and business is ensured via quarterly ICT Steering
1. Systems and infrastructure management: ensure that all systems operate within optimal Committee meetings.
parameters, are reliable and available to Agency users as required by business
2. User management: ensure the appropriate provision of technical assistance and support

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3. Project management of all ICT projects All systems perform to the specifications and maintain very high availability
4. ICT security: ensure the confidentiality integrity and availability of Agency systems levels.
Users receive personal assistance 9h/day from a team of 7 specialists within
the KPIs defined internally
Projects are managed according to the PM2 methodology and controlled
via the ICTSC.
ICT Security is ensured via strict preventive and monitoring activities
allowing for a fast reaction, no breach of confidentiality, integrity or
availability has been declared in 2022.
90.8% in 5 days
L1/L2 support responsiveness 95% in 5 days
76% in 24h (better than expected 65%)
Core System availability 99% 99.58%

Indicators
Detection of attempts to compromise

100% 100% despite significant increase of intrusion attempts
core systems
Projects/delivery schedule respected 60% in time closure 50%

 Regular monthly/weekly meetings for teams or all department as a whole  Monthly meetings of the whole department, multiple weekly meetings
 Meeting with ICT stakeholders of teams and per project
 Execution and control of core ICT projects (following PM2 project management methodology)  Quarterly ICT Steering Committee meetings with formal agenda,
 Quarterly produced ICT SEC reports datapacks, minutes and decisions
 Availability of systems and its services as defined by business  Project management reorganised and supported by a new IT platform
 Annual ICT overview report on the infrastructure, budget and HRs dedicated to ICT domain  ICT SEC reports are on the agenda of the respecting meetings of ISSB
 Availability of systems exceeds expectations and the level of security
remains very high, no successful intrusions
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 Annual report for 2021 was presented to ICTSC in March 2022, the
report for 2022 will be presented in March 2023
Objective 5: Maintain operational capability of Agency premises in Prague to support Agency activities
In 2022, the HQ energy backup solution improvements were finalised in

cooperation with the building owner. Backup lines were extended to the entire
1. Timely facility management and logistical support to internal customers
ground floor, including AB meeting room, reception area and security
2. Accurate asset and inventory management
installations. The aim was to extend the operational capability in case of the
3. Timely building management
power failures.
4. Good cooperation with building owner and its representatives
Minor heating issues experienced in December had no impact on the premises
operational capability.
Operational capability monitored
Indicators
(i.e. number of days building

operational capability was 100% 100%
maintained expressed as a
percentage of days required)

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 On demand facility services report  On demand facility services report

 Activity report for building maintenance and invoicing support  Activity report for building maintenance and invoicing support
 Bi-weekly activity reporting to the Head of Administration management meeting  Bi-weekly activity reporting to the Head of Administration management
 Execution report on, for example, cleaning services or building management meeting
 Specific feedback to requesting party as part of the escalation procedure for reception  Execution report on, for example, cleaning services or building
services, building management, etc. management
 Updated records of solutions found, or information provided to internal customers,  Specific feedback to requesting party as part of the escalation procedure
procurement officers or contract managers (tickets solution) for reception services, building management, etc.
 Monthly report based on ticketing tool outputs upon request  Updated records of solutions found, or information provided to internal
 On demand facility management satisfaction survey (or feedback based on day-to-day customers, procurement officers or contract managers (tickets solution)
business)  Monthly report based on ticketing tool outputs upon request
 Updated inventory system based on movement and inventory checks  Updated inventory system based on movement and inventory checks
 Inventory committee reports and assets review report based on valid financial regulations
Objective 6: Identify and implement activities leading to successful Administrative Board activities
In-line with the Agency’s regulation and the Rules of Procedure for the Administrative Board As planned, there have been 4 meetings of the EUSPA Administrative Board in
(Board). During this period, the Agency intends to hold a minimum of two scheduled Board 2022:
meetings. The Agency will also provide the Board with the necessary secretariat over the course
of the year.  EUSPA AB 4 (January)
 EUSPA AB 5 (March)
The Agency’s strategic planning function is a combination of several activities that are required to  EUSPA AB 6 (June)
support the management team and, indirectly, the Administrative Board. In particular, this  EUSPA AB 7 (October)
function focuses on:

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 Ensuring the development of the programme documents, including the Single Programming All decision items, information documents, presentations, and minutes of
Document and the Annual Activity Report meetings were provided with the due advance, in line with the Administrative
Board Rules of Procedure.
The Single Programming Document 2023-2025 has been adopted in October

2022, in line with the EU Space Regulation. Several rounds of consultation took
place, including a dedicated workshop, as requested by the Administrative
Board Chair.
The Annual Activity Report 2021 has been adopted in June 2022, in line with the
EU Space Regulation.
Schedule of meetings for
Yes Yes
year are not altered
Indicators
Timely preparation of
programming documents 100% 100%
and corresponding reporting
 Agenda and minutes of each meeting  Agendas and minutes of meetings
 Board decisions, including written procedures  Board decisions, written procedures
 Presentations and documents for information. EUSPA State of Play for
each Board meeting.
 Single Programming Document 2023-2025
 Annual Activity Report 2021
Objective 7: Achieve Agency-wide process capability for Documents and Records Management

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Create and implement policies, processes and procedures for documents and records As planned
management covering the Agency’s existing tools to improve the efficiency and comply with
relevant legal obligations.
Policies, processes and DM: 100% 100% for documents management (policy, processes, and procedures
procedures to manage the RM: based on development & implementation of a available)
Agency’s documents and records Records Management (RMS) 10% for records management (Documents and Records Management Policy)
Indicators
DMS development and implementation: 100%; RMS design, development and

Implementation of the enterprise
NA implementation: 0%
content management system
Overall 85% (RMS represents a smaller part of the ECM)
All new employees and relevant
DMS: 100% DMS: 100% RMS: 0%
contractors trained

 Policies, processes and procedures to manage the Agency’s documents and records  ECM – the part managing documents is in place. It includes CADM
 Training and awareness sessions functionalities, e.g. management of incoming and outgoing deliveries,
reviews and baseline management.
 Available documentation: Documents and Records Management Policy;
 Documents Management Process;
 Documents management procedures and video tutorials;
 All Agency’s employees are trained via induction training sessions for new
comers, monthly training sessions offered to all users, training sessions
requested by users as needed.

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Objective 8: Successful compliance with personal data protection rules applicable to the Agency
Full Agency compliance with data protection rules (Regulation (EU) 2018/1725) Full compliance
Indica
% of compliance with data

95% 100%
protection rules

At the Agency / departmental level there are no further outputs. No further outputs
Objective 9: Successfully undertake key planning and risk and opportunities management activities
Risks and opportunities management implemented and running smoothly

Ensuring that the corporate risks and opportunities management process is implemented.
A quarterly presentation on risks and opportunities is now part of the
Successful communication of risks to Agency stakeholders.
Administration Board meetings
Successful implementation of risks mitigation/opportunities exploitation plans.
Indicators
Quarterly Corporate Risk Boards Keep the Risk and Opportunities Register up to date. Risks and Opportunities Register maintained up to date throughout the year
held 4 Risk Management Boards held 4 Risk Management Board meetings held

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Outputs relating to the multi-annual work programme objectives: The risks of the Agency were regularly re-assessed. In particular new risks
 Risk and Opportunities register updates concerning the complicated 2022 geo-political and economic situation were
identified and put under the watch of the Risk Management Board.
Objective 10: Measure and improve the quality of Agency processes
ISO 9001 required Agency Quality Management activities (annual quality audit planning and All activities oriented towards the maintenance of the ISO 9001 certificate
management review) and the related ISO 9001 certification of the Agency. were successfully performed.
Development of an Integrated Management System (IMS) for other standards that the Agency The IMS continued its development and its adaptation to the changing Agency.
intends to be certified against in the future.
Concerns with regard to Non-
conformances with regards to ISO
0 0
Indicators
9001:2015 requirements raised by

ISO external auditors
Progress of implementing quality
100% 100%
audits (% of audit reports available)
Implementation of open actions in
the continuous improvement 80% 93%
database
 Continued ISO 9001 Certification  nd
2 external quality auditor visit took place successfully
 Annual Quality Audit Plan and Audit Reports  Annual Quality Audit plan and Internal and External Quality Audits Reports
 Agency WBS and WPDs describing organisation of Agency tasks  A process to replace the WBS with Activity Maps stemming from the
 Quarterly review of core tasks and performance indicator and procurements tracking Agency’s regulatory framework started
 4 Quarterly Performance Reviews held

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 Performance indicator definition (Linked from SPD to work packages and staff annual  Performance indicators of the SPD reviewed and improved
objectives)  Followed up the implementation of continual improvement actions and
 Implementation of Continual Improvement activities including CIDB management, Lessons suggestions of improvement documented during the quality audits
Learned, Surveys  The IMS Management Review Board conducted in January 2022
 Management Review Board  IMS libraries moved from their former place in the PCQ department’s DMS
 IMS document libraries (including policies, processes, procedures and work instructions) to the new one in the Inspector General and Quality department
 Staff training on quality, IMS and best practices  An update of training materials for staff took place
Objective 11: Ensure Agency fulfils statutory audit and control obligations
The Agency’s internal control coordination and risk management activities are on-going tasks that
help fulfil its statutory obligations. These include: 1. 2022 was a very active year for IAC audits: a major internal audit was
1. Manage interaction with auditors (IAS, IAC, external) following the different steps of their completed; two review audits were executed and the audit on ESA
respective audit procedures, manage audit reports, and implementation of expenditure was also successfully finalised. The external audits on
recommendations until timely closure of each the audits. DA/CA funds were executed with no findings. The corporate Audit &
2. Develop EUSPA Internal Control Framework (mirroring EC’s), implementing it, managing Control reports library has been operationalised as well and
up-to-date performance, and adequate reporting. improvement on usability are under-way.
3. Incorporate, in the SPD period, the results of the review of the Agency’s Anti-Fraud 2. Draft ICF Indicators have been developed but still need to be internally
Strategy and the recent issuance of EUSPA Conflict of Interest Implementing Rules aiming debated and finalised.
at enhancing information and training, deepen and structure preventive Conflict of 3. The anticipation of the drafting of the new Anti-Fraud Strategy boosted
Interest assessments (experts, staff, procurement related actions, AB members); define internal related risk assessments. Training materials on Conflict of
cooperation with OLAF; enhance access in whistleblowing; and improve reporting on Interest issues have been recently upgraded, as part of the corporate
Anti-Fraud topics. Ethics training.
Timely execution of the 80%. Some delay experienced in the release of external auditors’ and the EUSPA-
Indica
tors
corresponding yearly audits 100% DG DEFIS ESA audit reports and the need to launch a second audit on Galileo DA
activity lowered our performance.
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% of key components of the

different elements of the Anti- 100%. Delivery of the new AFS anticipated from June 2023, delaying delivery of
100%
Fraud Strategy defined and audits reports.
implemented
Timely issuance of the Internal
Control Standards compliance 100% 100%, report delivered to AB in January 2023.
report
Timely issuance of the
100% 100%
Declarations of Compliance

 Agency Internal Audit Capability audit reports and annual audit review reports. Audits and review audits completed, reports delivered in Q1 2023.
 EC Internal Audit Service audit reports and annual audit review reports. No IAS audit took place in 2023. Annual audit review reports pending.
 Procurement for external auditors services. And their audit reports for delegated funds. Procurement for 2022 not required. Audit reports delivered.
 Declaration of Assurance and Management Declarations under Delegation Agreements. MDs and Assurance delivered.
 Internal Control Framework and its compliance report. ICF compliance report delivered.
 Anti-fraud internal regulation, information and daily support. AFS delivered. AFS coverage assured.
 Gifts and conflict of interest registries. Gifts & Hospitality registry maintain. Coverage assured.
 Business continuity management framework documentation BC framework review initiated.
Objective 12: Develop Corporate Communications for the Agency
1. Rebrand exercise for the new EUSPA, creation of a new corporate identity and communication The visibility within the various stakeholders has been increased thanks to the
to old and new stakeholders, user communities and general public multilingual approach of our publications (with most of our PR being in all the
2. Enhanced overall awareness of the new Agency and better understanding of its mission, EU languages). We also took the opportunity of the Presidency of the Council in
vision and values the hosting country of the Agency headquarters to welcome more than 30 high
3. Increased awareness of EUSPA ’s Work Programme and achievements level representatives of the Member States.
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4. Consolidated and strengthened relationships with existing and new key European players in Several events (such as the EU Space Week or a SAR event in Greece) have been
the space sector, key GNSS user communities, as well as Copernicus, GOVSATCOM and SSA organised in collaboration with the Member States.
communities.
5. Strategic partnerships built and/or strengthened
6. Increased awareness of and appreciation for the Agency’s work by relevant EU stakeholders
in the Member States
7. Strengthen and create new partnership and appreciation for the Agency’s contribution by
Agency facility host countries
8. Established Agency crisis communications procedures
YoY increase in traffic to key
Achieved, the number of media clipping reached 1100 thus 10% increase. The
event/ media/social
10 % number of followers increased by 12k (+ 20% in comparison with 2021) and a
Indicators
media/internet touchpoints
new social media account (Mastodon) has been created.
Annual communications Plan

1 The Annual Communication Plan has been published.

 Crisis communications manual As planned.
 Website creation, maintenance and management
 Social media campaigns
 Production and dissemination of publications
 Production and dissemination of videos
 Event creation, participation and management (exhibition creation, advertising, promotion
and presentation)
 Media and public relations initiatives

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Objective 13: Develop internal communications for the Agency
The Agency uses internal communications to empower its staff and create an inclusive learning 45 CONNECT, internal newsletter has been published in 2022 including HR
environment to ensure staff retainment and growth. This objective is meant to: corner, Cybersecurity corner and dedicated news on the re-organisation of the
1. Foster a culture of positive team spirit and customer service Agency.
2. Promote better staff understanding and awareness of the Agency’s mission, team and
objectives Communication on the Environmental/EMAS taskforce and its activities
3. Enable staff to project a correct and consistent message about the Agency’s key objectives to preparing the launch of the Environmental policy of EUSPA has been developed.
the outside world, allowing them to serve as “communication ambassadors”
4. Improve working environment by increasing communication flow across departments and by A training has been organised with more than 100 participants to highlight the
enhancing information sharing importance of EU Space and EUSPA brand awareness and professional use of
social media, particular focus on LinkedIn.
YoY involvement of staff in Agency Following EUSPA’s growth, 100+ more EUSPA colleagues have added EUSPA as
internal communication activities 10% increase their employer to LinkedIn and actively engaged in EUSPA’s LinkedIn activities
(sharing/liking/reposting)
Staff improved understanding of achieved
Indicators
the Agency mission, vision, and

10% increase
objectives (through surveys and
consultations)
YoY increase in staff achieved
understanding or their role of 10% increase
EUSPA ambassadors
 Annual communications plan As planned.
 Event creation, participation and management
 Specific Briefing material

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 Learning and development initiatives
Objective 14: Develop stakeholder communications for the Agency
The Agency maintains and improves stakeholder liaison, and reach out to new stakeholders vis a Several promo packs and promo activities done together with DG DEFIS,
vis the new EUSPA responsibilities and communications to: Copernicus Entrusted Entities, and other stakeholders, including myEUspace
1. Increase dialogue and strategic partnerships aimed at fulfilling mutually-shared goals promo and EU Space Week.
2. Enhance positive and open working relationships, exchange information and facilitate
communications and liaison New target audiences added based on the expansion of EU Space Market
3. Increase the visibility of and appreciation for the Agency’s work and its role within the EGNSS Segments and EU Space Programme (GOVSATCOM, IRIS2, SSA)
programmes as well as Copernicus and GOVSATCOM
4. Build trust and engage stakeholders as partners who can act as multipliers and further share
key information and actively participate in the Agency’s work and success
5. Better awareness amongst key stakeholders of the Agency’s vision, mission and what it needs
to succeed
6. Increase understanding and appreciation for the Agency’s work, especially amongst the
Commission, related DG colleagues, members of the Administrative Board, Copernicus
entrusted entities and other key contacts from the EU Member States and relevant members
and committees in the European Parliament
YoY increase in joint
communication initiatives with
10% increase Achieved
Indicators
stakeholders
YoY increase in profile and

awareness by the stakeholder 10% increase Achieved

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base across all target audience

entities

 Communication plan As planned.
 Website development and management
 Social media campaigns
 Production and dissemination of publications
 Production and dissemination of videos
 Event creation, participation and management (exhibition creation, advertising, promotion
and presentation)
 Joint communication activities and synergies
 Media and public relations initiatives
Objective 15: Ensure full compliance with the applicable14 Security Rules for the Agency
101 Authorisations to access EUCI issued

1. Management of authorisations to access EU Classified Information (EUCI)
3 COMSEC accounts managed throughout the Agency (HQ, GSMC FR & ES)
2. Management and maintenance of COMSEC accounts held by the Agency
18 Security incidents reports issued (some still under process of approval)
3. Issuing security incident reports
Records kept in relevant logbooks on permanent basis
4. Maintaining records of entries/exits to secured areas
C-UE/EU-C – S-UE/EU-S EUCI management: 1154 deliveries registered (531
5. Delivery of EUCI documents
incoming, 623 outgoing), 9310 files processed (3784 incoming, 5526 outgoing)
14 Pursuant art.96 of Regulation 2021/696, the Agency shall adopt its own security rules equivalent to those of the Commission. Until then, the Commission security rules are applied pursuant art.110
of the same Regulation.
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% of compliance with
Commission decisions 2015/444
Indicators
and 2015/443 (or equivalent 100 %

100%
decisions adopted in the (the EUSPA Security Rules drafted and prepared for adoption)
meantime by the Administrative
Board of the Agency)
 Authorisations to access EUCI See 2022 results above
 Security incident reports
 Delivery of EUCI documents
 COMSEC transfers and transportations
Objective 16: Security assurance of internal Agency systems/areas
1. Organisation of the accreditation review of internal systems/areas of the Agency for the 14 Accreditation reviews performed by the Accreditation Panel for Internal
handling of EUCI and report accordingly to the Agency’s Security Accreditation Authority Systems
2. Security Accreditation statements for internal systems signed by the Security Accreditation 8 Security Accreditation Reports issued
Authority of the Agency 16 Accreditation statements were signed by SAA
3. Organisation of the reviews of the Information Security Steering Board (ISSB) for the 2 meetings of the ISSB took place
internal systems of the Agency, in compliance with the ICT Security Policy of the Agency
Target 2022 results
Number of internal accreditation
Indica
reviews 5 14

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Number of ISSB reviews >2 2

 Security accreditation report See 2022 results above
 SAA decision/authorisation/approval to operate Agency areas/systems/HW
 ISSB recommendations
Objective 17: Support the electronic exchange of R-UE/EU-R information.
4. The Space Programme Infrastructure for Delivery of Encrypted Restricted

1. Implementation of the Space Programme Infrastructure for Delivery of Encrypted (SPIDER) service has been managed and operated throughout the year
Restricted (SPIDER) service nominally: cryptographic material has been produced, handled and distributed
2. SPIDER Networks operational management according to the applicable operational procedures.
Target 2022 results
Number of keys generated TBC 320
Indicators
Number of distributions to TBC 213

external CDAs

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Key copies distributed 850 4589
Number of community 1800 1342

management requests

 Cryptographic material See 2022 results above.
 Distribution notes

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1.7 Delegated Activities (FOR INFORMATION ONLY)
1.7.1 EGNSS Exploitation Programme Management
In 2022, the Galileo services were provided in line with the service declaration. The number of Galileo
receivers continued growing, and has now reached more than 3.5 billion users worldwide. The Galileo
performances continued being published in the GNSS Service Centre (GSC) website. The Galileo Reference
Centre (GRC) continued monitoring the Galileo service performance, and to act as the main source of input
for the Key Performance Indicators (KPI) reporting (complemented with Member States reports).
Furthermore, the main highlights of 2022 include:
 the Galileo service provided with outstanding performances despite COVID-19, thanks to strong
commitment from EUSPA and all institutional and industrial partners and the support from the
Members States;
 Concerning the Open Service (OS), the service continued to be delivered in accordance with the
updated Service Definition Document (SDD) published last December 2021. This enables to provide
Users with improved performance commitments as a further step towards OS FOC. EUSPA continued
to support the Commission in the re-assessment of the programmatic definition of the OS FOC
Programme objectives, in particular in relation to the constellation sustainability analysis and the
steps to reach the FOC constellation operational configuration given the impact on the launch
calendar. In addition, major progress was achieved in relation to the preparation activities leading to
an intermediate programme milestone (‘enhanced service declaration’) while awaiting the next
launches to complete the satellite fleet for the OS FOC declaration;
 In relation to the Public Regulated Service (PRS), service continued to be delivered in accordance
with the initial service update published last October 2021. This provides Users with improved
performance commitments as a further step toward PRS IOC. The PRS IOC Service Consolidation
Review is progressing, while the User Segment procurement activities continued. Bilateral
discussions with the Members States are ongoing, in order to share and collect additional
information, which are not necessarily addressed in the frame of the current PRS forum;
 In relation to the High Accuracy Service (HAS), the service validation campaign was successfully
completed and the outcome presented to the Security Accreditation Board in December 2022
leading to the authorisation to proceed with the service declaration. The HAS services was ultimately

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declared on 24 January 2023. With the declaration of the Galileo HAS Initial Service, users within the
service area can now achieve improved user positioning performance in real-time by exploiting the
HAS data delivered in the Galileo E6-B signal component and by terrestrial means (Internet). This is
a major achievement for the Programme;
 Concerning the Open Service Navigation Message Authentication (OS-NMA), the performances are
since Q4-2021 documented as part of the Open Service Performance Report published on the GNSS
Service Centre web portal. While the public observation phase is still ongoing, the new Signal in Space
ICD was published end 2022 in order to enable the receiver developer to get ready for the initial
services. A two-step implementation approach was agreed at programme level in order to provide
an initial operational capability in the first Semester 2023 and an initial service in the second
Semester 2023;
 With respect to the Search and Rescue (SAR), the service was delivered well beyond the commitment
to the Users, for both forward and return link services. The site Acceptance of the fourth MEOLUT
was completed in July 2022, and operational validation and ground segment commissioning are now
ongoing;
 In relation to I/NAV, the deployment of the space segment was progressed nominally, and the target
set by the Programme was reached by end of year 2022 (‘I/NAV patching of at least 6 satellites by
end 2022’);
 Preparation activities continue for other new services continue including the Commercial
Authentication Service, the Emergency Warning Service, the SAR/Galileo Remote Beacon Activation
Service, Quasi-pilot, contribution to Ionospheric Prediction and the use of Galileo for Safety of Life
applications;
 Following the suspension of the cooperation with Europe on Soyuz launches from French Guiana,
the Galileo launch 12 preparation activities have been put on hold. EUSPA has been and will continue
working closely with the European Commission in finding the best solutions with respect to the
programme objectives. Given the recent event, the need for a launch solution has been re-enforced
and special care shall be taken to ensure appropriate provision will be in place;
 The industrial activities in relation to the so-called pre-operational chains paving the way to PRS IOC
and FOC are ongoing. The qualification programme of this new ground infrastructure suffered delays
during the year. The authorisation to proceed with the pre-operational chain sites inter-connection
and connection to the validation chains was not granted by the security accreditation board. Specific
measures are being put place, notably the establishment of a PRS task force to gather all the key

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actors (including industry): (1) to continuously monitor & control the Galileo ground segment
qualification and deployment activities, and (2) to manage any risks arising, in order to secure the
timely achievement of the programme objectives;
 The new SAR/Galileo Data Service Provider (SGDSP) contract was concluded in December 2022, while
the signature ceremony was organised in January 2023. This ensures the seamless delivery of the
SAR/Galileo service;
 The procurement procedure for the new framework contracts to pave the future (GSC, GRC) are
ongoing;
 The Galileo Reference Centre (GRC) has provided daily/weekly reporting all over the year on the
situation in East Europe and Baltic area notably in relation to interference monitoring;
 In terms of operational infrastructure, the new buildings at GSMC-FR and ES are now completed, and
the new building at GCC-D is well in progress. In addition, the relocation of the GSS in Kerguelen was
completed and the GSS in Wallis was connected to the operational chain of the Galileo System.
Finally, the in-orbit commissioning test activities for the L11 satellite launch in December 2021 was
concluded and the satellites are now part of the operational constellation (GSAT0224 and
GSAT0223);
 Implementation of the System Prime for the System in Operations continued and an impressive set
of activities is being transitioned to the Exploitation Authority. In addition, the first stress/resilience
test was executed and brought valuable results, demonstrating among other the readiness of the
operators and of the system. The second stress test is planned in the coming weeks;
 Preparations for the transfer of the Contracting Authority for Galileo for the contract execution to
EUSPA from the Commission were completed. In this regards it is important to note that the EUSPA
internal procurement process has been adapted to ensure full compliance and implementation of
FFPA Procurement Annex.
 The tri-parties Galileo and EGNOS Management Plan (GEMP) was completed setting the basis for the
change management mechanism in accordance with the FFPA/CA.
These highlights were sustained by regular activities in the areas of project management, project control,
contract and procurement management, operations, accreditation preparation, service and security
engineering, market uptake, and quality.
In 2022, EGNOS planned activities were affected by:

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 The Russian Invasion of Ukraine in February, which required EUSPA teams, and in particular the
security team, to redirect their efforts to managing this emergency. The war jeopardised the V242-B
site deployment activities in Kyiv and eventually led to the removal of the site from the V242-B
baseline, generating delays on the overall Entry into Service schedule.
 The identification of a CPF anomaly which could have led to a Common Mode Failure (CMF) and to a
48h service outage. The identification of the issue forced ESSP to stop the planned deployment of
the V242-A_YSR5 release (initially scheduled in early 2022)
Despite the urgency of the situation, the CPF-CMF issue was successfully managed by the team: EUSPA and
industry succeeded in identifying a correction, and qualifying and deploying a fast-fix release in less than 4
months after the issue was raised. In May 2022, the V242-A_YSR5-PSS1 release was deployed, putting an end
to the risk on service provision. The Agency organised a lessons learned exercise with all stakeholders on this
event, under the authority of the EUSPA Inspector General. It issued a set of recommendations related to
the areas of Programme Management, Communication, Safety assessment, Mission requirement, Process,
Qualification, Technical support, aiming in particular at improving the process for the involvement of the
different actors, with respect of their responsibilities, in similar unplanned circumstances.
Regarding service performance, EGNOS services were degraded in two main areas from January to April
2022: the south-west area over the Canary Islands for both APV-I and LPV-200, and the north area for LPV-
200. The degradations were linked to system limitations in terms of iono monitoring in presence of increased
ionospheric activity, and in terms of GPS monitoring capability. EGNOS service performance was significantly
improved in Q2, partly thanks to the entry into service of the V242-A_YSR5-PSS1, which embarked a
correction of the “negative TEC” anomaly. APV-I and LPV-200 coverage was excellent from May to August,
and exceeded SDD commitments. In September, the seasonal effect of equatorial scintillation events in the
south west started, and underperformances were recorded in that area. These events continued in Q4, along
with geomagnetic storms in the north. A series of GPS short-term outages also occurred in October-
November. These occurrences were triggered by a GPS maintenance campaign performed on over 10
satellites. Additionally, in November, the Canary Islands RIMS was only available 40% of the time, due to
network equipment malfunction and failure. It is worth noting that, according to the SIS test campaign
performed in Q4, V242-B is expected to greatly improve the performance and its robustness to ionospheric
activity and GPS feared events.
GEO-1 and GEO-2 provided nominal performances during the year. GEO-3 services were also delivered as
expected. HotBird13G, which embarked GEO-4 payload, was launched on 3 November. At the beginning of

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the year, an early end of life of INM4F2 was announced, but the risk was mitigated by the team thanks to
successful negotiations with SES and Inmarsat.
Regarding V2 system evolutions, despite difficulties due to the war in Ukraine, V242-B development activities
progressed during the year. The System Critical Design Review-2 was successfully passed in October and the
Integration Validation Qualification phase was performed and finalised early 2023. The release is on track for
an Entry into Service by end of 2023, as per Contribution Agreement Objective. However, considering the
early start of the Solar Cycle 25, EUSPA, and industry are working together to optimise the schedule and
reach an earlier target.
The V243 main contract was kicked-off in January-2022. The V243 CDR process was split in two in order to
validate the elements which did not require the V242-B CDR outcomes (delayed by the removal of Kyiv from
the baseline). The V243 CDR part-1 board was held in July, and part-2 will be held in 2023. Overall, the release
is on track for an Entry into Service by end of 2024, as per Contribution Agreement Objective.
Regarding EGNOS V3 development, the first semester was dedicated to the finalisation of the subsystem
CDRs, followed by the preparation of the system CDR1.1. The CDR was kicked-off end of September and the
Board was held in December. The board concluded that all objectives were achieved, except for one related
to the preparation of the operational phase. The close-out process will be performed in 2023. The
Performance activities have also progressed during the year, with Performance Key Points held in March and
November. In parallel, EUSPA and ESA have worked together throughout the year to propose a dedicated
workplan, in order to secure the entry into service of EGNOS V3 Legacy before end of 2027.
Concerning the V3 RIMS sites: some delays on site preparation continued to be experienced, in large part
due to COVID-19 and its aftermath (worldwide raw material crisis). In December-2022, a total of 14 sites had
passed the Infrastructure Acceptance Review-2 (including 10 which had reached the milestone in 2022).
Among these 14 sites, 9 have been delivered to ESA during the year (between May and December). 7 new
contracts were signed in 2022, and, at the end of year, only 14 out of 44 sites still remained to be procured
(with 5 close to signature). 2 sites were unblocked following missions on site (Nouakchott and Athens).
Overall, 8 sites still remained problematic despite EUSPA and EC attempts at recovery. Sofia, Aqaba and Oran
continued to show slow progress and were at risk of further delay, while Agadir, Alexandria, Djerba, Abu
Simbel and Kyiv were considered blocked. In view of this situation and in agreement with EC, the decision
was made to remove the last 5 sites from the baseline and to replace them with back-up sites. Though, the
sites of Agadir, Djerba and Kyiv will still be considered as part of the activity to extend EGNOS V3 towards
ENI-South and ENI-East areas.

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EUSPA delivered the EGNOS V3 Operation Coordination Centre (OCC) to ESA and industry as per contractual
need date. The site hosting services contract was re-assigned to EGNOS Service Provider mid-December. The
Mission Control Centre (MCC) Ciampino site preparation and hosting services contract was signed end of
January-2022 and kicked off in March. The MCC Torrejón site preparation was finalised in 2022 (the CFI was
delivered to ESA early 2023 as per contractual date). The NLES sites preparations progressed well during the
year, with the exception of the NLES GEO-4 sites, which suffered delays due to issues with suppliers.
However, margins remain in EUSPA schedule compared to industry actual need dates. All sites are expected
to be delivered in 2023.
Regarding security activities: following the Russian invasion of Ukraine at the beginning of the year, EUSPA
immediately performed the necessary activities to cope with the potential impacts at RIMS Kyiv. The security
team also performed an analysis of the system level impacts of these events. In parallel, 2022 was also
dedicated to the preparation of EGNOS V3 Security Accreditation Certification Plan (SACP), and in Q4, the
SAB issued positive decisions on V3 accreditation tasks for the on-site tests. This marked the first step in
reducing the risk on the accreditation process.
Regarding safety activities, progress was made during the year on EUSPA support to the EASA rule making
process to replace the interoperability regulation and on the development of the Quality Framework tailored
for EGNOS. In that respect, an agreement was found with the European Commission for the requirements
establishing the Quality Framework for the Space Programme, including the set up of an Oversight Function
applicable to EGNOS and Galileo (for which the policy and procedures have been defined and approved). In
parallel, the team also contributed to the management of the CPF-CMF issue and worked on the related
Lessons Learned activity run by the Oversight Function (the final report was delivered end of November).
Regarding new services, the EGNOS Maritime Service Consolidation Review (SCoR) board was held in
February; a close-out review was decided which is planned to take place in May 2023. Actions were taken
and implemented by EUSPA during the year, including the definition of the SDD parameters. In parallel,
EUSPA and JRC submitted to IEC an initial change proposal to the draft IEC SBAS receiver standard in
September (the standard voting is planned in May-2023). The Performance Monitoring Tool development
was delayed during the year due to issues with the subcontractor. And, at the end of the period, the Maritime
Safety Information tool had yet to be procured.
Regarding EDAS service, evolutions are expected to be enabled through the Service Data Access Facility
(SDAF). However, due to priority management, SDAF procurement was put on hold. Progress was made
during the year on the service baseline definition, and a preliminary Risk Analysis was approved in October.

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1.7.2 GOVSATCOM Activities
The preparation and the implementation of the GOVSATCOM activities included in the Contribution
Agreement have been performed in close cooperation with the Commission.
During 2022 EUSPA provided support to the EC in the preparation of the definition of GOVSATCOM
component. EUSPA has set up a transversal team to prepare the related documents and to support the
preparation of the Implementing Acts.
EUSPA prepared and provided drafts of the “Service Portfolio” and “Sharing and Prioritization” Implementing
Acts” to the EC. EUSPA supported the Commission during the meetings of the GOVSATCOM Programme
Committee, processed the related comments and prepared updated versions of the documents. Moreover,
EUSPA has prepared the GOVSATCOM MRD which has been submitted to the EC and subsequently
distributed to the members of the Programme Committee.
EUSPA supported the EC in the preparation of component security baseline (e.g. HLD-x, MRD-x, SRA, SSRS)
and supported the preparation of the GOVSATCOM Security Management Plan. EUSPA supported the
Commission during the meetings of the of the GOVSATCOM Security Workgroup, processed the related
comments and prepared updated versions of the documents. Moreover within 2022, EUSPA after
Commission’s request prepared the draft site requirements for the GOVSATCOM Hubs.
Within 2022 EUSPA has performed activities in the fields of user coordination and market activities,
stemming from GOVSATCOM PA CA. The ENTRUSTED project, which is managed by EUSPA, has drafted and
submitted the majority of its deliverables including the deliverables “User requirements” and “Use cases”,
which have been subsequently used for the consolidation of GOVSATCOM documentation. Furthermore the
Agency has managed the market study for GOVSATCOM which included the estimation of current and future
needs of governmental users for secure satellite communications and services. An Horizon Europe call for
GOVSATCOM has been announced by EUSPA at the last quarter of the year.
Regarding the procurement of secure operational ground segment design studies, the Agency has received
the initial offers from the bidders and the submission of subsequent offers is anticipated.
Finally within 2022, EUSPA has supported the Commission in the coordination of GOVSATCOM activities with
ESA, with the view to avoid overlaps and ensure complementarity of activities.

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1.7.3 Space Situational Awareness Activities
EUSPA conducted a detailed observation on how the SST front desk is currently performed at SatCen and
assessed the implications related to the transfer of responsibility for its operation to EUSPA, to ensure a
smooth and seamless continuity of the service.
Following the approval and in line with priority of the Commission in 2022 on the establishment of the
general security requirements during 2022, EUSPA contributed to the major tasks:
1. Procurement of the component of the SST Front-desk IT system that cannot be transferred from
SatCen;
2. Establishment of the risk and threat analysis in support of the Commission’s general security
requirements.
3. Establishment of a security monitoring architecture.
The transfer of competence from SatCen SST staff to EUSPA has been analysed with particular attention and
11 TA vacancy notices have been opened in order to identify the future key personnel covering the relevant
profiles. The procedures were completed in Q4 2022.
An extensive exchange between the SatCen and EUSPA teams took place in December 2022, in order to
consolidate the relationship between the parties. Moreover, on 14 December, the EC has shared with EUSPA
an invitation to submit a proposal for a grant on behalf of EUSPA and the 15 EU SST Partnership members,
for which EUSPA is a co-beneficiary (without budget).
With regards to the SST Front Desk deployment plan, the SST integrated schedule has been consolidated,
with inputs from SatCen and EUSPA stakeholders. The deployment plan for the Front Desk was consolidated
despite some initial delays in the procurement of some IT components, subject to global supply chain issues
which have impacted deliveries worldwide.
1.7.4 Research and Development Activities
The EC delegated activities for implementing the Horizon 2020 - Framework Programme for Research and
Innovation to the Agency via the Delegation Agreement signed in April 2014.
In 2022, the Agency managed a portfolio of 81 projects from Horizon 2020’s first, second, third, fourth and
fifth calls. By the end of 2022:
- 1st call: all the 27 projects successfully closed their technical activities,
- 2nd call: all the 13 projects successfully closed their technical activities,

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- 3rd call: all the 18 projects successfully closed their technical activities,
- 4th call: out of the 12 projects, 9 projects have been concluded and the remaining 3 projects are in
the implementation of the second period,
- 5th call: all the 11 projects are running, except 1 project that has successfully concluded the
technical activities .
The following is the portfolio of projects managed by the Agency in 2022, including the projects of all the five
Calls:
Name of the Market Status Description

Grant Segment
5LIVES Aviation Closed Product and services within the rotorcraft sector, and in
particular for handling Aerial Mission Critical operations.
BELS Awareness Closed Coordinated supporting actions to enhance the

Rising presence of EGNSS and of European enterprises in South
East Asia.
BEYOND Aviation Closed Coordination and support action in Eastern Europe and
Mediterranean countries.
CaBilAvi Aviation Closed Bridging activity for production, update and revision of
education and training materials on new GNSS-based
avionics.
COREGAL Surveying & Closed Fixed-plane unmanned aerial platform equipped with
Mapping GNSS-based biomass sensor.
DEMETRA Timing & Closed Common Core Infrastructure supporting nine Time
Synchronisatio Services, composed by a Time Service Generator and
n User Terminals.
e-Airport Aviation Closed Integrated ICT application based on EGNSS empowering

airport operators, ground handlers, and Air Traffic
Control (ATC).

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E-KnoT Awareness Closed Concrete and effective set of actions in the field of
Rising education in GNSS.
ELAASTIC Location Based Closed Proposal of a variety of technological enablers to be

Services (LBS) exploited both in the LBS and the road markets.
ERSAT EAV Rail Closed Unified GNSS based solution for a safe localization that
can be tailored to the needs of individual railway
applications.
FOSTER ITS Road Closed Design and develop the first secured GNSS Module.
G MOTIT Road Closed Innovative electric scooter sharing service, in which

users may pick up and drop off vehicles wherever and
whenever they want.
GALENA Road Closed Develop equipment, information system, and

supervision platform for cross supply chain
orchestration for freight pooling in urban areas.
GEO VISION LBS Closed Software for field observation, communication, data
sharing, and operations support for the overlap of
humanitarian and financial market.
GHOST LBS Closed Intelligent transport system on vehicles of the public

network with, automatic snapshots collection
operations.
GMCA Aviation Closed Enhanced GNSS Performance Monitoring System to

include EGNSS and other constellations and
augmentations for use beyond Europe.
GNSS.asia2 Awareness Closed Outreach activities promoting EGNSS in Asia through a

Rising professional communication software suite and
presence at industry events in Europe and Asia.

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JUPITER Road Closed Implementation and delivery of support activities for the
breakthrough of EGNSS in Information Technology
Solutions (ITS) worldwide.
LARA LBS Closed Mobile solution for underground utility management

making use and integrating mobile Augmented Reality
(AR) interfaces.
MAGNIFIC Awareness Closed Field trials to valorise GALILEO and to promote EGNOS in
Rising Africa in a wide range of business and scientific
applications.
mapKITE Surveying & Closed Mature prototype of a tandem terrestrial-aerial mobile

Mapping mapping system (geodata acquisition and post-mission
processing).
PARADISE Surveying & Closed GNSS receiver to make GNSS-based positioning available
Mapping in challenging situations.
POSITION Awareness Closed Integrated innovation support stimulating sustainable

Rising uptake in Poland.
SAT406M SAR Closed Improved Personal Locator Beacon (PLB) and a new
communication method between SAR/Galileo and the
PLB.
spyGLASS Maritime Closed Passive Bistatic Radar (PBR) based on Galileo

transmissions for maritime surveillance.
MISTRALE Agriculture Closed Prototype of a GNSS Reflectometry sensor integrated on

a dedicated Remotely Piloted Aircraft System (RPAS).
UKRAINE Aviation Closed Set of coordinated supporting actions for EGNSS

penetration in aviation.
GRICAS SAR Closed Innovative operational procedures for inflight activation

of SAR (Search And Rescue) beacons onboard aircraft.

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EASY Pv Surveying & Closed Thermal cameras installed on board a Remotely Piloted
Mapping Aircraft System (RPAS) in order to detect thermic
anomalies on defective photovoltaic modules.
MOBNET LBS Closed Unmanned Aerial Vehicle (UAV)-based Search and

Rescue (SAR) system for the location of isolated victims
in the case of natural or man-made disasters.
INLANE Road Closed New generation, low-cost, lane-level, precise turn-by-

turn navigation application through the fusion of EGNSS
and Computer Vision technology.
STRIKE3 Signal Closed New international standards for the monitoring,

processing reporting and testing of GNSS threats.
LOGIMATIC Maritime Closed Advanced automated navigation solution based on the

integration of GNSS and sensors onboard the vehicles,
and a GIS-based control module.
STARS Rail Closed Measurement campaign to evaluate the railway

environment.
RHINOS Rail Closed Train Location Detection System (LDS) and supporting
infrastructure.
BLUEGNSS Aviation Closed Training and Required Navigation Performance (RNP)

approach procedures.
InDrive Road Closed Automotive enhanced positioning platform, based on

the integration of GNSS and other on-board sensors.
AUDITOR Agriculture Closed Improved GNSS ground-based augmentation system and

services in precision agriculture based on it.
HELIOS SAR Closed Second Generation range of Beacons (SGB) and

antennas designed to operate with the full capability of
the new Meosar Cospas/Sarsat International
Programme.

Version: 1.0
SKYOPENER Aviation Closed Coordination-as-a-service for all stakeholders that are

taking part in Remotely Piloted Aircraft System (RPAS)
operations.
PRoPART Road Closed High-availability positioning solution for connected

automated driving applications.
ENSPACE Space Closed Innovative Space GNSS software platform supporting

multi-applications and multi-missions in LEO, MEO, GEO,
interplanetary missions, and launchers.
ERSAT GGC Rail Closed Process and toolset for classifying tracks in terms of
characteristics and reception of the GNSS signal.
GRIMASSE Aviation Closed Prototype of an Emergency Locator Transmitter of a

Distress Tracking beacon, a set of applications to
optimize SAR information transmission and collection,
and MEOLUT algorithms.
GNSS.asia3 Awareness Closed Outreach activities promoting EGNSS in Asia through a

SARA SAR Closed Semi-automatic deployable RPAS (Remotely Piloted

Aircraft System) tethered to a ship architecture.
BELS-PLUS Awareness Closed Promotion activities to EU companies, within EU clusters

Rising and at conferences.
GALILEO 4 Road Closed Four demonstrations held across Europe to test how the
Mobility integration of GALILEO technology could improve urban
mobility.
GREENPATROL Agriculture Closed Robotic solution for Integrated Pest Management in

crops, capable of autonomously navigating
greenhouses.

Version: 1.0
FLAMINGO LBS Closed Data and positioning services for high accuracy
positioning and navigation on Smartphones, IoT and
wearables.
AIOSAT LBS Closed Combination of a portable system for firefighters in

rescue interventions and a Mobile Coordination Centre.
GIMS Surveying & Closed Low-cost system based on EGNSS, Copernicus SAR and
Mapping other in-situ sensors, to monitor landslides and
subsidence.
SINSIN SAR Closed Enhanced Personal Locator Beacon (PLB), embedded

EGNSS receiver, and enhanced MEOLUT station.
GOEASY LBS Closed Pilot applications, ApesMobility and AsthmaWatch.
TransSec Road Closed Security truck with precise positioning and navigation,
movement monitoring, communication security, pre-
crash detection, and autonomous emergency
manoeuvring.
SIA Rail Closed 4 ready-to-use new services for the rail sector:
iWheelMon, iRailMon, iPantMon and iCatMon.
GAUSS Aviation Closed High-performance positioning system for drones within

U-Space framework, focusing on Very Low Level and
Unmanned Aircraft System operations.
H2H Maritime Closed Implementation of a pilot sensor package, to be

demonstrated in Norway and Belgium.
AMPERE Surveying & Closed Semi-automated drone with LiDAR, optical, and thermal
Mapping cameras to gather information on electrical power
networks, processed by a GIS cloud platform.
ARIADNA Awareness Closed Outreach activities to spread Galileo awareness and to

Rising support Public Transport Authorities and Operators
interested in EGNSS.

Version: 1.0
CLUG Rail Closed Multi-sensor train-localization system combining EGNSS

and other sensors.
DELOREAN Aviation Open Integrity monitoring techniques for safe Urban Air
Mobility (UAM) and Urban Air Delivery (UAD) while
demonstrating EGNSS-specific services like accurate,
reliable, high-precision postal delivery.
GALIRUMI Agriculture Open Integrated solution for dairy farming composed of 2

EGNSS-powered electrocuting and laser-based
defoliating weeding robots and software for mission
planning and control.
GEONAV IoT LBS Closed Positioning algorithms leveraging EGNSS and Ultra-Wide
Band (UWB) beacons.
GISCAD-OV Surveying & Open Integrated solution combining GNSS and local
Mapping augmentation with the whole value chain of cadastral
mapping.
GNSS.asia 4 Awareness Closed Outreach activities promoting EGNSS in Asia through a

HELMET Rail Closed Advanced prototype able to provide integrity and

augmentation data for road, rail and Unmanned Aerial
Vehicle (UAV) applications.
HUUVER LBS Closed Highly integrated drone prototype combining air and
ground-based propulsion to address the existing
limitations of autonomous systems.
POINT.IoT Awareness Closed Coaching support to find, mentor, and develop 20 GNSS
Rising applications in IoT.

Version: 1.0
PREPARE Ships Maritime Closed Integrated solution with new precise positioning system
based on the features of Galileo and EGNSS signals
within merchant ships.
AgriBIT Agriculture Open Combines GNSS and EO information with on-field and
on-machine sensors and actuators to deliver simple,
high-precision and continuously available services
BroadGNSS Timing & Open First procurement steps to exploit EGNOS and Galileo
Synchronisatio differentiators for operational advantages in public
n safety.
ESRIUM Road Open EGNSS-based digital map of road damages and safety
risks at centimetre-level resolution.
GAMBAS Maritime Open A modernized anti-piracy Ship Security Alert System

(SSAS) beacon leveraging Galileo’s return link, MEOSAR
independent location capability, and solutions for
rescue operators and vessels.
GAMMS Surveying and Open A mapping robot for geodata acquisition and an AI-
Mapping based highly automated mapping software to produce
HD maps from the MMS remote sensing data
MOLIERE Road Open Open data commons for mobility services, a Mobility
Data Marketplace (MDM) underpinned by blockchain
technology.
PASSport Maritime Open Fleet of automated aerial (rotary wings and fixed wings)
and underwater drones.
RADIUS Rail Open Drone platform interacting with Traffic Management

System and Intelligent Asset Management System.
RAILGAP Rail Open High accuracy, high precision ground truth and digital
maps for rail mobility.

Version: 1.0
ROOT Timing & Open Analysis from the stage of the received GNSS signals,
Synchronisatio their processing, and exploitation in the network
n architecture.
SCORPION Agriculture Open Safe and autonomous precision spraying tool integrated
into a modular unmanned tractor which will focus on
steep slope vineyards.
In addition, five PRS procurements (one under H2020 PRS Item 1, four under H2020 PRS item 2) were
contracted in 2016 and managed between 2017 and 2022.
 The DISPATCH project planned under H2020 PRS was closed in January 2023.
 The PRISMA project had four contracts, all of which were successfully closed.
The following is a list of PRS user segment projects managed:
Acronym Title Comments

DISPATCH Development of Innovative PRS server based TeCHnologies to H2020- PRS Item 1
support future applications One contract
PRISMA Development of low end operational PRS receivers including H2020-PRS Item 2
security modules architectures Four contracts
The EC also delegated activities for the implementation of Horizon Europe downstream and integrated
applications via the Contribution Agreement signed in 2021 and EUSPA started the implementation activity
of the three Innovation Actions , namely:
i) EGNSS and Copernicus applications fostering the European Green deal,
ii) EGNSS applications for Safety and Crisis management, and
iii) EGNSS applications for the Digital Age launched the first Horizon Europe call.
They were launched in October 2021 and closed in February 2022 within the first Horizon Europe call. As
result 13 projects were signed in the last months of 2022.
The Horizon Europe project portfolio is included in the table below with status:
Name of the Market Status Description

Grant Segment

Version: 1.0
Decision Toolbox for cities to improve air quality,

Environmental
100KTREES ongoing biodiversity, human wellbeing and reduce climate risks
Monitoring
by planting more trees in our cities
Biodiversity, not yet BirdWatch - a Copernicus-based service for the

BIRDWATCH Ecosystems started improvement of habitat suitability of farmland birds via
and Natural satellite-enabled monitoring, evaluation and optimisation
Capital of CAP greening measures
BUILDSPACE not yet Enabling Innovative Space-driven Services for Energy

Infrastructure started Efficient Buildings and Climate Resilient Cities
CERTIFLIGHT ongoing Certified E-GNSS Remote Tracking of Drone and Aircraft

Drones
FLIGHTs
CHRISS Critical ongoing Critical infrastructure High accuracy and Robustness

Infrastructure increase Integrated Synchronization Solutions
CLUG 2.0 not yet

Rail started CLUG Demonstration of Readiness for Rail
Consumer ongoing
EGENIOUSS Solutions, EGNSS-based Visual Localisation to enable AAA-PNT in
Tourism and small devices & applications
Health
Emergency ongoing
EWOKS Management
Enabling EWS/Galileo Market Uptake in widespread PWS
and
Solutions
Humanitarian
Help
MAGDA ongoing METEOROLOGICAL ASSIMILATION FROM GALILEO AND

Agriculture
DRONES FOR AGRICULTURE
Emergency ongoing
OVERWATCH Management
Integrated holographic management map for safety and
and
crisis events
Humanitarian
Help
RESPONDENT ongoing Renewable Energy Sources Power Forecasting and

Energy
Synchronisation for Smart Grid Networks Management

Version: 1.0
ongoing Trusted and Green traceability through EU Space

SPACE4GREEN Agriculture
Technologies
ongoing Satellites for Wilderness Inspection and Forest Threat

SWIFTT Forest
Tracking
Fundamental Elements is an EU Research and Development funding mechanism supporting the development
of E-GNSS-enabled chipsets, receivers and antennas and fostering the competitiveness of EU industry. The
Fundamental Elements activities are included in the delegation agreements for Galileo and EGNOS
exploitation, and are coordinated as an integrated activity.
In 2022, the Fundamental Elements projects related to all the E-GNSS services focused on the main market
segments and, in particular:
 Aviation with two ARAIM projects, one concluded in June 2020 (GLAD), second one in April 2022 (DARP)
and other two projects (DEGREE and GEODESY) still on-going developing drone-borne double frequency
receivers. Under EGNOS activities there are two ongoing projects (EDG2E, MUGG) focused on DFMC SBAS
receiver development;
 Aviation and Maritime with three MEOSAR projects in the last phases of testing (AMETRINE, COBALT,
ISSAR) and two already concluded (TAUCETI, PHOENIX);
 Maritime with the Satellite Based Augmentation System (SBAS) shipborne receiver (MAREC project)
successfully concluded in 2020, while other three projects (ASGARD; Blue Box Porbeagles VMS; SEGRA)
for shipborne double frequency multi-constellation receivers still on-going;
 Road with one (ERASMO) still ongoing and other three successfully concluded (ACCURATE focused on
OBU; PATROL developed OS-NMA user terminal; ESCAPE with an E-GNSS positioning module combined
with 4G connectivity);
 Rail with two on-going projects (GALITS and TRENI) developing receiver for localisation in train signalling;
 Timing and Synchronisation with the Galileo timing receiver for critical infrastructures projects (GIANO
and GEARS) successfully concluded.
 Mass Market with six projects (APOLLO, eMAPS, Galileo of Things, H-GEAR, OSCAR, PROLONG), five
concluded while one (PROLONG) is in the closing phase.
 Transversal activities, such as development of

Version: 1.0
o multi-frequency multipurpose antenna with two projects (GAMMA successfully concluded in

August; MAGICA approaching the Final Review);
o an advance interference detection system (EGIPRON still ongoing);
o a close-to-market receiver with six projects still on-going (GEYSER, BANSHEE, GREAT, PHOENIX,
REMOT and UNION) and one successfully concluded (NEWSPAPER);
o OS-NMA enhanced user terminals with one ongoing project (OS-NMA+) and one concluded
(ARGOS) developing;
o Galileo reference High Accuracy Service User Terminal and User Algorithm with project HAUT
successfully concluded;
 The Public Regulated Service (PRS). There was only one project for PRS called FRAME. No activity was
carried out during the reporting period except for the internal preparation of a new specific contract
expected to be launched in the next calendar year.
In summary, in 2022 under Fundamental Elements program there are 38 projects (financed by grants) and
five procurements. Out of 38 grants in total, 20 are completed, and in particular 10 are closed in 2022.
Name of the Market

Status Expected output
project segment
1 ACCURATE Road Concluded On-Board-Unit for fully automated driving.

Personal Locator Beacon including GNSS
2 AMETRINE Maritime On-going
receiver with Return Link Services.
GNSS software receiver for Internet of
3 APOLLO Mass Market Concluded Things (IoT), Technology Readiness Level
(TRL) 7.
GNSS User Terminal implementing OS-NMA,
4 ARGOS Transversal Concluded
TRL 7.
Close-to-market complete shipborne
5 ASGARD Maritime On-going
integrated equipment (TRL 7)
On-going Navigation solution hybridizing GNSS and
6 BANSHEE Transversal Wi-Fi ranging to enhance navigation in urban
scenarios
Blue Box On-going Trusted shipborne receiver based on Galileo
7 Maritime authentication to be integrated in the EU
Porbeagle VMS
VMS
8 COBALT Maritime On-going Personal Locator Beacon including GNSS

Version: 1.0
Name of the Market

project segment
9 DARP Aviation Concluded Advanced ARAIM receiver prototype.
On-going Drone-borne low-cost double-frequency

10 DEGREE Aviation Galileo multi-constellation receiver,
integrated with INS
11 EDG2E Aviation On-going DFMC SBAS receiver prototype.
On-going Advanced interference detection and

12 EGIPRON Transversal
robustness capabilities system
Localisation Based Service (with receiver) for
13 eMAPS Mass Market Concluded
smart cities and autonomous driving.
Enhanced Receiver for autonomous
14 ERASMO Road On-going
driving/navigation
GNSS Engine for autonomous driving
15 ESCAPE Road Concluded
protype.
Agriculture, High-precision professional receiver and
16 FANTASTIC Concluded
Surveying antenna prototypes.
17 Galileo of Things Mass Market Concluded GNSS software receiver for IoT, TRL 7.
Multi-frequency, multi-constellation
18 GALITS Rail On-going
antenna, TRL 7.
Multi-frequency multipurpose GNSS
19 GAMMA Transversal Concluded antenna with multi-stage interference
protection (TRL 7)
Timing &
20 GEARS Concluded GNSS software receiver for IoT, TRL 7.
Synchronization
Drone-borne low-cost double-frequency
21 GEODESY Aviation On-going Galileo multi-constellation receiver,
integrated with INS
Close-to market (TRL 7) space receiver
22 GEYSER Transversal On-going supporting Dual frequency (E1/E5)
positioning and timing
Timing &
23 GIANO Concluded Timing Receiver prototype TRL 7
Synchronization
24 GLAD Aviation Concluded Advanced ARAIM receiver prototype.

Next generation of low-cost GNSS reference
25 GREAT Transversal On-going
stations
Galileo Reference HAS User Algorithm and
26 HAUT Transversal Concluded HAS User Terminal for Galileo and GPS
signals

Version: 1.0
Name of the Market

project segment
eCall and anti-theft system, including a
27 H-GEAR Mass Market Concluded
device, TRL 7.
28 iSSAR Aviation On-going MEOSAR beacon for aviation.
Multi-frequency, multi-constellation
29 MAGICA Transversal On-going
antenna, TRL 7.
30 MAREC Maritime Concluded SBAS-enabled Shipborne Receiver, TRL 7.
31 MUGG Aviation On-going DFMC SBAS receiver prototype.
GNSS receiver with PPP based on Galileo's

32 NEWSPAPER Transversal Concluded
E6 signal, resulting in a TRL 7 demonstrator
33 OSCAR Mass Market Concluded GNSS receiver for premium mass market.
GNSS User Terminal implementing OS-NMA,

34 OS-NMA+ Transversal On-going
TRL 7.
Road, digital User Terminal implementing OS-NMA
35 PATROL Concluded
tachograph capability for digital tachograph.
Personal Locator Beacon including GNSS
36 PHOENIX Maritime Concluded
Commercial GNSS OEM-board receiver
37 PHOENIX Transversal On-going offering PPP capability using Galileo EB6
based HAS
Prototype of a receiver for Premium Mass
38 PROLONG Mass Market On-going
Market (IoT).
Prototype of a wearable device enabled by
39 REMOT Transversal On-going data fusion of GNSS precise positioning and
IMU
Guidelines for Manufacturers for SBAS
40 SEGRA Maritime On-going
DFMC in shipborne receivers
41 TAUCETI Aviation Concluded MEOSAR ELT beacons for aviation.

Railway GNSS receiver and antenna to be
42 TRENI Rail On-going used directly or integrated in a multi-sensor
positioning platform
Real-time GNSS receiver algorithm(s) based
on a hybrid solution making use of Galileo
43 UNION Transversal On-going
HAS, other high accuracy techniques and
connectivity

Version: 1.0
1.7.5 Support to the continuous development of EGNOS and Galileo programmes in the
field of Aviation
Aviation is one of the first sectors which adopted EGNOS for navigation since 2011 when EGNOS SoL was
declared. EUROCONTROL is one of the main aviation stakeholders and possesses the technical expertise to
understand, reflect and preserve the needs of the civil and military aviation users. To support the definition
of aviation users’ needs, continuous operational introduction and long-term adoption of EGNOS and Galileo
in the aviation sector, EUSPA and EUROCONTROL signed a Framework Partnership Agreement (FPA) on 30th
November 2022. The FPA foresees financial contributions to EUROCONTROL via specific EUSPA Grants for a
total of €4.300.000. In 2022, EUSPA awarded to EUROCONTROL a Specific Grant of €2.149.450 over 3 years.
Further grants might be awarded as part of the FPA.
In line with Article 194 (1) (e) and (2) of the Financial Regulation (FR) EUSPA reports that the time needed to
sign the grant agreements exceeded the time limits prescribed by the Financial Regulation due to delay on
applicant’s side.
As part of the first specific grant, EUROCONTROL is supporting EUSPA in the following priorities:
 Support to Advanced Autonomous Receiver Integrity Monitoring (ARAIM) and SBAS authentication
standardisation
 SBAS fleet capacity forecast (monitoring of current flights with SBAS capacity and forecast of the
evolution of the fleet)
 Standardisation of use of Galileo in GBAS (Ground-based Augmentation System) CAT IIII
 UAS (Unmanned Aircraft Systems) activities, especially to define flight navigation specifications
tailored to the needs of drones
 The standardisation work at RTCA/EUROCAE to define spoofing and RFI requirements at receiver
level
 Definition of the user needs and requirements from Space (positioning surveillance and navigation)
in order to support flights above FL600
1.7.6 User Uptake Activities
The Agency has been delegated actions to support start-ups and entrepreneurship.
With a prize pool of almost € 1million, the myEUspace competition was launched with the objective to
support entrepreneurs developing innovative commercial applications that leverage data and signals from
the EU Space Programme. Applicants could choose to compete in one of two tracks, depending on the
maturity of their solution. Track 1 focused on taking an idea to prototype or beta version, whilst Track 2 was
Version: 1.0
for advancing prototypes/beta versions towards commercial readiness. After receiving more than 200
applications, 43 start-ups have been eventually selected for disruptive, space-based solutions that addressed
diverse sectors such as location-based services, smart mobility, geomatics and smart agriculture. myEUspace
was culminated with the Entrepreneurship Day where start-ups had the opportunity to demonstrate their
solutions. On top of the start-up showcase, the Entrepreneurship Day featured panel discussions on how to
grow a start-up and best practices in start-up investment and also initiated discussions between start-ups
and investors.
Other activities delegated by European Commission are related to the Copernicus user uptake. One of the
main highlights was the publication of the Copernicus Demonstrators procurement call that intends to
demonstrate six innovative Proof of Concepts of new usage of Copernicus for business and commercial users,
in their operational environment. In particular the 6 proof of concepts will be selected within the following
areas:
1. aircraft emission;
2. measurement and monitoring, emergency preparedness and early warning of floods;
3. autonomous navigation and ship route optimization;
4. smart mobility and autonomous cars;
5. infrastructures monitoring
6. fisheries and aquaculture;
7. digital tourism and cultural heritage;
8. insurance and finance;
9. forest vegetation health monitoring;
10. green mining and energy.
With respect to GOVSATCOM and the ENTRUSTED project, EUSPA consolidated the user requirements and
use cases that were validated in a two-day workshop with governmental users.
In addition, EUSPA worked with the European Commission on the definition and evolution of the ENTRUSTED
initiative.
The Agency is also implementing EGNOS Adoption Grants since 2014, with the objective to accelerate the
operational deployment of EGNOS based solutions in application domains with high infrastructure costs, such
as Transport. The initial three calls (2014-2017) focused on Aviation and funded 39 projects with a tota;
budget of Million euros. The last call, launched in 2021, awarded 7 projects in 2022, with an extended scope
to cover not only aviation and drones, but also Rail, Maritime and Inland Waterways.

Version: 1.0
2. Management
2.1 Management Board
The Agency has an Administrative Board that is described in section 2.1.1. It also has a separate SAB, which
is responsible for accreditation matters, described in section 2.1.2.
2.1.1 The Administrative Board
The Administrative Board brings together representatives of the Member States, EU Institutions, Norway and
the European Space Agency. The Administrative Board is responsible for defining the Agency’s priorities,
establishing the budget and monitoring the Agency’s operations.
2.1.1.1 Composition
EU Member States (27 representatives) and EC (3 representatives).

Voting Members
A detailed list of Board Members is available on the Agency website.
Non-Voting
European Parliament (1 representative with 1 alternate), Norway
Members
Chair of the SAB
Observers High Representative for Foreign Affairs and the Security Policy (1 representative)
ESA (1 representative)
Chair Mr Václav Kobera
Deputy Chair Mr Juan-Manuel Codosero Bolaños
2.1.1.2 List of Administrative Board Decisions
The Administrative Board met four times in 2022: January, March, June, and October. These meetings,
named EUSPA AB 4 to EUSPA AB 7, decided upon the following items:

Version: 1.0
Mtg Date Decision number Title

04 27/01/2022 04-22-01-01 Adoption of the agenda
04 27/01/2022 04-22-01-02 Minutes of the EUSPA AB 3 meeting
Endorsement of the provisional Single Programming
04 27/01/2022 04-22-01-03
Document 2023-2025
Decision on non-automatic carryover of payment
04 27/01/2022 04-22-01-04
appropriations for 2021 Budget
04 27/01/2022 04-22-01-05 Decision on the first amendment of 2022 Budget
04 27/01/2022 04-22-01-06 Decision on adopting the draft 2023 Budget
Decision on general implementing provisions on the conduct
05 31/03/2022 05-22-03-03
of administrative enquiries and disciplinary proceedings
05 31/03/2022 05-22-03-04 Adoption of the Single Programming Document 2022-2024
Adoption by analogy of Commission Decision C(2021) 8179 of
05 31/03/2022 05-22-03-05 16 November 2021 laying down general implementing
provisions regarding the payment of education allowance
Adoption of the Annual Activity Report of the European Union
06 20/06/2022 06-22-06-03
Agency for the Space Programme for 2021
06 20/06/2022 06-22-06-04 Adoption of the Annual Accounts for 2021
Application by analogy of Commission Decision C(2022) 1788
06 20/06/2022 06-22-06-05
of 24 March 2022 on working time and hybrid working
Application by analogy of Commission Decision C(2022) 1715
final of 24 March 2022 repealing Commission Decision C(2013)
06 20/06/2022 06-22-06-06
9035 final of 16 December 2013 on home leave for officials,
temporary staff and contract staff serving in a third country
Decision concerning the terms and conditions for internal
investigations in relation to the prevention of fraud, corruption
and any illegal activity detrimental to the Union’s interests and
06 20/06/2022 06-22-06-07
the accession to the Interinstitutional Agreement of 25 May
1999 concerning internal investigations by the European Anti-
Fraud Office
06 20/06/2022 06-22-06-08 Decision on the second amendment of 2022 Budget
07 25/10/2022 07-22-10-03 Adoption of the Single Programming Document 2023-2025
07 25/10/2022 07-22-10-04 Decision on the new EUSPA Anti-Fraud Strategy
Amendment of the EUSPA Administrative Board Rules of
07 25/10/2022 07-22-10-05
Procedure
The Administrative Board made the following decisions based on written procedures:

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WP Date Reference: Title

03 27/09/2022 EUSPA-AB-WP-03 Decision on the third amendment of 2022 Budget
Decision of the Administrative Board on the amendment to the
Agreement between the French Republic, the European
02 29/09/2022 EUSPA-AB-WP-04 Commission and the European Union Agency for the Space
Programme (EUSPA) on the hosting of the Galileo Security
Monitoring Centre
2.1.2 The Security Accreditation Board
The SAB is the security accreditation authority for all of the EU Space Programme’s components and takes
its decisions in an independent manner including with regard to the Commission and the other bodies
responsible for the implementation of the components and provision of service.
SAB objectives include verifying that the systems comply with the applicable security rules and regulations
as established by the Council and the EC. They also include ensuring the systems continuously comply with
applicable security requirements, identifying possible new risks and, where appropriate, complementing the
system security plan.
2.1.2.1 Composition
The SAB brings together representatives of the Member States, EC, the High Representative for Foreign
Affairs and the Security Policy, ESA and Norway.
EU Member States (27 representatives)

Members
EC (1 representative)
High Representative for Foreign Affairs and the Security Policy (1
Non-voting Members
representative)
Norway (1 representative)
Observers ESA (1 representative)
Chair Mr Bruno Vermeire; Mr Philippe Bertrand from 22 May 2022
Deputy Chair Mr Claude Schanet
2.1.2.2 List of Accreditation Board Decisions
The Security Accreditation Board met six times in 2022. These meetings, numbered 51, 52, 52b, 53, 54, 55,
decided upon the following items:

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Decisio
n
Mtg Date Number Title
SAB#5 10/03/202
D1 Adoption of the agenda SAB#51
1 2
SAB#5 10/03/202
D2 Adoption of SAB#50 MoM
1 2
SAB#5 27/04/202
2 2
SAB#5 27/04/202
2 2
SAB#5 27/04/202
D3 Approval of first version of the SAB Risk Management Register
2 2
Agreement on a retro-active consultation of the implementing measures of
SAB#5 27/04/202 the
D4
2 2 Staff Regulations and the Conditions of Employment, which entered into
force in 2019 and 2020
SAB#5 27/04/202 Agreement for SAB voting members not to acknowledge anymore each
D5
2 2 written/silence procedure
SAB#5 27/04/202
D6 Agreement on reimbursement to SAB chair for handover to new chair
2 2
SAB#5 27/04/202 Agreement on use of SAB budget to engage experts from the EUSPA pool of
D7
2 2 experts
SAB#5 27/04/202
D8 GSAT0223 into service
2 2
SAB#5 27/04/202
D9 Maintenance of System Build 1.7 pre-authorisation to operate
2 2
SAB#5 27/04/202 Approval of updated SATO process document (EUSPA-ACC-PRCS-A17099
D10
2 2 v1.0)
SAB#5 27/04/202
D11 SAB#45 D16 extended to 31 December 2022
2 2
SAB#5 18/05/202
2b 2
SAB#5 18/05/202
D2 Mr Philippe Bertrand is appointed as new SAB chairperson
2b 2
SAB#5 28/06/202
3 2
SAB#5 28/06/202
D2 Adoption of SAB#52 MoM and SAB#52b MoM
3 2
SAB#5 28/06/202
D3 Approval of second version of the SAB Risk Management Register
3 2

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SAB#5 28/06/202
D4 Repeal of SAB#50 D4
3 2
Authorisation of the deployment of the NSGU patch to the L11 satellites for
SAB#5 28/06/202 an in-
D5
3 2 orbit validation test campaign for I/NAV modification on the two L11
satellites
SAB#5 28/06/202 Authorisation of the upload of the ASW 3.1 to one of the L3 satellites
D6
3 2 (GSAT0202) and GSAT 0204
SAB#5 28/06/202
D7 Decision on Galileo System IATO certificate
3 2
SAB#5 28/06/202
D8 Authorisation of to operate the third OSPF in OPE (both GCCs)
3 2
SAB#5 28/06/202
D9 Maintenance of System Build 1.7 pre-authorisation to operate
3 2
SAB#5 28/06/202
D10 Decision on GSMC-ES equipment
3 2
SAB#5 28/06/202
D11 Decision on GSMC-FR equipment
3 2
Decision on qualification process including end to end tests with MSs national
SAB#5 28/06/202 PRS
D12
3 2
receivers or security modules, before IOC then before FOC
SAB#5 28/06/202
D13 Decision on GSC v1.3 and HADG
3 2
SAB#5 13/10/202
4 2
SAB#5 13/10/202
4 2
SAB#5 13/10/202
D3 The SAB elected Mr. Claude Schanet (Luxembourg) as deputy chairman
4 2
SAB#5 13/10/202
D4 Approval of updated version of the SAB Risk Management Register
4 2
SAB#5 13/10/202
D5 Approval of the SAB meeting calendar 2023
4 2
SAB#5 13/10/202
D6 Authorisation to operate System Build 1.7
4 2
SAB#5 13/10/202 Authorisation of the upload of the NSGU v1.4 and ASW 3.1 to the rest of the
D7
4 2 constellation
SAB#5 13/10/202 Authorisation of the provision of the E5c quasi pilot signal component from
D8
4 2 the L3 satellites for the purposes of in-orbit testing
SAB#5 13/10/202
D9 Approval of an audit to evaluate the qualification achievement for IOC/FOC
4 2

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SAB#5 13/10/202
D10 Approval of the SAB Independent Security Assessment Roadmap
4 2
In addition, the SAB took the following decisions in 2022 via written procedure:
Date Decision Title

Number
23/03/2022 D3 Delta SATO Jan Mayen (NO)
23/03/2022 D4 Delta SATO Svalbard (NO)
25/03/2022 D5 Extension of SAB authorisation of PRS body
25/03/2022 D6 SAB authorisation of PRS body
22/03/2022 D8 SAB-approval process for L11 entry into service
25/04/2022 D10 CAAR 2021 accreditation chapters
22/04/2022 D14 Decision on way forward for SB 2.0 pre-OPE chain connection
between sites
30/05/2022 D14 Update of SAB authorisation of PRS body
02/06/2022 D3 Proposal for decision of the AB on protection of the role of the SAB
Chair and recognition of an indemnity
23/06/2022 D6 Administrative extension of the Site Authorisation To Operate for:
 GSS, ULS, TT&C Kourou (FR)
 GSS, ULS, TT&C Papeete (FR)
 GSS, ULS, TT&C La Réunion (FR)
 GSS, ULS, TT&C Nouméa (FR)
27/06/2022 D8 Authorisation to connect GRON CPA IT, Italy
27/06/2022 D9 Delta SATO GSC 1.3 Spain
12/07/2022 D14 GSAT0224 to enter into service
27/07/2022 D15 VAL SATO for GCC-D

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27/07/2022 D16 VAL SATO for GCC-I

27/07/2022 D17 VAL SATO for GSMC – FR
27/07/2022 D18 VAL SATO for GSMC – ES
27/07/2022 D19 extension of SATO - GSS Azores
27/07/2022 D20 extension of SATO - GSS Redu
27/07/2022 D21 extension of SATO - GSS Kerguelen (new site)
29/07/2022 D23 Authorisation to connect GRON ESA ESTEC, Noordwijk.
19/08/2022 D24 – D31 Extensions of SAB authorisation of PRS bodies
26/08/2022 D34 – D37 Extension of SAB authorisation of PRS body
02/09/2022 D43 Authorization to operate OSPF v2b.13.04.00
06/09/2022 D44 VAL SATO Kourou (FR) TTC-7
14/09/2022 D45 Administrative extension of SATO certificate for the site IOT ESEC,
REDU (BE)
23/09/2022 D52 Extension VAL/OPE SATO for GSMC-FR (building 123)
13/10/2022 D68 Authorisation to connect GRON EUSPA HQ (Prague, CZ)
20/10/2022 D15 Approval of the EUSPA Anti-Fraud Strategy
20/10/2022 D22 GSC SATO
21/10/2022 D23 Decision on the protection and indemnity related to the role and
tasks of the Chairperson of the SAB

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21/10/2022 D28 Approval of letter “SAB decision on VAL accreditation, pre-OPE

accreditation and VAL-pre-OPE interconnection”
31/10/2022 D30 SPD 2024-2026, security accreditation chapters
07/11/2022 D35 VAL SATO RLSP in the CNES premises in Toulouse (FR) and extension
of the SATO
certificate in the OPE.
14/11/2022 D36 SATO GRSP in GCC-D
17/11/2022 D37 – D39 SAB authorisations of PRS bodies
18/11/2022 D40 SATO GRSP in GCC-I
17/11/2022 D42 SATO GALSEE in Italy
02/12/2022 D43 SATO TSP in GCC-I
02/12/2022 D44 SAB adoption of the document defining the updated SAB
Authorisation Process for Developers and Manufacturers of PRS
Receivers and Security Modules.
15/12/2022 D49 SATO GSS in Saint-Pierre et Miquelon (France)
16/12/2022 D49 SATO GCC-D (VAL and OPE).
22/12/2022 D20 Decision on Panel travel expenses reimbursement
2.2 Major Developments
Over the reporting period, several programme and administration developments took place in the Agency,
both for core and entrusted tasks. These are described throughout this document, but a few of them are
highlighted below:

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 Signature of the Next EGNOS Service Provision contract and the new Galileo SAR service contract.
EUSPA has contracted EGNOS V2 maintenance and launched the EGNOS GEO4 payload, an essential
element in the evolution of the European SBAS.
 Delivery of safe and secure Galileo services with outstanding performances despite the COVID-19
pandemic.
 The entry into service of two new Galileo satellites and the first operational implementation of
Council Decision 2021/698 highlight the role of the GSMC in security monitoring. This led to a
continuous interest from users with 3.5 billion Galileo-enabled devices sold worldwide since the
declaration of the Galileo services.
 Delivery of safe and secure Galileo services with outstanding performances despite the continuous
COVID-19 pandemic. The entry into service of two new Galileo satellites and the first operational
implementation of Council Decision 2021/698 highlight the role of the GSMC in security monitoring.
This led to a continuous interest from users with 3.5 billion Galileo-enabled devices sold worldwide
since the declaration of the Galileo services.
 Creation of a network of 1000 start-ups and 28 investors and organized the 1st CASSINI Space
Entrepreneurship day. EUSPA published its first market report covering both EO and GNSS, which has
been downloaded more than 100000 times.
 Together with the Czech Presidency of the Council and the European Commission, organisation of
the EU Space Week. It attracted 3000 participants, of which 1100 were on-site, including the User
Consultation Platforms that place the users at the centre of the EU Space programme.
 Two new buildings in Saint Germain en Laye (GSMC France) and La Marañosa (GSMC Spain).
 Preparation of the transfer of the SST front desk to EUSPA that will take place in July 2023.
 Update of EUSPA’s anti-fraud strategy.
 Deployment and implementation of the new organisation established to ensure that we can deliver
on our enlarged responsibilities and the FFPA agreement, started at the end of 2021.
2.3 Budgetary and financial management
The Agency’s own executed budget in 2022 in terms of commitment appropriations was 70 032 491,77 EUR,
which represents 100% budget execution. In addition to its core budget, the Agency continued to manage a
large amount of delegated budget. A total of 574,5 million EUR was committed under delegated budget in
2022 and 1,26 billion EUR made in payments.
In terms of core budget breakdown, the total expenditure on Title 1 Staff expenditure was 32 565 951,48
EUR, other administrative costs amounted to 19 521 344,85 EUR and expenditure on operational costs was
17 945 195,44 EUR.
Furthermore, during 2022:

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 Budget execution was 100% in commitment appropriations and 100% in payment appropriations in 2022.
This takes into account the non-automatic carry-forward, which helps the Agency maintain its payment
capacity on legal obligations still existing for commitments made in the prior year.
 The Agency’s Administrative Board approved three budget amendments. The Agency’s Administrative
Board approved 2022 amending budget number 1 on 27 January 2022 increasing the overall appropriations
by 1 687 363,77 EUR bringing the budget to the amount of 70 032 491,77 EUR.
 In the second budget amendment the Agency’s Administrative Board approved reallocation of overall
amount of 2 659 300 EUR mostly from the operational budget to the Data processing line. The budget became
available due to the fact that one operational contract has been signed for shorter period than initially
planned. Budget was reallocated to the area of business continuity to improve redundancy and resilience
and the support of classified systems in line with the approved Digital transformation. This amendment has
not changed overall commitment and payment appropriations.
 Finally, the amending budget no. 3 decreased payment appropriations by 4 640 000 EUR, bringing the
overall amount of payment appropriations to the 65 392 491,77 EUR.
 The Agency continued to manage a large amount of delegated budget under the Financial Framework
Partnership Agreement (FFPA) and the various Contribution Agreements associated with it. The Agency
ensured the management of the EGNSS Exploitation Programmes for EGNOS and Galileo, downstream
activities under Space Programme related to Copernicus, GOVSATCOM Preparatory Action contribution
agreement and contribution agreement for the GOVSATCOM and SSA components. The Agency also
managed ongoing projects under Horizon calls.
 In quantitative terms, the Agency carried out 6 049 financial transactions, which corresponds to the
increase of 49% in comparison to the previous year.
 Payment appropriations totalling 7 402 986,04 EUR were carried over on Title 2 (automatic carry-over) from
2021 to 2022, representing 68 % of the total 2021 Title 2 budget. Furthermore, 15 010 780,84 EUR was carried
over from 2022 to 2023, representing 77 % of 2022 Title 2.
 Payment appropriations in the amount of EUR 1 971 882,97 were carried over on Title 3 (non-automatic
carry over) from 2022 to 2023. Payment appropriations totalling EUR 2 313 328,29 were carried over on Title
3 (non-automatic carry over) from 2021 to 2022 to maintain the Agency’s payment capacity on existing legal
obligations.
 According to payment time statistics 98,13 % of all payments were done within the applicable time limit of
30 days, 60 days or 90 days and with an average payment time of 20,3 days.
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 The Agency paid 3 922,62 EUR in late interest to suppliers.
 The cancellation rate of payment appropriations carried over from 2021 to 2022 was 4% (482 627,81 EUR)
of the amount carried over.
 Budget outturn resulted in 156 820,10 EUR in 2022. For further details on the budget implementation for
the reporting period, please see the Report on Budgetary and Financial Management 2022 on the Agency’s
website. Statistical information is also available in Annex II of this document. The entire Agency revenue for
the reporting period comes from the EU budget and EFTA contribution. No other sources of funding were
available.
2.4 Delegation and sub-delegation of the powers of budget implementation to

agency’s Staff
In 2022, only eight (8) delegations have been granted by the Executive Director to three (3) staff members
for a clearly defined limited period.
Delegations indicate in detail the activities that can be exercised upon and exclude the Appointing Authority
powers.
Process of granting authorisation is under supervision of the Local Authorisation Manager (LAM).
No particular weaknesses were identified, requiring remedial actions.
2.5 Human Resources Management
The Agency continued its effort to attract and recruit highly competent staff through an integrated talent
acquisition approach. This was supported through processes of strategic workforce planning, including
external and inter-agencies recruitment and internal staff deployment promoting career development.
Recruitment continued to utilise extensive and targeted advertising of the vacancy notices through the
Agency e-recruitment tool, specialised job boards as well as social media combined with initiatives to
increase its visibility and employer branding. Video interviewing suite and online interviews further
streamlined the selection procedures and contributed to the retention of the best qualified candidates.
The Agency concluded the year 2022 with full execution of its establishment plan (100%). It is worth
remarking explicitly that the Agency achieved the fulfilment of the establishment plan and filled the allocated

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40 new posts. To maintain the quality and effectiveness of its selection procedures, the Agency makes use of
competency-based interviews, and assessment centres for managerial positions.
At the end of 2022, all 231 TA posts were occupied (including 20 offers). In addition, 46 posts were allocated
to CA type of posts. The Agency had 9 seconded national experts (SNE) in 2022 bringing the total number of
staff to 286.
The Agency was allocated 40 additional TA posts for its 2022 establishment plan. The new posts were
allocated to priority areas. In 2022, 14 TAs left the Agency resulting in a total of 54 vacant TA positions. To
accommodate this in an efficient manner, the Agency further streamlined its recruitment procedures and
designed vacancies with a broader scope to cover more posts with similar profiles, from one selection
procedure. Consequently, the EUSPA managed to fill all vacancies, hence the execution of the 2022
establishment plan was 100%. The Agency continued efforts in gradual alignment of contract agent posts
numbers in line with the financial statement. At the end of 2022 had 46 CAs in place.
Overall, the Agency published 61 selection procedures, processed over 4500 applications and conducted
more than 400 interviews. The rate of resignations has remained stable compared to the previous year. The
Agency engaged 27 new trainees for traineeships lasting up to one year, bringing a total number of trainees
at EUSPA to 37 (6 more compared to 2021).
The Agency successfully accommodated the growing number of staff via comprehensive induction trainings,
and streamlined HR services.
Four new direct agreements with schools providing multilingual education were concluded in Prague (Czech
Republic).
In 2021 the Agency continued with its Cyber Security Awareness programme aiming to approach the cyber
security cross-functionally. Four briefing sessions helped to raise awareness about the importance of cyber
security and one annual large-scale event for all staff, with simulations of the cyber security challenges.
Particular attention was paid to the well-being of staff during the COVID-19 pandemic. The Agency
continuously and regularly communicated to all staff on the situation and local measures in all our locations,
including mandatory antigen testing prior to entry to all sites, and the provision of the COVID-19 and
influenza vaccines. A particular effort was also dedicated to the mental aspects of the staff wellbeing,
including initiatives for informal online gathering, tips & tricks on how to telework, health related support
etc.

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2.6 Strategy for efficiency gains
The Agency deployed in the best efficient way all the available resources to fulfil its assigned areas of
competence in order to achieve optimisation by relying on a pro-active, modern and forward looking,
efficient set of HR policies, planning and monitoring tools and related processes driven by balancing risk, and
assuring compliance with its regulations. Significant effort was dedicated to further streamline and automate
the human resources management processes to achieve efficiency gains. In this context, the Agency
continued on the deployment of various Sysper modules (e.g. TIM, FLEX, TELEWORK), and interconnecting
them with the existing in-house supporting applications (eg. Intranet-based working time recording tool).
The HR department has introduced an e-ticketing system to streamline processing of various requests from
its staff.
The Agency strengthened significantly its efforts to provide learning and development support to staff.
Strategic Learning and Development priorities were identified and followed up by a comprehensive training
offer to staff. Trainings were performed mainly online and the average number of training days per staff
member was 6.5.
The Agency made a stronger use of the corporate Commission learning management system and channels
which further strengthened the cost-efficient approach in relation to developmental activities.
The Agency organised team events, language courses, awareness sessions targeting the promotion of a
respectful workplace environment and protection of workforce dignity, ethics, etc.
2.7 Assessment of audit and ex-post evaluation results during the reporting year
2.7.1 Internal Audit Service (IAS) and the Agency’s Internal Audit Capability (IAC)
In relation to this and the following sections, EUSPA enhanced the level of disclosure this year to
counterbalance the agreement reached with DG DEFIS on the simplification of the Assurance Report 2022.
This year we provide detailed technical content on the basis for the audits. In the future, EUSPA will include
more condensed overview sections as we enhance our internal audit follow-up and reporting functionality.
Internal Audit Services of EC did not execute any audit at EUSPA in 2022 due to their own resource and
planning constraints. However, over the period 2023-24, they are planning to initiated two audits, starting in
Q4 2023.
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2022 IAC Audit on EUSPA External Communication process
The audit work plan 2022 of the Internal Audit Capability15 included an audit on “one of the major EUSPA
processes”. The specific topic for the audit on the EUSPA External Communication process was agreed in
September 2022 with the Executive Director. The main reason for choosing this audit topic was twofold, on
one side External Communication is an important process, and secondly no recent internal audits (neither
IAS nor IAC) have been conducted or planned. External Communication plays a crucial role when aiming at
re-positioning the corporate identity of both the Agency’s (re-)vamped activities and its new brand image as
the EU Agency for the Space Programme in the mind of its stakeholders.
The main objective of this audit was to assess and provide reasonable assurance on the regularity and the
quality of the internal control systems applied to the External Communication process with a specific focus
on to assess the process in terms of effectiveness, efficiency and timeliness; to check compliance with
applicable rules and regulations; to review the reliability of operational information; and to make
recommendations (and Suggestions for Improvement, if any) for improvements where required.
Based on the results of the audit the auditor believes that the internal control system in place provides
reasonable assurance regarding the achievement of the business objectives set up for the process of External
Communication except for the very important and important findings explained below:
Recommendation Grading16
1. Establishment of Multiannual Communications Strategy (MCS) VImp
2. Targeting the right audience Imp
3. Prioritisation of communication activities in MCS implementation Imp
4. Cooperation with Member States Imp
5. Upgrade of the “Communication” process documentation Imp
6. Revamp of EUSPA website Imp
15 Decision approving the annual work plan of the Internal Audit Capability for 2022-23 (EUSPA-ICC-IAC-PL-A14568).
16 The acronyms used in column “Grading” of this table mean the following: Very Important (VImp), Important (Imp) and Desirable
or Suggestions for Improvement (D)
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Recommendation Grading16
7. ECA recommendations for Galileo and Copernicus D
8. EUSPA social media strategy D
IAC review on the Efficiency of the Procurement award process audit
The objective of the IAC review on Efficiency of the Procurement award process17 audit was to assess progress
made in implementing the recommendations that resulted from the internal audit issued on 7.3.2019. Based
on the result, the auditor assessed that recommendations that resulted from the internal audit report have
been adequately and effectively implemented except for the two recommendations which are currently
being implemented:
Recommendation Status18
1. Investigate the options and implement simplification and acceleration of the procurement I
process.
2. Ensure that good practices of the procurement process are selected and taken into account in I
the new Procurement Manual.
3. Develop user-friendly tools to manage procurement process. PI

Investigate possibilities to link procurement to operational (technical) project management in an
IT tool.
4. Develop further KPIs to facilitate learning and systematic improvement of the procurement PI
process performance.
5. Aim to a timely approval of the SPD and establish a multiannual IT Master plan to support I
planning of the procurement and operational activities
6. Organise practical (workshop-type when possible) procurement training to the staff I
IAC follow-up review report of the Capacity Building of EUSPA’s staff audit
17 This follow-up audit did not result in an assessment of the adequacy of controls as a whole but focused on the specific
recommendations in the original audit. When making the assessment on the implementation of recommendations, the
auditor took into consideration their implementation status as reported by the auditees in October 2022. The final check
of the on-going open actions was conducted in February 2023.
18 The acronyms used in for “Status” mean the following: Implemented (I) and Partialy Implemented (PI)

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The objective of the follow-up review report of the Capacity Building of EUSPA’s staff19 audit was to assess
progress made in implementing the recommendations that resulted from the internal audit report issued by
the IAC on 28.4.2020. Based on the results, the auditor assessed that recommendations have been
adequately and effectively implemented except for one recommendation which is currently being
implemented:
Recommendation Status20
1. Establish a HR strategy. I
To ensure achievement of Agency’s overall mission/ objectives, define Agency-level “top-down”
Learning and Development objectives to fill-in competency gaps.
2. Finalise the competency framework as a user-friendly tool for the assessment of the available I
and missing competencies to ensure suitably skilled staff to facilitate achievement of the
Agency’s overall strategic objectives now and in the future
3. Enhance transparency of L&D activities by finalising relevant process descriptions as well as PI
developing further the HR intranet and raising awareness of HR intranet site.
4. Simplify training application workflows where possible; automatize planning and reporting I
excels; and refocus the tasks of the HR team to provide more added value to the L&D process.
5. Improve the process of training evaluation & long-term follow up. I
6. Enhance collaboration and knowledge sharing across the Agency I
2.7.2 European Court of Auditors (ECA)
In 2022, the European Court of Auditors released their report on the audit of EUSPA for 2021. This report
stated that in the opinion of the Court, the accounts for the year ending 31 December 2021 fairly presented
the financial position as at that date that the revenue underlying the accounts was legal and regular in all
material respects and that the payments underlying the accounts were legal and regular in all material
respects.
The Court identified minor procedural deficiencies in two audited recruitment procedures, to which the
Agency replied that it planned to introduce a number of small modifications to its recruitment procedures in
order to address the observations and this has since been completed.
The Court also raised an observation regarding EUSPA not providing justification for the restrictions it
imposed on his decision to approve the new position of a former EUSPA staff member. In its reply to the
19 This follow-up audit review did not result in an assessment of the adequacy of controls as a whole but focused on the specific
recommendations in the original audit report. When making the assessment on the implementation of recommendations,
the auditor took into consideration their implementation status as reported by the auditees in July 2022. The final check
of the on-going open actions was conducted in December 2022.
20 The acronyms used in for “Status” mean the following: Implemented (I) and Partialy Implemented (PI)

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Court (published within the report), the Agency clarified its reasoning behind not justifying its reasons in the
decision itself. Following mission one of the Court’s audit of 2022 which took place in October 2022, the
Court reported that it did not have any preliminary findings.
2.7.3 Ex-post audits of grants
The ex-post audits for H2020 projects managed by EUSPA are governed by and carried out in line with the
H2020 Ex-post Audit strategy for which the Common Support Service (CAS) of DG RTD acts as a single entity
for implementation.
This strategy defines the legal basis for control and audits of H2020 expenditure, specifies the principles of
the audit strategy, selection of beneficiaries and sets target participations, i.e. number of Beneficiaries’
participations in the projects to be audited for each year.
The annually audited participations for the individual JUs and EUSPA cover both randomly selected
participations feeding into a representative error rate for the individual JUs and EUSPA as well as risk-based
audits following a bottom-up approach (i.e. participations identified by the individual JUs and EUSPA as
particularly at risk with respect to compliance issues). The annual randomly selected participations to be
audited allow the individual JUs and EUSPA to build a representative sample over time.
In 2022, ex-post audits of 7 beneficiaries in 9 H2020 projects were finalised (out of those audits for 2
beneficiaries were launched in 2019, for 3 beneficiaries audits were launched in 2020 and for 2 beneficiaries
in 2021) with the total accepted contribution of 2,375,188.43 EUR. There were negative findings revealed in
7 cases of the total value of the rejected costs of 389,216.07 EUR, in 1 case there were positive findings of
3,060.43 EUR and there were 2 cases with zero findings. The negative findings of the ex-post audits were
implemented either through payments in the next reporting period (for non-closed projects) or through
recovery orders (for closed projects).
In 2022, ex-post audits for 7 beneficiaries in 3 H2020 projects were launched with a target to be finalised by
the end of 2023.
Where non-Horizon projects were concerned in 2022, 12 ex post audits were finalised for 9 beneficiaries in
9 projects launched in 2021.
There were 2 cases with zero impact, 6 audits with positive findings for a value 47.082,05 EUR.
The Agency received negative findings in 4 cases for a total value of 68,316.57 out of which one negative
finding of 63,459.13 EUR was implemented in the next reporting period (for non- closed project).

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In 2022, ex-post audits for 10 beneficiaries in 14 projects with a target to be finalised by the end of 2023.
2.7.4 External Auditors audit results on the use of delegated / entrusted funds
Financial audits
Ernst & Young audited the financial information included in chapter 2 of the Galileo Annual Implementation
Report (Part 2), chapter 2 of the EGNOS Annual Implementation Report (Part 2), and in the Horizon 2020
Annual Implementation Report and Horizon Europe Annual Implementation Report (Part 2) as at 31
December 2021. The scopes of the audits are set out in Article 24 of the Delegation Agreements on
exploitation of the Galileo and of the EGNOS programme, Article 17 of Delegation Agreement on the
implementation of the Horizon 2020 and Article 104 of the Financial Framework Partnership Agreement. The
scopes include obtaining evidence for the amounts and disclosures presented in the accounts sufficient to
give assurance on the reliability of the financial figures as at 31 December 2021 that the accounts give a true
and fair view.
The auditors took into account all the available evidence presented to them during their fieldwork which
they finalised on 31 July 2022, including the subsequent comments and information received from EUSPA up
to the date of the Final Audit Report21. The auditors have encountered no limitation to the scope of the
audit.
The accounts have been prepared by EUSPA based on the following DG DEFIS – EUSPA DA/CA Agreements
(“EC-EUSPA Agreements”):
 Delegation Agreement on the exploitation phase of the Galileo22 programme signed on 6 October
2014, Amendment no. 1 signed on 15 December 2015, Amendment no. 2 signed on 7 December 2016
and Amendment no. 3 signed on 5 July 2018 between the European Union represented by the
European Commission (DG ENTR) and the European GNSS Agency,
 Delegation Agreement on the exploitation of the EGNOS programme signed on 16 April 2014,
Amendment no. 2 signed on 27 September 2016, Amendment no. 3 signed on 19 December 2019
and Amendment no. 4 signed 26 November 2020 between the European Union represented by the
European Commission (DG DEFIS) and the European GNSS Agency,
 Delegation Agreement on the implementation of the Horizon 2020 – Framework programme for
research and innovation signed on 11 April 2014, Amendment 1 signed on 12 November 2014 and
21 The audit reports were issued on 21 October 2022.

22 The audit on Galileo DA is still ongoing.
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Amendment 2 signed on 14 April 2016, Amendment 3 signed on 31 August 2015, Amendment 4

signed on 13 June 2016, between the European Union represented by the European Commission (DG
GROW),
 Contribution Agreement between the European Commission (DG DEFIS) and the European Union
Agency for the Space Programme on the implementation of the Union space programme and Horizon
Europe under the Financial Framework Partnership Agreement signed on 22 June 2021,
 Financial Framework Partnership Agreement (hereinafter also “FFPA”) between the European
Commission and the European Union Agency for the Space Programme and the European Space
Agency on the implementation of the Union Space Programme and Horizon Europe signed on 22
June 2021.
E&Y audited the accounts and reported their findings to EUSPA in accordance with the Tender Specifications
for the audit engagement.
Systems or control audits
E&Y audited the Management Control System set up and operated by EUSPA for the implementation of the
EC-EUSPA Agreements.
The objective of these audits was to provide reasonable assurance that the controls put in place by the EUSPA
in the implementation of the abovementioned agreements for the period from 1 January 2021 to 31
December 2021, give the necessary guarantees concerning the legality and regularity of the underlying
transactions.
The scopes of the audits are set out in Article 24 of the Delegation Agreements on Galileo and EGNOS
programme exploitation, Article 17 of the Delegation Agreement of the Horizon 2020 implementation and
104.6. of the Financial Framework Partnership Agreement. The audits were designed to gather sufficient
audit evidence to establish whether EUSPA has implemented a functioning control system that guarantees
the legality and regularity of transactions undertaken for the implementation of Galileo, EGNOS, Horizon
2020 and Horizon Europe. The auditors have taken into account all the available evidence presented to them
during their fieldwork which they finalised on 31 July 2022, including the subsequent comments and
information received from the EUSPA up to the date of this report. The auditors encountered no limitation
to the scope of the audit.
Based on the procedures performed and the evidence obtained, in the auditors' opinion:

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the control systems put in place function correctly,
the underlying transactions are legal and regular,
the audit work does not put in doubt the assertions made in the management declaration.
2.7.5 DG DEFIS Internal Auditor’s audit results on the use of delegated / entrusted funds
DG DEFIS audited the costs of the exploitation Phase of the Galileo programme and for the exploitation of
the EGNOS programme presented in the Annual Implementation Reports (AIRs) on the
 Delegation Agreement between the European Union, represented by the European Commission,
and the European GNSS Agency on the Exploitation Phase of the Galileo programme and on the
exploitation of the EGNOS programme
 Contribution Agreement between the European Commission, representing the European Union and
the European Union Agency for the Space Programme on the implementation of the Union Space
Programme and Horizon Europe (Pillar II, Cluster ‘Digital, Industry and Space’, Space section) under
the Financial Framework Partnership Agreement (FFPA)
The auditors audited the costs presented under the AIRs for the period from 1 January 2021 to 31 December
2021, to ascertain that the costs declared were properly incurred and are eligible, as defined under both the
DA and CA23.
The overall objectives of this audit were to:
 Obtain reasonable assurance that the costs reported in the Annual Implementation Reports 2021
for the audited Agreements are free of misstatements;
 Examine the financial reports and carry out audit tests of the supporting documentation and
accounting records of the Contractor as considered necessary;
 Ensure that the appropriate financial adjustments (as defined by previous audit reports) are being
implemented and reported when needed;
 Check whether the previous audit recommendations have been implemented and are adequate;
 Obtain reasonable assurance on the internal control system and accountancy of the Contractor to
evaluate the risks of misstatements involved.
23 The audit report relates only to the AIRs submitted by the EUSPA to the European Commission in connection with the above-
mentioned DA and CA and does not extend to the Financial Statements of EUSPA taken as a whole.
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The Auditors had adjustments, on the DA for EGNOS & Galileo and on the CA for Galileo. None of these
findings were considered systematic.
In the auditors' opinion, except for the matters related to the audit findings, the audited Agreements properly
reflect the eligible costs, receipts and interests, which:
 are actual;
 have been incurred by EUSPA during the duration of the Agreements and in the financial period
audited;
 have been determined in accordance with the usual accounting and management principles and
practices of the Contractor;
 have been used for the sole purpose of achieving the objectives of the Agreements and its
expected results, in a manner consistent with the principles of economy, efficiency and
effectiveness;
 have been recorded in the accounts of the Contractor, which have been audited on-the spot.
The auditors concluded that the financial management was carried out in an acceptable manner and in
compliance with the requirements of the Agreements.
Based on their findings, the auditors had the following recommendations:
Nr. Recommendation
1 The Agency should add in the AIR (narrative part) a summary table with the total amount of
the costs incurred over the given year, per agreement and components, with a reference to
the Excel sheets reporting these costs. This would allow auditors to get assurance on the
correctness of the total amounts reported in the attached files.

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Nr. Recommendation
2 The Auditors recommend the Auditee to draft the future amendments (as well as any future
contract) in an unambiguous way, defining:
- the basic index to use;

- the yearly index to use;
- the anniversary date that will mark the start of the indexation (signature date of the
prime contract or of the amendment);
- the grace period (there is a need to clarify if this is only applicable to the prime
contract or also to the amendments)
- any other elements deemed necessary to allow an unmistakable calculation.
Moreover, the Auditee should develop guidelines for the project, legal and financial
officers on how the indexation clause should be drafted and how it should be
applied, for new prime contracts and any amendments.
2.8 Follow up of recommendations and action plans for audits
Year Court’s observations Status
2017 E-procurement: The Agency is not yet using Completed

any of the e-procurement IT tools
developed by the European Commission.
2019 There is no comprehensive ex-ante or ex- Completed

post strategy in place to confirm the
accuracy of the stated incurred costs by the
ESA in relation to the implementation of
the EGNOS and Galileo programmes. This
poses a risk that the Agency’s payments to
the ESA may be calculated on the basis of

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inaccurate costs, with an impact on the

Agency's accounts.
IAS audits on EGNOS and Galileo
In relation to the Galileo audit, IAS confirmed the correct implementation of all recommendations 24 while
the corresponding deliverables and complementary explanations had not been uploaded by EUSPA to the
IAS Issue Track database by the cut-off date (31/01/2023), those have been uploaded since then and their
review by IAS is pending. Nevertheless, we include below the IAS risk assessment and corresponding official
status.
Year IAS’s observations Risk / Status
2020 EGNOS “Risk of loss of accumulated knowledge of the

processes due departure of the contractors given the
Recommendation 4: Map EGNOS resources current levels of outsourcing to external contractors
and formalise back up arrangements and risk of inadequate business continuity in case of
departure, holiday or sick leave of staff members due
to the absence of formal back-up arrangements.”
Status: EUSPA accepted the risk related to this

pending action (#4.2) knowing that IAS will be
somehow covering the mapping of resources at
Agency level in their upcoming audit for 2023.
Missing back-up arrangements have been
established.
2021 Galileo
Recommendation 1: Review of processes Completed by EUSPA. Confirmed by IAS review.

to achieve full operational capability
Recommendation 2: Improve timeliness of Completed by EUSPA. Confirmed by IAS review.
reporting
Recommendation 3: Capacity planning and Completed by EUSPA. Confirmed by IAS review.
resource allocation for Galileo activities
24
IAS letter Ares(2023)3658704-FU-B2-EUSPA-Galileo dated 26/05/2023.
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Recommendation 4: Improve the Completed by EUSPA. Confirmed by IAS review.

documentation of Galileo policies and
procedures
Ernst & Young audit recommendations
In their past audit reports on the exploitation of the Galileo and the EGNOS programmes the auditors
presented the following observations on implementation of the recommendations raised by auditor in
previous audit reports:
Audited E&Y observations Status and Further Comments

Year
2018, Agency should revise the report templates Implemented

2019, to include all information requested by the Since Q3/2021, the reports are structured
2020 DA and its annexes. according to the CA/FFPA. The Agency follows new
structure which is different to DA report structure.
2016 The Agency should put in place formalized Implemented

internal guidelines relating to The Agency put in place an internal grants award
management of the Grant Award guideline relating to managing the grant award
Procedure. procedures (Galileo and EGNOS grants award -
Process documentation) describing how the grants
should be handled internally.
2016 The Agency should develop an IT tool for Partially Implemented

reporting and controlling of procurement, The IT tool is not operational yet. The Agency
grants and financial figures that would explained that the technical aspects of the solution
produce aggregate tables and track the are still being discussed internally.
changes
In their audit report on the implementation of HORIZON 2020 the auditors presented the following
observations on implementation of the recommendations raised by the Auditor in previous audit reports:

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Audited E&Y observations Status and Further comments

Year
2020 The Agency should revise the report Implemented

templates and its annexes to include all The amounts paid and the balance due to be paid
information requested by the DA. to the beneficiaries, as well as the total amount for
the contracts awarded, the total amount paid and
the balance to be paid to the contractors were
reported as requested in the Annual
Implementation Report (requested by the DA).
Moreover, the financial annex includes the amount

of costs relating to 2021 based on the accrual
approach (yearly) and the overall amounts
reflecting the H2020 costs of all calls and other
costs in 2020 incurred by the Agency were
presented in the report.
2020 The Agency should unify the Implemented

methodologies25 to identify the costs to be
accrued at year-end for H2020, and
EGNOS and Galileo
DG DEFIS audit recommendations
Year and DG DEFIS observations Status

Audit
Recom.
Code
26
2020-1 Recalculate the pro rata cost for the Implemented
months elapsed until the end of the
25 The methodology applied to identify the costs for Horizon 2020 to be accrued at year-end differs from the methodology used for
EGNOS and Galileo programmes
26 Approved methodology to be provided

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Audit
Recom.
Code
reporting year and report correction in EUSPA applies the methodology as proposed by the
AIR. auditors. The grant methodology has been updated,
but not yet approved27.
28
2020-2 Develop a written methodology to Implemented
Methodology has been updated but has not been
perform better grant management.
approved yet29.
2019-3 Implement a written methodology to Implemented

Methodology has been updated to calculate and
verify and follow-up ESA’s calculations,
follow-up on the difference between the planned
and make the necessary adjustments in
and the actual rate under point 8.
AIR.
2018-01 Make the necessary verification on the Implemented

EUSPA Control Strategy (EUSPA-ICC-ICRPT-A14158 -
costs reported by ESA under the Working
Issue/version: 1.0 approved on the 14 March 2022)
Arrangements and have the formal
foresees in point 8.1.2. an annual audit on both the
EUSPA’s management acceptance of the
ESA WA as the EUSPA-ESA CA.
ESA costs.
2018-07 Issue a specific procedure for the Implemented

The cost recognition and capitalisation methodology
recording of costs at year end regarding
has been updated and approved on the 19 May
the ESA WAs.
2021.
Project managers should use the share
Also, during the ESA WA audit, the MACs/MoMs are
drive to send their answers on the status
provided and checked.
of the milestones.
2017-08 Develop a written methodology to Implemented

Galileo cost recognition & capitalisation'
establish the correct amount to be
methodology has been updated and approved on 19
accrued for every contract at year- end.
27 The last draft version has been provided by EUSPA on the 20 July 2022.
28 Approved methodology to be provided
29 Last draft version provided on the 20 July 2022

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Audit
Recom.
Code
May 2021 to be in line with the EUSPA Control
Strategy under point 2.2.
30
2017-09 EUSPA should insist the Closed
with
The new CAs do not have this clause anymore on the
Beneficiaries of the grant to provide by
information of the cumulative expenditure incurred
the 30 November annually the overview
under Article I.4.4.
of incurred costs.
31
2017-10 Solve the issues with the software Implemented
Specific Contract on CATAPLAN has been signed by
developer and give priority to the
both parties. The development of the tool is
implementation of the Online Budget
imminent.
Management.
2017-11 Ensure that the obligatory annexes are Closed32

sent by ESA on due time and attached to
the AIR when sending out the report
within the deadline foreseen in the DA
2.9 Follow up of recommendations from the discharge authority
We will apply below the following colouring to those recommendations included in the report from the
Discharge Authority:
Area
Performance
Staff policy
Procurement
30 Recommendation is closed since it is no longer applicable.

31 The development of the tool is imminent. Therefore the auditors considered the recommenation as implemented
32 The WAs with ESA ended on the 31/12/2021, so the auditors considered this recommendation closed.

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Internal controls
Other comments
Nr. Observation of the Discharge Authority Status
3 /…/ Further notes that the Agency has The Agency confirms that the third OSPFs were
implemented most of the long-term deployed and is operational at both Control
recommendations, but it is expected to apply the Centre since second semester 2022.
remaining observations by the end of the year
2021, in particular those concerning the execution
of the 3rd Orbital Synchronisation Processing
Facility and the maintenance of the validation and
operational chain handover; calls on the Agency to
report to the discharge authority on the
developments in that regard;
5 Recalls that, according to the Court’s Special Report The Galileo and EGNOS Management Plan ruling
22/2020 on the Future of the Agencies (the ‘Court’s the change mechanism between the EC, EUSPA
Special Report’), the Agency has very limited and ESA was recently signed and came in effect.
autonomy in practice regarding its main task is to This formalised the new process depicted in the
exploit the Galileo global satellite navigation FFPA/Contribution Agreements.
system under a delegation agreement with the
Commission; calls on the Commission to review the
autonomy of the Agency particularly regarding its
competencies on implementing the delegation
agreement through a number of complex contracts
with industrial partners and public sector entities;
calls on the Agency to report back on the
developments in this regard to the discharge
authority;

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7 Notes that, according to the Court's Special Report, The office of the Executive Director was re-
the Agency significantly needs to improve its oriented to reinforce EU institutional relations
cooperation with Member States, other agencies and cooperation with Member States.
and internationally; calls on the Agency to build up During the Croatian Presidency
better cooperation and knowledge sharing with
EUSPA’s role on inclusiveness of all Member
all Member States; calls on the Agency to report
States moved forward with the setting up of
back on the developments in this regard to the
thematic working groups with Member States
discharge authority
to understand and identify Member States’
market needs and public demand.
With the support of EUSPA’s different

departments - briefings and direct specialists
participation, several workshops with Member
States were conceived and organised (e.g.
Bulgaria, Estonia, Finland, Hungary, Romania,
Austria, Slovakia) with the scope of sharing with
Member States strategic tools for solutions in
critical infrastructure and industrial sectors.
o Themes covered: PRS - Manufacture

PRS products Made in EU, Joined Test Activities)
and GOVSATCOM (ENTRUSTED, GOVSATCOM
Hub, integrating the Connectivity Initiative),
Access to finance
Furthermore, in 2020 over 10 Member States

were assisted in in identifying their national
priorities and market profiles (upstream and
downstream)
o Primary scope: assistance to emerging

space Member States, targeting inclusiveness of

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broader range of SMEs benefiting from EGNSS

and Copernicus in transversal markets.
In particular Member States with no traditional

activities in the space sector were assisted in
identifying:
o EU financing tools for investing in space

innovation via Regional and Cohesion funds,
InvestEU, Recovery and Resilience Facility and
(blending), EIB (access to risk finance,
innovation partnerships)
Briefings were provided on a one-to-one basis

for EU / national institutional and private
stakeholders on information related to:
o Horizon 2020: 5th Call Projects (Calls

published in July 2020 and signed end of 2020)
o Fundamental Elements: end of June

2020, 3 projects were concluded – 19 projects
ongoing, 73 entities involved from 13 EU
countries
o Horizon Europe briefings to Member

States on budget agreement of November 2020
between the European Parliament and the
Council -EUSPA involved in Pillar 2: Global
Challenges and Industrial Competitiveness,
Cluster Digital, Industry and space.
Moreover, EUSPA started to engage in

collaborative projects with the newly

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established EU Agencies Network Brussels

Liaison Office. Several webinars in cooperation
with EU Agencies such as ERA and EMSA but also
with National Space Agencies or National Space
Offices were organised to provide in depth
explanations on solutions EUSPA provided for
e.g. ETRMS, eVignette, eToll, Galileo Green
Lane, etc.
9 Notes with concern the gender balance within the The Agency is paying the highest attention to
Agency’s senior management, with three out of gender equality.
three (100 %) men and within the Agency’s The Agency wishes to stress that the governing
administrative board, with 24 out of 28 (85,7 %) principle for appointing a manager is based on
men; further, notes with concern the lack of gender transparent and standardised selection
balance among the Agency’s overall staff, with 135 procedures examining the competencies and
out of 202 (66,8 %) men; appreciates the efforts of merit. Whenever there is an equal merit and
the Agency to improve gender balance from 7 % in competencies, priority is given to the
2017 to 33 % in 2020 of female representatives in underrepresented gender, or nationality.
senior management positions; reiterates its call to
The Agency has launched works on a Diversity &
the Agency to take additional measures as soon as
Inclusion Strategy with an action plan. The
possible with a view to ensure better gender
subject of the gender balance will be also
balance within its senior management; asks the
covered.
Commission and the Member States to take into
account the importance of ensuring gender balance
when nominating their members to the Agency’s
administrative board; reminds the Agency that in
the selection of candidates, skills, knowledge and
experience are important, as well as the
geographical and gender balance among staff
10 Regrets, regarding the follow-up from the 2019 The Agency is paying the highest attention to
discharge observations, the persisting geographical diversity, including geographical balance.

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imbalances in the composition of the Agency’s The Agency wishes to stress that the governing
staff, especially at middle and senior management principle for appointing a staff is based on
levels; calls on the Agency to establish a proper transparent and standardised selection
representation of nationals from all Member procedures examining the competencies and
States, while at the same time respecting the merit. Whenever there is an equal merit and
competencies and merits of the candidates as competencies, priority is given to the
indicated in the Article 27 of the Staff Regulations underrepresented gender, or nationality.
of Officials; The Selection Boards are provided with
guidelines to consider diversity aspects in the
assessment of applications.
Thanks to an additional element in the selection

processes, i.e. video pre-recorded interviews,
the Agency is able to enlarge the volume of
shortlisted candidates for the next stage of
assessment.
11 Is concerned that the Agency struggles to recruit The number of staff is defined by the legislative
staff with the necessary technical expertise and in financial statement of the Space Programme
order to compensate for a shortage of posts or Regulation that was validated by the Budgetary
national experts, the Agency increasingly Authority. 101 additional TA posts have been
outsources core tasks to private contractors, on granted and frontloaded in EUSPA’s
whom it may then become dependent; calls on the establishment plan since the new Space
Commission to examine the situation carefully and Programme Regulation adoption in 2021. These
to provide the Agency with the necessary means to additional posts came along with an agreement
recruit the necessary staff; calls on the Commission for a gradual and progressive alignment of the
to report back to the discharge authority on this Agency’s Contractual Agents number with the
matter legislative financial statement. The outsourcing
package as it stands now has been proposed by
the Agency and approved by the EC.

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12 Is concerned about the large size of the Agency’s EUSPA has no control on the size of its
management board which makes decision making Administrative Board that represents MS and
difficult and generates considerable other key institutional stakeholders.
administrative costs
13 Regrets that all CVs of the administrative board We have experienced a recent improvement on
members are still not published in the Agency’s the level of responsiveness in the provision of
website; calls on the Agency to report to the Declarations of Interests and short CVs by AB
discharge authority on the actions taken in that Members and Alternates.
regard;
14 Notes that, following the negotiations in 2020 The Agency has agreed with the Commission a
leading to the adoption of Regulation (EU) gradual and progressive reduction in the
2021/696 of the European Parliament and of the number of Contract Agents employed by the
Council (2), the Agency has been transformed into Agency to be aligned with 34 CAs, as stated in
the EUSPA in May 2021 with an increased set of the legislative financial statement attached to
core and delegated tasks and a new associated the EU Space Programme, by not later than the
EUSPA legislative financial statement; notes that end of 2027. The Agency has highlighted to its
this transformation includes a relocation of 251 Administrative Board that the reduction in the
temporary agents and 34 contract staff by 2023; number of CAs necessitates that a set of
notes that the changes could hamper decision activities are undertaken in a different manner,
making and generate considerable administrative requiring in particular further reliance on
costs; calls on the Agency to report to the external support, which is both significantly
discharge authority on the risks for the Agency’s more expensive and does not generate
operations and the mitigating measures taken by important know-how in the Agency
the Agency;
17 Notes, regarding the follow-up of previous year’s The Agency continues implementing e-
findings of the Court, that the Agency has taken procurement and e-submission modules as
steps to implement e-procurement and e- procurement tools in the management of its
submission modules as procurement tools in the activities. In 2022 four open procurement
management of its activities, with particular procedures, some of which were divided into

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reference to administrative procurement which lots, were launched by using e-tendering and e-
can be implemented through open tenders; notes submission tools. Dedicated training has been
that the Agency has provided dedicated trainings provided. The Agency maintains an inventory of
and administrative fulfilments have been the procurement procedures launched through
completed for its use; calls on the Agency to report the aforementioned tools.
to the discharge authority on the developments in
this regard;
19 Notes from the follow-up and Court’s report that An ESA Control Strategy including ex-post audits
there is a risk that the Agency’s payments to the was released by EUSPA.
European Space Agency (ESA) in relation to the The Agency’s payments to ESA have been
implementation of the EGNOS and GALILEO audited for the last three consecutive years. DG
programmes may be calculated on the basis of DEFIS executed the first audit and a joint team
inaccurate costs due to the absence of a with EUSPA the following two. EUSPA plans to
comprehensive ex-ante or ex post strategy; notes audit ESA yearly.
from the Agency’s reply regarding ex ante controls
These audits had no findings.
that the Agency has provided the Court with an
updated cost reporting methodology and also
demonstrated that it uses ESA’s milestone
achievement certificates to reconcile the costs
claimed from the ESA; notes from the Agency’s
reply that in relation to the ex post control
strategy the Agency and the Commission’s
Directorate-General for Defence Industry and
Space are auditing ESA’s activity in 2020; calls on
the Agency to report the results of this audit and
to incorporate its lessons learned in a future ex
post strategy;
21 Notes that the Commission’s internal audit service IAS recognised that all recommendations had
(IAS) delivered an audit report on EGNOS been implemented but an action (#4.2) under
Exploitation in November 2019, with five important

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recommendations and one issue identified for REC #4: “Map EGNOS resources and formalise
consideration; notes from the Agency’s reply that back up arrangements”.
the recommendations are awaiting IAS review; EUSPA accepted the risk related to this pending
calls on the Agency to report to the discharge action knowing that IAS will be somehow
authority on the progress made in that regard; covering the mapping of resources at Agency
level in their upcoming audit for 2023. Missing
back-up arrangements have been established.
22 Notes, with regard to the Agency’s actions to The audit report was released.
follow-up on the discharge authority’s 2019 An audit follow up review was executed: out of
discharge, that the internal audit capability the 6 recommendations 5 are implemented and
performed an audit of the ‘Capacity Building of 1 partially implemented.
Agency’s staff’ in 2019 and that, although the
report was not finalised in 2019, it was planned to
include one very important and four important
recommendations; calls on the Agency to report to
the discharge authority on the progress made in
the implementation of those recommendations;
24 Recalls the importance to increase the This concern is shared by the agency
digitalisation of the agency in terms of internal management and several ongoing ICT initiatives
operation and management but also in order to are addressing it. The process of Digital
speed up the digitalisation of procedures; stresses Transformation started in 2020 and is ongoing
the need for the agency to continue to be proactive and a number of modernisation projects are in
in this regard in order to avoid a digital gap progress, e.g. new version of paperless
between the agencies at all costs; workflows is being deployed, a brand-new tool
for budget and procurement management is
being deployed, we are introducing Power BI
and M365 which brings new automation and
collaboration tools.

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2.10 Environment Management
EUSPA started the work to achieve the Eco-Audit and Management System (EMAS).
As a first step, an environmental policy was adopted and published on 16 December 2022
(https://www.euspa.europa.eu/sites/default/files/euspa_environmental_policy.pdf)
The Agency also actively collaborated with the Commission on green ambitions applied to space.
2.11 Assessment by Management
Article 30.2 of the Agency Financial Regulation 2019 defines Internal Control as a process applicable at all
levels of management and designed to provide reasonable assurance of achieving the following objectives:
 Effectiveness, efficiency and economy of operations;

 Reliability of reporting;
 Safeguarding of assets and information;
 Prevention, detection, correction and follow-up of fraud and irregularities;
 Adequate management of the risks relating to the legality and regularity of the underlying
transactions, taking into account the multiannual character of the programmes, as well as the
nature of the payments concerned.
The Agency’s responsibilities has significantly expanded in 2022 now due to the consolidation of its
operational role with much broader responsibilities in the administration of Space programs. Preparatory
activities advance for GOVSATCOM, and with the transformation of the Agency into EUSPA, other new
activities are under consideration. Accordingly, the Agency is upgrading its internal controls, and will continue
to be regularly audited by the Agency’s Internal Audit Capability (IAC), the Commission’s Internal Audit
Service (IAS), DG DEFIS and the European Court of Auditors. Enhanced coordination is ongoing with DG DEFIS
in this field.
Latest additions to agency controls are:
 In 2021, the Agency Administrative Board approved new control standards under the Agency
Internal Control Framework.
 In 2022, the Integrated Management System was revamped.

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Several joint-audits with DG DEFIS have been executed by the Agency Internal Audit Capability on delegated
funds to ESA for 2020 expenditure for both EGNOS and Galileo with the positive result of no findings. From
2023 EUSPA staff will carry out the audit independently, in coordination and supported, only when required,
by DG DEFIS audit team.

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3. Assessment of the Effectiveness of the Internal Control Systems
3.1 Effectiveness of internal control systems
The Agency provides below an overview of the conclusions of the last assessment of the Internal Control
Framework carried out, explaining the methodological origin and circumstances, and covering the 17
Principles. Weaknesses are identified and key actions are also mentioned.
In relation to Anti-Fraud activity, EUSPA has released an updated Anti-Fraud Strategy33 (AFS) that will start
to implement in 2023. In the AFS, in our fraud risk assessment, EUSPA evolved from the prior approach
pursued in the 2015 AFS to implement state-of-the-art practices in this domain. As mentioned, EUSPA
followed the OLAF AFS Methodology in our analysis, which was supported by a background check on the
requirements (EU Space Programme Regulation and the Internal Control Framework or ICF), the review of
implementation of 2015 AFS (2021), and a limited but extensive review of audit and management reports
over the last three years with an anti-fraud focus. So the AFS anti-fraud objectives is solidly grounded.
3.2 Conclusions of assessment of internal control systems
The Agency provides below an overview on the performance of the EUSPA in 2021-22, in the first year of
application of the Principles set out in the Internal Control Framework34.
Though EUSPA will still have to develop its ICF Indicators, the comprehensive review offered by the IAS Risk
Assessment in Q4 202135 provided EUSPA management with an opportunity to perform the current
Management Survey on the basis of the broad and in-dept review carried out by IAS, and following IAS
analysis framework, but complementing it by managerial judgement as well. The corresponding report was
issued36 and an overview is offered below.
Legend:
Compliant – The Agency is fully compliant with the Principle;
Mostly compliant – The Agency is compliant for most of the Principle;
33 EUSPA Anti-Fraud Strategy, EUSPA-OED-SPR-RPT-A22539, V1.0, 10/10/2122.

34 Agency Internal Control Framework “GSA-ICC-IC-POL-A08411” Issue/version: 0.2, 28 January 2021.
35 2022 – 2024 IAS Strategic Internal Audit Plan for the European Union Agency for the Space Programme (IAS SIAP 2021) – Final, 31
January 2021.
36 EUSPA Management Survey. Report of compliance with the Internal Control Framework. EUSPA-ICC-IC-RPT-A15461 Issue/version:
1.0. January 2023.

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Work in progress – The Agency is implementing actions to comply with the Principle;
To be implemented – The Agency is planning to implement actions to comply with the Principle.
Building Description Critical issues and EUSPA’s reaction

Principle
Status in
2021
block
Comments
1 EUSPA demonstrates commitment New Ethics Code approved in 2021.
Compliant
to integrity and ethical values Related training rolled-out.
2 The Administrative Board (AB) EUSPA Internal Control Framework

Compliant
demonstrates independence from approved in 2021.
management and exercises
IAS SIAP 2022-24 completed in
oversight of the development and
2021.
performance of internal control
Control Environment
3 Management establishes Administrative Board approved in

Compliant
structures, reporting lines, and 2021 the new organization

Mostly
appropriate authorities and proposed by EUSPA whose changes

responsibilities in the pursuit of have to be implemented in 2022.
objectives
4 EUSPA demonstrates a Strategic trade-off between new

compliant
Mostly
commitment to attract, develop, tasks and available human

and retain competent individuals in resources. Restrictions in the use
alignment with objectives of CA poses challenges.
5 Individuals are accountable for

Compliant
their internal control

responsibilities in the pursuit of
objectives
6 EUSPA specifies objectives with Adaptation effort required by the

Assessment
Compliant
sufficient clarity to enable the necessary re-structuring and

Mostly
Risk
identification and assessment of consequent re-drafting of

risks relating to objectives procedures.
Simplification of the IMS ongoing.

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Principle
Status in
2021
block
Comments
7 EUSPA identifies risks to the Risks are continuously identified,

achievement of its objectives analysed quarterly at the Risk
Compliant
across the organisation and Management Board meeting and
analyses risks as a basis for documented in a Risk Register.
determining how the risks should
be managed
Compliant
8 EUSPA considers the potential for EUSPA has released an updated
fraud in assessing risks to the Anti-Fraud Strategy, that will start
achievement of objectives to implement in 2023.
9 EUSPA identifies and assesses Foreseeable rapid growth and the

changes that could significantly ongoing re-restructuring are
Mostly Compliant
impact the internal control system fostering change culture and

adaptation at EUSPA.
The Russian invasion of Ukraine is
translating in to an increased
awareness and scrutiny on
readiness.
10 EUSPA selects and develops control EUSPA efforts on Business

activities that contribute to the Continuity are “work in progress”,
Work in progress
mitigation of risks (which threaten both at operational and

achievement of objectives) to infrastructure levels (ICT).
acceptable levels
However EUSPA’s resilience was
proven in 2020-21 and is being
Control Activities
monitored. GSMC active on BC

trial tests.
11 EUSPA selects and develops Governance established via ICT

general control activities on ICT to Steering Committee – prioritization
Mostly Compliant
support the achievement of of projects and assurance of

objectives synergies and coherence across the
Agency, adoption of ICT Strategy.
Security governance established
via Information Security Steering
Board (ISSB), adoption of ICT
Security Strategies and policies.

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Principle
Status in
2021
block
Comments
12 EUSPA deploys control activities EUSPA is ISO 9001 certified.
Mostly Compliant
through corporate policies that However EUSPA IMS is currently
establish what is expected and going through an in-depth review.
procedures that define the control
ICF Indicators will be defined
activities in detail
considering all these current
corporate changes.
13 EUSPA obtains or generates and Effort ongoing to understand and
Compliant
Mostly
uses relevant quality information manage corporate information.
Information and communication
to support the functioning of

internal control
14 EUSPA internally communicates

Compliant
information, including objectives

and responsibilities for internal
control
15 EUSPA communicates with external

Compliant
parties, including objectives and

responsibilities for internal control
16 EUSPA selects, develops, and The implementation of changes to

Compliant
performs ongoing and/or separate the organisation and procedures is

Mostly
assessments to ascertain whether still ongoing.

the components of internal control
Monitoring Activities
are present and functioning
17 EUSPA assesses and communicates EUSPA corporate continuous

internal control deficiencies in a improvement database is active.
timely manner to those parties
Compliant
A comprehensive corporate library

responsible for taking corrective
for Audit and Control reports was
action, including senior
set in 2021 and will be
management and the
operationalised.
Administrative Board as
appropriate.
The Agency implements and continually improves its Integrated Management System (IMS) that is
documented and applied. The IMS is established in order to enable EUSPA to achieve its Quality Objectives
related to the organisation and efficiency of processes and services. In 2022 all activities oriented towards

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the maintenance of the ISO 9001 certificate were successfully performed. The IMS continued its development
and its adaptation to the changing Agency. The Quality Objectives are closely aligned with the EUSPA mission
statement and its corporate values. All activities and all current locations are covered under ISO standards.
All management and quality related services were delivered in 2022 in line with the commitments (see
objective 4 in chapter 1.3.3 and objective 10 in chapter 1.6.2 of this report for more information).
3.3 Risk management
In 2022 the Agency undertook risk assessment and monitoring activities at the corporate, operational and
support department levels. The outcomes of operational risk assessments are shared with management and
reported directly to the EC for information and/or further consolidation and reporting at the respective
programme level.
The top corporate risks identified at the end of 2022 at EUSPA were:
Risk ID Risk Title

RSK#028 Insufficient funds due to high inflation
Non-achievement of Full Services in accordance with Contribution Agreement
RSK#006
objectives
Non-alignment of CA numbers with LFS and ensuring the performance of
RSK#022
sensitive/security related tasks in-house (by staff – CA).
Business continuity compromised due to insufficient robustness and resilience in the
RSK#016
EUSPA corporate ICT systems
RSK#014 Access to EUCI
RSK#021 Agency Sites and Facilities
RSK#027 SST Front Desk business continuity during switchover from SATCEN to EUSPA
RSK#029 Business continuity degradation due to physical attack on premises
RSK#030 Lack of an operational Budget Management Tool (BMT)
RSK#017 COVID 19 disruption to continuity of business-critical activities
Each risk has an identified and adopted mitigation action plan. Corporate Risk Management Boards take
place on a quarterly basis.

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3.4 Statements of the Managers in charge of risk management and internal control
The responsibility for the completeness and reliability of management reporting and control is split at EUSPA,
therefore separate declarations are made accordingly:
On behalf of the manager in charge of internal control, the EUSPA ICC states the following:
‘I declare that in accordance with the Agency’s communication on the internal control framework, I have
reported my advice and recommendations on the overall state of internal control in the Agency to the
Executive Director.
I hereby certify that the information provided in the corresponding Section of the present Annual Activity
Report and in its annexes is, to the best of my knowledge, accurate, reliable and complete.’
Fernando Navarro Torne,

Internal Control Coordinator
Prague, 14 June 2023
For the manager taking responsibility for risk management:
‘I hereby certify that the information provided in the corresponding Section of the present Annual Activity
Report and in its annexes is, to the best of my knowledge, accurate, reliable and complete.’
Omar I. Valdés Solórzano,

Corporate Quality and Risks & Opportunities Officer

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4. Management Assurance
4.1 Review of the elements supporting assurance
4.1.1 Follow-up of reservations from previous years
We follow by close the events causing Reservations last year. An update is provided below (#4.2).
The drivers to both events are outside of the direct control perimeter of the Agency, but the Agency is
nevertheless responsibly working with key stakeholders to minimise its negative impact.
4.2 Reservations37
Disclosures relating to the war in Ukraine
 Interruption in the use of Soyuz launchers for Galileo satellites:
Launches of Galileo satellites have historically relied on the use of the Russian Soyuz launcher for a significant
number of launches. Following the invasion of Ukraine and the unilateral withdrawal of the Russian Soyuz
launcher team by ROSCOSMOS, the future use of the Soyuz platform has been put on hold. EUSPA, ESA and
the Commission are actively investigating alternatives to maintain the launch schedule established for the
programme without reliance on the Russian launcher.
Galileo nevertheless remains as operational and as functional as previously and there is no impact on
services, recalling that future launches, financed through funds delegated by the Commission, are planned
in particular for enhancing redundancy and progressive improvements of the system, as part of a standard
lifecycle.
Accordingly, EUSPA does not envisage any direct, immediate impact on the financial performance of the
Agency, but recognises that intensive work is required to minimize delays in the launch of new satellites,
which could then lead to delays in expense recognition and the clearing of receivable assets paid in the form
of pre-financing. This amount cannot be reliably estimated at this point.
 Disruption of work carried out in Ukraine in setting-up EGNOS RIMS ground stations in Kyiv and
Kharkiv:
37 Provisional annual accounts of the European Union Agency for the Space Programme 2022, Ares(2023)1465873, 28/02/2023
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As part of the investments in the ground infrastructure for the EGNOS system, EUSPA has financed, through
funds delegated by the Commission, stations in Kyiv Sikorsky International Airport and Kharkiv International
Airport, with the aim of increasing the robustness of the EGNOS system. In particular the financing has been
used for equipment set-up on the grounds of the Kyiv International Airport and the assessment and planning
for a second location on the grounds of Kharkiv International Airport.
From the start of the Russian invasion of Ukraine, all work on these locations has been halted until further
notice. The Agency has taken all the steps that it could to protect the equipment already installed as far as
possible, but its exact condition is not currently known. Note that there is a force majeure raised by the
Hosting Entity and that, as soon as removed, the contract in place is expected to be re-activated.
The issues expressed do not have any impact on the functioning of the EGNOS system and its services today
and therefore there is no major direct, immediate or long-term impact on the Agency’s financial statements.
 Measures for monitoring possible direct or indirect ties with Russian and Belarusian institutions as
well as other institutions funded by Russia or Belarus are in place within EUSPA; and
 Changes in the overall market conditions caused by the sanctions imposed on Russia have not had
and are not foreseen to have, a direct material effect on the EUSPA.
In conclusion, no extraordinary movements in the accounts have occurred or are foreseen arising from this
event relating to force majeure, conflict of interest, fines, law suits, late payments or other direct operational
circumstances, on the side of the EUSPA or its contractors. Any effects on the accounts will occur within the
regular accounting and budgetary exercise as the Agency will adapt its overall approach to continue to meet
its goals fully without interruption and at the required level of quality for its stakeholders and customers

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5. Declaration of assurance
I, the undersigned, Rodrigo da Costa
Executive Director of the European Union Agency for the Space Programme,
In my capacity as Authorising Officer,
 Declare that the information contained in this report gives a true and fair view.38
 State that I have reasonable assurance that the resources assigned to the activities described in this
report have been used for their intended purpose and in accordance with the principles of sound financial
management, and that the control procedures put in place give the necessary guarantees concerning the
legality and regularity of the underlying transactions.
 This reasonable assurance is based on my own judgement and on the information at my disposal, such
as the results of the self-assessment, ex-post controls, the work of the Internal Audit Capability, the
observations of the Internal Audit Service and the lessons learnt from the reports of the Court of Auditors
for years prior to the year of this declaration.
 Confirm that I am not aware of anything not reported here which could harm the interests of the Agency.
[Signed electronically]
38 True and fair in this context means a reliable, complete and correct view on the state of affairs in the service.

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Annexes
Annex I – Core business statistics
The measurement of core business activities and the related KPIs are listed in section 1.
The Agency wishes to note that section 1.7 refers to tasks that are entrusted by the European Commission.
These tasks are clearly defined together with their KPIs in the relative contribution agreement.

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Annex II – Statistics on financial management
II.1 - Rate and type of implementation of appropriations
Budget Commitment Appropriations Commitment Appropriations

Heading
line Budgeted 2022 Executed in 2022 % Uncommitted %
Title 1 - Staff expenditure
1100 Staff expenditure 27 219 173,88 27 219 173,88 100% 0 0%
1200 Recruitment costs 79 327,00 79 327,00 100% 0 0%
1210 Medical services 50 314,85 50 314,85 100% 0 0%
1300 Missions and travel 1 228 036,37 1 228 036,37 100% 0 0%
1400 Training expenditure 628 000,00 628 000,00 100% 0 0%
1500 Social measures 417 979,44 417 979,44 100% 0 0%
1600 Interims & Trainees 578 320,31 578 320,31 100% 0 0%
1700 Representation expenditure 233,56 233,56 100% 0 0%
1800 Tuition fees 2 364 566,07 2 364 566,07 100% 0 0%
Total for title 1 32 565 951,48 32 565 951,48 100% 0 0%
Title 2 - Administrative expenditure
2000 Rental of buildings 2 838 053,48 2 838 053,48 100% 0 0%
2100 Data processing 13 084 801,10 13 084 801,10 100% 0 0%
2200 Movable property 178 352,30 178 352,30 100% 0 0%
2300 Current administrative costs 3 101 895,38 3 101 895,38 100% 0 0%
2400 Postage and telecommunication costs 146 610,00 146 610,00 100% 0 0%
2500 Meetings 37 304,00 37 304,00 100% 0 0%
2600 SAB administrative expenditure 134 328,59 134 328,59 100% 0 0%

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Budget Commitment Appropriations Commitment Appropriations

Heading
line Budgeted 2022 Executed in 2022 % Uncommitted %
Total for title 2 19 521 344,85 19 521 344,85 100% 0 0%
Total for titles 1 and 2 52 087 296,33 52 087 296,33 100% 0 0%
Title 3 - Operational expenditure
3100 Expenditure on studies 16 946 198,89 16 946 198,89 100% 0 0%
3300 SAB operational expenditure 998 996,55 998 996,55 100% 0 0%
Total for title 3 17 945 195,44 17 945 195,44 100% 0 0%

TOTAL Title 1+Title 2+Title 3 70 032 491,77 70 032 491,77 100% 0 0%
Payment Appropriations
Budget Payment Appropriations
Heading Carried
line Budgeted 2022 Paid in 2022 % % Total Executed %
Forward
Title 1 - Staff expenditure
1100 Staff expenditure 27 219 173,88 27 219 173,88 100% 0,00 0% 27 219 173,88 100%
1200 Recruitment costs 79 327,00 38 597,00 49% 40 730,00 51% 79 327,00 100%
1210 Medical services 50 314,85 22 602,59 45% 27 712,26 55% 50 314,85 100%
1300 Missions and travel 1 228 036,37 1 000 185,22 81% 227 851,15 19% 1 228 036,37 100%
1400 Training expenditure 628 000,00 472 774,64 75% 155 225,36 25% 628 000,00 100%
1500 Social measures 417 979,44 209 860,73 50% 208 118,71 50% 417 979,44 100%
1600 Interims & Trainees 578 320,31 561 717,10 97% 16 603,21 3% 578 320,31 100%
1700 Representation expenditure 233,56 233,56 100% 0,00 0% 233,56 100%

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Payment Appropriations
Budget Payment Appropriations
Heading Carried
line Budgeted 2022 Paid in 2022 % % Total Executed %
Forward
1800 Tuition fees 2 364 566,07 2 279 086,34 96% 85 479,73 4% 2 364 566,07 100%
Total for title 1 32 565 951,48 31 804 231,06 98% 761 720,42 2% 32 565 951,48 100%
Title 2 - Administrative expenditure 100%
2000 Rental of buildings 2 838 053,48 1 444 855,67 51% 1 393 197,81 49% 2 838 053,48 100%
2100 Data processing 13 084 801,10 1 897 791,56 15% 11 187 009,54 85% 13 084 801,10 100%
2200 Movable property 178 352,30 25 677,72 14% 152 674,58 86% 178 352,30 100%
2300 Current administrative costs 3 101 895,38 923 532,25 30% 2 178 363,13 70% 3 101 895,38
2400 Postage and telecommunication costs 146 610,00 68 950,38 47% 77 659,62 53% 146 610,00 100%
2500 Meetings 37 304,00 32 795,66 88% 4 508,34 12% 37 304,00 100%
2600 SAB administrative expenditure 134 328,59 116 960,77 87% 17 367,82 13% 134 328,59 100%
Total for title 2 19 521 344,85 4 510 564,01 23% 15 010 780,84 77% 19 521 344,85 100%
Total for titles 1 and 2 52 087 296,33 36 314 795,07 70% 15 772 501,26 30% 52 087 296,33 100%
Title 3 - Operational expenditure
3100 Expenditure on studies 12 212 874,71 10 515 991,74 86% 1 696 882,97 14% 12 212 874,71 100%
3300 SAB operational expenditure 1 092 320,73 817 320,73 75% 275 000,00 25% 1 092 320,73 100%
Total for title 3 13 305 195,44 11 333 312,47 85% 1 971 882,97 15% 13 305 195,44 100%
TOTAL Title 1+Title 2+Title 3 65 392 491,77 47 648 107,54 73% 17 744 384,23 27% 65 392 491,77 100%

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II.2 – Information on transfers and amended budgets
The Agency’s draft budget 2022 was approved by the Administrative board on 28 January 2021 for a total
amount of 68 345 128 EUR and became the initial 2022 budget upon adoption of 2022 EU budget by the
Council and European Parliament. The Agency’s Administrative Board approved 2022 amending budget
number 1 on 27 January 2022 increased the overall appropriations by 1 687 363,77 EUR bringing the overall
commitment and payment appropriations to the amount of 70 032 491,77 EUR in order to align with the final
budget allocated to the Agency by the budgetary authority and final EFTA contribution. The amending budget
no. 2 approved on 20 June 2022 consisted of a reallocation of overall amount of 2 659 300 EUR mostly from
the operational budget. The budget became available due to the fact that one contract has been signed for
shorter period than initially planned. Budget was reallocated to the Data processing line in the area of
business continuity to improve redundancy and resilience and the support of classified systems in line with
the approved Digital transformation. This amendment has not changed overall commitment and payment
appropriations.
The Agency’s Administrative Board approved the amending budget no. 3 on 27 September 2022 reduced
payment appropriations by 4 640 000 EUR in order to align with the payment appropriations needed under
Title 3. The overall commitment appropriations after the amendment remained unchanged at 70 032 491,77
EUR and the overall payment appropriations were reduced to the amount of 65 392 491,77 EUR.
Eight internal transfers were processed in 2022, all of them authorised by the Executive Director as they
concerned transfers of amounts either within Titles or below 10% between Titles.
II.3 – Information on interest charged through late payments
Interest on late payment totalling 3 922,62 was paid in 2022 (22 684,94 EUR in 2021)
II.4 – Summary information on budgetary operations
Budget execution for the year was 100% in commitment appropriations and 100% in payment appropriations
in 2022 when taking into account the non-automatic carry-forward needed to maintain the Agency’s
payment capacity on existing legal obligations. Average payment time was 20,3 days, well below the 30-day
EC benchmark and 20-day target (18,1 days in 2021). It should be noted that, due to the nature of the
Agency’s activities, many of the Agency’s contracts and grants have payment deadlines of 60 and 90 days
and that the average payment time also includes these payments. The Agency processed 6 049 financial

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transactions (4 067 transactions in 2021), which represents an increase of 49%. The Agency continued to
manage a large amount of delegated budget in 2022. A total of 574,5 million EUR was committed under
delegated budget in 2022 and 1,26 billion EUR made in payments.

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Annex III – EUSPA Organisation Chart

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Annex IV – Establishment Plan
The Agency’s Establishment Plan for 2022 was as follows:
Establishment plan in EU Budget Modifications in 2022 in application of

Category and grade 2022 flexibility rule39
Officials TA Officials TA
Administrator (AD) 16
AD 15
AD 14 1
AD 13 6
AD 12 10
AD 11 17
AD 10 26
AD 9 45
AD 8 62
AD 7 44
AD 6 10
AD 5 8
Total AD 229
Assistant (AST) 11
AST 10
AST 9
AST 8
AST 7 1
AST 6 1
AST 5
AST 4
AST 3
AST 2
AST 1
Total AST 2
AST/SC 6
39 In line with Article 38 (1) of the Commission Delegated Regulation 2019/715, the management board may modify, under certain
conditions, the establishment plan by in principle up to 10% of posts authorised, unless the financial rules of the body concerned
allows for a different percentage rate.
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Establishment plan in EU Budget Modifications in 2022 in application of

Category and grade 2022 flexibility rule39
Officials TA Officials TA
AST/SC5
AST/SC4
AST/SC3
AST/SC2
AST/SC1
Total AST/SC
TOTAL
Total AST
AST/SC 6
AST/SC5
AST/SC4
AST/SC3
AST/SC2
AST/SC1
Total AST/SC
TOTAL 231
Information on entry level grades for posts

The established recruitment grades for all selection procedures (external, inter-agency and/or internal) for
the key functions of temporary agents are listed in the table below, which is based on the decision of 28 June
2019 on types of post and post titles in the European GNSS Agency GSA-AB-56-19-06-06:
Type of post Function group / Post title

Grade
Head of Unit or equivalent AD 9 – AD 11 Head of Unit
(exceptionally AD 12) Head of Department
Head of Task Force
Administrator AD 5 – AD 8 Post titles established in the Agency to perform

administrator functions: e.g. Engineer, Senior
Engineer, Officer

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Assistant AST 1 – AST 4 Assistant, Project Assistant
Secretary/Clerk SC 1 – SC 6 Secretary/Clerk
(not foreseen at the
moment)
The below chart shows the grading information for contract agents:
Minimum Entry Highest grade

Type of Post Post Title
Recruitment Grade possible
Senior Technical Officer*
Administrator, Advisor and equivalent Senior Administrator
CA FG IV/16 CA FG IV/18
Technical Officer Senior Project Officer
Team Leader
Technical Officer*
Administrator, Advisor and equivalent Administrator
Technical Officer Project Officer
Team Leader
Administrator, Advisor and equivalent Junior Technical Officer*
Technical Officer Junior Administrator*
Executive Assistant
Executive and Technical Support CA FG III/8 CA FG III/12 Project Support Officer
Technical Expert
Clerical and Secretarial Support CA FG II/4 CA FG II/7 Secretary / Clerk
Manual and Administrative Support
Basic Support CA FG I/1 CA FG I/3
Service Clerk

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Annex V – Human and financial resources by activity
The 2022 distribution of staff was as follows, split by areas of activity:
Allocated on 31 Dec 2022

TA CA, SNE
Security accreditation tasks 14.2 9.9
PRS core activities 1.7 0.4
GSMC operations and preparation 28.8 22.7
Communication, promotion and marketing of the services 19.1 3.8
Agency management 38.2 16.6
EGNSS Exploitation 92.4 6.5
EGNSS core operational security 14.2 0.5
GOVSATCOM 8.5 1.2
Research & Development activities 13.9 2.4
Total 231 64
The financial resources, split by area of activity are:
Commitments in 2022 (EUR)

Security accreditation 998 996,55
Security and PRS tasks 9 730 140,79
Core tasks
GSMC operations 2 751 026

Promotion and marketing of the services 4 465 032,10
General Administration and Agency Management 52 087 296,33
EGNOS Exploitation 284 442 378,72
Delegated tasks
Galileo Exploitation 250 507 462,75

Research & Development (H2020) 34 830 444,88
GOVSATCOM 3 605 840,00
Copernicus 421 868,00
SSA 670 723,87
Total 644 511 209,99

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Annex VI – Contribution, grant and service level agreements. Financial Framework Partnership Agreements
Actual state of play of implementation
General information Financial and HR impact
Date of Total amount Duration Counterpart Short description 2021 2022

signature
Grant agreements
1. GOVSATCOM 21/08/2020 2 999 940 € 30 months Agency as Creation of a coordination Cumulative CA Cumulative PA Cumulative CA Cumulative PA
ENTRUSTED Amount
coordinator relationship scheme between 2 999 940 2 109 330 890 610 281 244
of the potential governmental secure
Number
consortium SatCom users of CA
Number
of SNEs
Amount Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Total grant agreements 2 999 940 2 109 330.00 890 610 281 244
Number
of CA
Number
of SNEs

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Delegation/Contribution agreements
1. 7th framework 01/04/2011 31 200 000 € 84 European Implementation of the FP7, sub- Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
programme - 3rd call months Commission theme Galileo by the Agency – 3rd 1 419 030,18 0 1 419 030,18 0
call Number
of CA
Number
of SNEs
2. PRS 09/09/2011 11 600 000 € Until European Delegation Agreement between Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
31/12/20 Commission the European Union and the 790 667,88 686 180,50 669 492,88 565 005,50
21 European GNSS Agency on the

Number
(originally development of a standalone of CA
60 first generation PRS receiver Number
months) within the frame of the PRS pilot of SNEs
project and the implementation

of the preparatory activities
related to the setting up of the
Galileo Security Monitoring
Centre
3. EGNOS DA 16/04/2014 1 514 000 000 € Until European Delegation Agreement between Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
31/12/20 Commission the European Union and the 674 347 368,97 415 852 565,22 561 269 067,38 381 428 868,63
Number
exploitation of the EGNOS of CA
Programme Number
of SNEs

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4. EGNOS CA 22/06/2021 1 400 000 000 € Until European Contribution Agreement Cumulative CA Cumulative PA Cumulative CA Cumulative PA
31/12/20 Commission between the European Amount

1 400 000 000 246 000 000 1 327 000 000,00 173 000 000,00
27 Commission, representing the
Number
European Union, and the EUSPA
of CA
on the implementation of the
Union Space Programme and
Horizon Europe (pillar ii, cluster
‘digital, industry and space’, Number
of SNEs
space section) under the
Financial Framework Partnership
Agreement (FFPA)
5. GALILEO DA 02/10/2014 2 940 000 000 € Until European Delegation Agreement between Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
31/12/20 Commission the European Union and the 921 220 992,38 783 893 616,75 491 451 849,28 354 124 473,65
Number
exploitation of the Galileo of CA
Programme Number
of SNEs
6. GALILEO CA 02/06/2021 7 100 000 000 € Until European Contribution Agreement Cumulative CA Cumulative PA Cumulative CA Cumulative PA
7 100 000 000 1 118 000 000 6 153 344 515,06 1 171 882 213,78
Number
of CA
Number
Union Space Programme and of SNEs

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‘digital, industry and space’,
Agreement (FFPA)
7. H2020 11/04/2014 173 250 000 € 120 European The implementation of calls of Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
months Commission Horizon 2020 - framework 34 634 440,05 19 025 770,52 25 006 388,19 17 449 467,26
programme for research and Number

innovation of CA
Number
of SNEs
8. Horizon Europe 22/06/2021 304 900 000 € Until European Contribution Agreement Cumulative CA Cumulative PA Cumulative CA Cumulative PA
304 900 000 23 000 000 304 900 000,00 23 307 898,00
Number
of CA
‘digital, industry and space’, Number
of SNEs
Agreement (FFPA)
9. Copernicus Amount Cumulative CA Cumulative PA Cumulative CA Cumulative PA

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22/06/2021 30 000 000 € Until European Contribution Agreement 30 000 000 4 000 000 30 000 000,00 4 000 000,00
31/12/20 Commission between the European
Number
of CA
Number
‘digital, industry and space’, of SNEs
Agreement (FFPA)
10. Contribution 07/04/2020 4 500 000 € 33 months European Actions for the preparation of Cumulative CA Cumulative PA Cumulative CA Cumulative PA
agreement on Amount
Commission GOVSATCOM 4 471 774 1 466 774,00 4 114 145,80 2 474 144,80
GOVSATCOM
preparatory action
Number
of CA
Number
of SNEs
11. GOVSATCOM 22/06/2021 165 000 000 € Until European Contribution Agreement Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
31/12/20 Commission between the European 165 000 000 1 500 000 165 000 000 2 574 462,00
Number
European Union, and the EUSPA of CA
on the implementation of the Number

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Agreement (FFPA)
12. SSA 22/06/2021 1 600 000 € Until European Contribution Agreement Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
31/12/20 Commission between the European 1 600 000 0 1 600 000,00 700 000,00
Number
European Union, and the EUSPA of CA
on the implementation of the Number

Agreement (FFPA)
13. Galileo 21/12/2021 500 000 € 24 months European EUROPEAN UNION Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Application Amount
from Commission European Union Contribution 500 000 0 500 000,00 400 000,00
15/10/20 Agreement - EUSPA Number
21 of CA
MOVE/DDG2.C/SUB/2021-
Number
543/SI2.864105
of SNEs
Total delegation/contribution agreements Amount Cumulative CA Cumulative PA Cumulative CA Cumulative PA

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10 638 884 273.46 2 613 424 906.99 9 066 274 488,77 2 131 906 533,62
Number
of CA
Number
of SNEs
Cumulative CA Cumulative PA Cumulative CA Cumulative PA
Amount
TOTAL 10 641 884 213,46 2 615 534 236,99 9 067 165 098.77 2 132 187 777,62
Number
of CA
Number
of SNEs

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Annex VII – Environment management
The mission of the European Union Agency for the Space Programme (EUSPA), defined by the EU Space
Programme Regulation, is to be the user-oriented operational Agency of the EU Space Programme,
contributing to sustainable growth, security and safety of the European Union.
In the light of its mission and vision, and as part of the Financial Framework Partnership Agreement (FFPA)
EUSPA is obliged to collaborate with EC and ESA to jointly define modalities to reach European climate
neutrality goal by 2050, and cooperating on activities contributing to this target.
Under Art 30 FFPA, EUSPA is obliged to implement an environmental policy by the end of 2023, referring to
the Eco-Management and Audit Scheme (EMAS).
Accordingly, EUSPA has decided to commit to the process of reducing its environmental impacts, optimising
resource consumption and decreasing its carbon footprint. This will be carried out in the perspective of
continuous improvement of EUSPA’s environmental performance and will be supported via the gradual
implementation of EMAS.
As a first step, EUSPA adopted and published its environmental policy on 16 December 2022
(https://www.euspa.europa.eu/sites/default/files/euspa_environmental_policy.pdf).
In that document, EUSPA commits itself to the implementation of this policy with a particular focus on
continuous improvement, in line with its quality standards and Integrated Management System (IMS), hence
via an accurate monitoring of the Agency’s current performance, the relevant Key Performance Indicators
(KPIs) and the consolidation an awareness-raising campaign involving all staff and users of EUSPA sites and
will work towards the following outcomes:
• Increased awareness of EUSPA staff and users of EUSPA sites with regards to sustainability and
environmental footprint of our operations;
• Optimal use and allocation of EUSPA’s resources;

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• Improved practices to achieve the EU Green Deal targets.
Finally, EUSPA also actively collaborated with the Commission on green ambitions applied to space, to ensure
not only a specific focus on the environmental impact of its core business but also to set the grounds for a
long-term commitment from the perspective of continuous improvement

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Annex VIII - Draft Annual Accounts and Financial Reports
The Provisional Annual Accounts for the reporting period were prepared and sent to the European
Commission and the discharge authorities in accordance with the provisions of the Financial Regulation.
In Q1 2023, the Court of Auditors will audit these Accounts. After their final remarks, the Agency will submit
the 2022 Final Annual Accounts to its Administrative Board for adoption in June 2023. Once approved by the
Administrative Board, the Agency will annex these to this report for reference.

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Annex IX – Specific Annexes related to part 2
IX.1 EUSPA Legal Framework (as of 31 December 2022)
Issue -
Document Ref.
Date
Regulation (EU) 2021/696 of the European Parliament and of the Council of
28 April 2021 establishing the Union Space Programme and the European Union 28 April
2021/696
Agency for the Space Programme and repealing Regulations (EU) No 912/2010, 2021
(EU) No 1285/2013 and (EU) No 377/2014 and Decision No 541/2014/EU.
Commission Decision (EU, Euratom) 2015/444 of 13 March 2015 on the security 13 March
2015/444
rules for protecting EU classified information 2015
Decision No 1104/2011/EU of the European Parliament and of the Council of 25 1104/2011
25 Oct
October 2011 on the rules for access to the Public Regulated Service provided by (enforced on
2011
the Global Navigation Satellite System established under the Galileo programme 5/11/2011)
Regulation (EU, Euratom) 2018/1046 of the European Parliament and of the
Council of 18 July 2018 on the financial rules applicable to the general budget of
the Union, amending Regulations (EU) No 1296/2013, (EU) No 1301/2013, (EU) No 18 July
2018/1046
1303/2013, (EU) No 1304/2013, (EU) No 1309/2013, (EU) No 1316/2013, (EU) No 2018
223/2014, (EU) No 283/2014, and Decision No 541/2014/EU and repealing
Regulation (EU, Euratom) No 966/2012
16 August
Decision of the Administrative Board adopting the Agency Financial Regulation WP 69
2019
Regulation No 31 (EEC), 11 (EAEC), laying down the Staff Regulations of Officials
and the Conditions of Employment of Other Servants of the European Economic 14 June
Staff Regulations
Community and the European Atomic Energy Community as subsequently 1962
amended

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Annex X - List of acronyms
Abbreviation Definition
AD Administrator
ANSP Air Navigation Service Providers
APV Approach Procedure with Vertical Guidance
ARB Anomaly Review Board
AST Assistant
ATO pre-Approval To Operate
BC Business Continuity
CA Contract Agent
CCB Change Control Board
CDA Crypto-Distribution Authority
CFSP Common Foreign and Security Policy
CLGE Council of European Geodetic Surveyors
CMS Common Minimum Standards
COMSEC Communication Security
CPA Competent PRS Authority
CS Commercial Service
DG DEFIS Directorate-General for Defence, Industry and Space
DG GROW Directorate-General for Internal Market, Industry, Entrepreneurship and SMEs
EASA European Aviation Safety Agency
EC European Commission
ECA European Court of Auditors
ECM Enterprise Content Management
EEAS European External Action Service
EFTA European Free Trade Association
EGNOS European Geostationary Navigation Overlay Service
EGNSS European Global Navigation Satellite System
ELT Emergency Location Transmitter
EMC Enhanced Minimum Configuration
ESA European Space Agency

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ESTEC European Space Research and Technology Centre
EU European Union
EUCI EU Classified Information
EUPOS European Position Determination System
EURATOM The European Atomic Energy Community
EUSPA European Union Agency for the Space Programme
FE Fundamental Elements
FFPA Financial Framework Partnership Agreement
FKC Flight Key Cell
FLAG Five Lives Advisory Group
FOC Full Operational Capability
GAL Galileo
GCC Galileo Control Centre
GCC-D Galileo Control Centre - Germany
GCC-I Galileo Control Centre - Italy
GCS Galileo Control Segment
GDDN Galileo Data Dissemination Network
GEO Global Earth Observation
GMS Ground Mission Segment
GNSS Global Navigation Satellite System
GPS Global Positioning System (USA)
GRC Galileo Reference Centre
GRON Galileo Robust Operational Network
GRUE GSA EU Restricted Network
GSA European GNSS Agency
GSAP GNSS Security Accreditation Panel
GSC GNSS Service Centre
GSF Galileo Security Facility
GSMC Galileo Security Monitoring Centre
GSMC-ES Galileo Security Monitoring Centre - Spain
GSMC-FR Galileo Security Monitoring Centre - France
GSOp Galileo Service Operator

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GSS Galileo Sensor Station
H2020 Horizon 2020
HAS High Accuracy Service
HE Horizon Europe
HR Human Resources
IAC Internal Audit Capability
IALA International Association of Lighthouses Authorities
IAS Internal Audit Service
IATO Approval to Operate
ICS Internal Control Standards
ICT Information and Communications Technology
JRC Joint Research Centre
IMS Integrated Management System
ISO International Standards Organisation
IT Information Technology
ITS Intelligent Transport Systems
KMP Key Management Plan
KPI Key Performance Indicator
LBS Location-Based Services
LEOP Launch and Early Operation Phase
L-SMC LEOP Security Monitoring Cell
LPV Localiser Performance with Vertical Guidance
M2M Machine-to-machine
MGF/ULS Message Generation Facility / Uplink Station
OS Open Service
OS-NMA Open Service Message Authentication
PA Product Assurance
PLB Personal Locator Beacon
PRS Public Regulated Service
P3RS-2 PRS Pilot Project 2
QA Quality Assurance
RIMS Ranging and Integrity Monitoring Station

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RLS Return Link Service
RLSP Return Link Service Provider
RAMS Reliability, Availability, Maintainability and Safety
R-UE / UE-R EU Restricted
SECMON Security Monitoring
SecOps Security Operating Procedures
SAA Security Accreditation Authority
SAB Security Accreditation Board
SAR Search And Rescue
SATO Site Approval To Operate
SB System Build
SBAS Satellite Based Augmentation System
SIH Security Incident Handler
SINA Secure Inter-Network Architecture
SLA Service Level Agreement
SNE Seconded National Expert
SOIF Security Operational and Intelligence Facility
SPD Single Programming Document
SSA Space Situational Awareness
SST Space Surveillance and Tracking
TA Temporary Agent
TF Task Force
UCP User Consultation Platform
WBS Work Breakdown Structure
WG Working Group
WP Work Package

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Euspa Consolidated Annual Activity Report 2022

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Consolidated Annual Activity Report

[in pursuance of Financial Regulation 2018/1046, Commission Delegated Regulation No 2019/7151]

ADMINISTRATIVE BOARD CHAIR’S ANALYSIS AND ASSESSMENT ................................................................................... 6

NOTE BY THE CHAIR OF THE SECURITY ACCREDITATION BOARD .................................................................................. 7

NOTE BY THE EXECUTIVE DIRECTOR ....................................................................................................................... 9

EXECUTIVE SUMMARY ......................................................................................................................... 11

1. ACHIEVEMENTS IN 2022 ................................................................................................................... 13

1.1 SECURITY ACCREDITATION ACTIVITIES ............................................................................................................ 14

1.1.1 Tasks until 2024 ............................................................................................................................... 14

1.1.2 Highlights for 2022 .......................................................................................................................... 15

1.1.3 Tasks for 2022 ................................................................................................................................. 16

1.2 OPERATIONAL SECURITY OF EGNSS COMPONENTS .......................................................................................... 26

1.2.1 Tasks until 2024 ............................................................................................................................... 26

1.2.2 Highlights for 2022 .......................................................................................................................... 26

1.2.3 Tasks for 2022 ................................................................................................................................. 27

1.3 OPERATION OF THE GALILEO SECURITY MONITORING CENTRE............................................................................ 33

1.3.1 Tasks until 2024 ............................................................................................................................... 33

1.3.2 Highlights for 2022 .......................................................................................................................... 35

1.3.3 Tasks for 2022 ................................................................................................................................. 38

1.4 PUBLIC REGULATED SERVICE ......................................................................................................................... 48

1.4.1 Tasks until 2024 ............................................................................................................................... 48

1.4.2 Highlights for 2022 .......................................................................................................................... 48

Consolidated Annual Activity Report 2022 Page 2 of 207

1.4.3 Tasks for 2022 ................................................................................................................................. 50

1.5 COMMUNICATION, PROMOTION AND MARKETING OF THE SERVICES ................................................................... 52

1.5.1 Tasks until 2024 ............................................................................................................................... 52

1.5.2 Highlights for 2022 .......................................................................................................................... 53

1.5.3 Tasks for 2022.............................................................................................................................. 58

1.6 AGENCY MANAGEMENT .............................................................................................................................. 88

1.6.1 Highlights for 2022 .......................................................................................................................... 88

1.6.2 Tasks for 2022 ................................................................................................................................. 90

1.7 DELEGATED ACTIVITIES (FOR INFORMATION ONLY) .................................................................................. 110

1.7.1 EGNSS Exploitation Programme Management ............................................................................. 110

1.7.2 GOVSATCOM Activities .................................................................................................................. 116

1.7.3 Space Situational Awareness Activities ......................................................................................... 117

1.7.4 Research and Development Activities ........................................................................................... 117

1.7.6 User Uptake Activities ................................................................................................................... 132

2.1 MANAGEMENT BOARD .............................................................................................................................. 134

2.1.1 The Administrative Board .............................................................................................................. 134

2.1.2 The Security Accreditation Board .................................................................................................. 136

2.2 MAJOR DEVELOPMENTS ............................................................................................................................ 141

2.3 BUDGETARY AND FINANCIAL MANAGEMENT .................................................................................................. 142

2.5 HUMAN RESOURCES MANAGEMENT ............................................................................................................ 144

2.6 STRATEGY FOR EFFICIENCY GAINS ................................................................................................................. 146

2.9 FOLLOW UP OF RECOMMENDATIONS FROM THE DISCHARGE AUTHORITY ............................................................ 160

2.10 ENVIRONMENT MANAGEMENT ................................................................................................................. 170

2.11 ASSESSMENT BY MANAGEMENT ................................................................................................................ 170

3. ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS .................................... 172

3.1 EFFECTIVENESS OF INTERNAL CONTROL SYSTEMS ............................................................................................ 172

3.2 CONCLUSIONS OF ASSESSMENT OF INTERNAL CONTROL SYSTEMS ...................................................................... 172

3.3 RISK MANAGEMENT .................................................................................................................................. 176

4. MANAGEMENT ASSURANCE ........................................................................................................... 178

4.1 REVIEW OF THE ELEMENTS SUPPORTING ASSURANCE ...................................................................................... 178

4.2 RESERVATIONS ......................................................................................................................................... 178

5. DECLARATION OF ASSURANCE ........................................................................................................ 180

ANNEXES ........................................................................................................................................... 181

ANNEX I – CORE BUSINESS STATISTICS ................................................................................................................ 181

ANNEX II – STATISTICS ON FINANCIAL MANAGEMENT ........................................................................................... 182