"According to the current political and economic situation, the understanding of common security and defence problems seems to be one of the strategic goals in education of future officers in the UE. The process of implementation of modern security policies always takes place in national as well as international environment in relation to current threats, risks and chances. Therefore safety problems need to be analysed and proceeded in the global context of international relation, close cooperation and competition.The experiences, based on modern safety challenges, clearly point out the need to change traditional leaders to ‘commander-leaders’, who have the ability to actively adjust to a situation and create own ideas and aspirations towards the surrounding reality to achieve strategic goals with simultaneous decrease of human losses.The need for education of “commander-leader” and not only ‘leaders’ is currently more and more present in modern armies. In many armies, the term ‘leader’ instead of ‘commander’ is being used in relation to junior members of staff.In the Global Strategy on Foreign and Security Policy for the European Union five priorities of foreign policy of United European have been determined: Security and Defence, Building Resilience and taking an Integrated Approach to conflicts and crises, addressing the Internal/External Nexus, updating existing strategies and preparing news ones, and enhancing Public Diplomacy. Accordingly, for armed forces to fit into new strategy and to achieve desired goal, it is necessary to implement new thematic training for future military leaders in line with EU security priorities. The knowledge and skills of personnel in modern hierarchical organization, oriented on development and success, needs to be looked upon from the perspective of tasks, that it might have to be fulfilled now or in the nearby future. They need to be considered in terms of environment and today's and upcoming threats as well as concepts of activities conducted by military in the national and international system. The knowledge of modern commander-leader must have a broad, interdisciplinary character, reaching beyond the training course. Today, the professionalism cannot be limited only to combat. Modern leader should be an actual commander of his subordinates. Therefore, the authority and leadership competences are necessary and should be based on consolidation of his acquired knowledge and skills acquired and developed during his duty and perfected during international courses and trainings. Knowledge and skills of today’s military personnel should be a result of schooling focused on regular combat actions, but also to organize and implement activities other than war. Modern leader should own necessary job and social competences covering not only necessary military knowledge, but also general humanistic preparation embedded in the civilization and culture reality, which will allow the fulfilment of the expectations posed by the European Union (and NATO) community.That is why the Military University of Land Forces, in close cooperation with partner academies from Greece and Portugal, proposed developing of 4 international short-term competence training courses/modules (including the materials to support education process) and establishing of three thematic training centers, in which the leadership skills of cadets and officers – leaders in European Union - will be improved. Development of competence training courses was conducted according to the following division:Portugal was responsible for Leadership and communication;Greece was responsible for Crisis management;Poland was responsible for creation of 2 workshops: Stress management ,and Leadership, Motivation and Influence.Additionally, to fully exploit the subject, the intensive course for students ""Leadership in Practice"" was organised, during which students were subjected to external stimulus (based on leadership competencies development) that affected their decisions. The classes in these courses were conducted not only by experienced educators from partner academies, but also guest instructors from the U.S.In organized workshops and intensive programme for students, according to project and partnership agreement, participated cadet test group of 48 students (16 students from each partner institution). Additionally, there were 18 teachers from partner institutions participating in the workshops for teachers. These workshops aimed at capacity building at each partner. Conducting the test phase (test drive) of the programme that included military students, allowed necessary adjustment and corrections, especially in terms of feasibility and readibility of programme and teaching aids (e-books, e-learning courses, etc) for future users. Preparation of instructors/teachers and training aids allow future independent implementation of the program to partner and other willing users programmes, way after end of the project."

2-3SST2016-17 is the "Second and third funding line in 2016 and 2017 for the further development of a European SST Service provision function” project proposed under H2020 funding by the EUSST Consortium composed of five participating Member States in coordination with the EU SatCen. The project starts on 01/10/2017 and is composed of a Part I planned for a duration of 27 months until 31/12/2019 and Part II planned for a duration of 39 months until 31/12/2020, which indeed constitutes the end date of the project. The aim is twofold: (1) to continue to support the pooling of national resources on the SST objectives outlined in the Decision No 541/2014/EU in accordance with the Action Plan outlined in the EUSSTFPA and (2) continue to support the SST evolution needs in line with the objectives and challenges of Horizon 2020 related to protecting Europe´s investment made in space infrastructure. This will be performed by (1) consolidating the EUSST functions and SST capability at European level, supported by the implementation of an Integrated Management for all SST2016-17 project whose core elements are in 2-3SST2016-17 and (2) the improvement of the EUSST functions and capabilities, in accordance with the Action Plan outlined in the EUSSTFPA, consisting in both studies and upgrades of identified sensors controlled by the EUSST Member States with the aim to investigate and perform improvement of the EUSST functions and capabilities. The project is organised in 9 Work Packages (Project Administration, Projects´ Management, Governance, Consolidation of the sensor function, Consolidation of the processing function, Consolidation of the service function and user coordination, Studies on Future Environment and Trade-off, Studies on sensor and processing capabilities, Development Plan and Upgrades) each with a specific timeline and under the main responsibility of one Consortium partner and supervised by the Project Coordinator (DLR). An additional WP is set to comply with ethics requirements. The main project milestones are foreseen at M9, M15, M27 (Final Review for Part I) and M39 (Final Review for Part II and end of the project).

The goal of the 2-3SST2018-20 project is to enhance and evolve the EUSST system in line with the Decision nº 541/2014/EU. Three main objectives have been set for the scope and duration of the activity: 1. Foster European Cooperation in the SST domain: at this respect, the Joint Project Management Team, started in the 1SST2018-20, will be continued and further evolved; special focus will be devoted to Risk Management and KPIs for improving the performance monitoring. A closer supervision of the fulfillment of the schedule and financial commitments, with improved quarterly flash reports, will be carried out. Additionally, technical evolutions will raise cooperation among participants, for example by means of the development of a SW prototype for a coordinated scheduler of sensors and the analysis for the evolution of the EUSST catalogue precursor. 2. Improve the EUSST performance towards larger autonomy: the developments needed for the evolution of the sensor, service and processing functions will be defined for its further deployment into the operational layer. Alignment of the activities under 1SST2018-20 and 2-3SST2018-20 will be ensured by the EUSST Governance, in line with the architecture studies and the users’ needs. Special efforts will be done in the domain of the EUSST Database, the EUSST catalogue precursor, architecture studies and the interaction with stakeholders and users. 3. Pave the way for the evolution of the European SST to respond to new challenges in Space: last, but not least, sensors with high added value to the EUSST system, as identified in the Architecture trade-off will be upgraded. Moreover, studies with sounded technical content will be carried out in all the domains (sensors, data processing and services) to ensure the EUSST is prepared for the new challenges in space

The societal need for sustainable exploitation of aquatic resources, requires support to monitoring need to ensure sustainable fishing, increasingly resorting to aquaculture, and a tighter control on fishing activities provides an opportunity for commercial EO services in this area. Based on Copernicus and GEOSS data and resources, it is now possible to implement commercially-oriented services for 1) fishing authorities wishing to have an improved control over marine resources; 2) responsible fishing companies willing to certify their compliance to sustainability by ecolabeling fish provenance; 3) the fast growing aquaculture industry assessing their risks and potential revenues; and 4) aquaculture regulators in understanding the impact of fish farms, in order to decide based on bespoke scientific solutions. NextOcean is proposed by a consortium of companies, research institutions, a business school and a buyers group supporting the development of innovative services. It targets fishing and aquaculture by proposing EO commercial services for the public and private sectors. It builds on past activities, proposing an integrated solution. The services will address 4User Scenarios: Monitoring Fishing Activities and Impact; Mimisation of Bycatch and Ecolabeling; Monitoring Aquaculture Impacts; and New Fish Farms. The involvement of the potential clients is done progressively, with an initial group of Alpha Users already engaged, supporting co-design of solutions. The buyers group is then enlarged to a wider group of beta testers and potential clients, who will define further evolutions, and the path to integration into their decision-making processes. NextOcean will define clear KPIs and success criteria for the services, including on the integration in the value chain. Dedicated workshops and training sessions will be held with the larger community, where the services will be advertised, explained and assessed in light of the interests and knowledge of the communities