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July 25, 2018 | Local, Land, Security

Autonomous security vehicle to patrol Edmonton International Airport perimeter fence

Edmonton International Airport Press Release

An autonomous security all-terrain vehicle (ATV) developed by the Alberta Centre for Advanced MNT (microprocessor and nanotechnology) Products (ACAMP) is ready to patrol the perimeter security fence at Edmonton International Airport (EIA).

The unarmed vehicle is controlled remotely by humans and can also drive autonomously, incorporating machine-learning to perform its tasks.

“Safety and security is our number one priority at EIA and the autonomous ATV security vehicle will enhance our patrol of the perimeter fencing that secures the 7,000 acres of land at our airport,” says Steve Maybee, EIA's vice-president of operations and infrastructure.

“The partnership with ACAMP to build the vehicle is also part of a larger effort to foster innovation, collaboration and economic diversification through our Airport City's growing number of technology and aerospace companies.”

The new vehicle system includes navigation, path planning, obstacle avoidance, animal and human recognition, communication systems to airport security, geo-fencing, situational awareness and analysis and more.

The autonomous ATV patrols will focus on the following:

  • Identifying damage to the chain-link fence and fence posts, verifying barbed wire is taut and undamaged, and detecting holes or gaps under the fence;
  • Detecting human or animal activity; and
  • Searching for obstacles using LiDAR (Light Detection and Ranging).
  • “The partnership with EIA has helped us build a customizable platform that uses the latest in artificial intelligence, telematics, communications and other technologies that has application worldwide,” said Rosy Amlani, ACAMP's CFO and vice-president of business development.

    EIA is a member of the Advanced Systems for Transportation Consortium established by ACAMP and supported by the Government of Alberta.

    ACAMP is a member of the Alberta Aerospace and Technology Centre at EIA.

    ACAMP and EIA were able to harness technologies developed by consortium members to construct and test the autonomous ATV security vehicle, readying it for regular use at EIA.

https://www.skiesmag.com/press-releases/autonomous-security-vehicle-to-patrol-edmonton-international-airport-perimeter-fence/

On the same subject

  • A new Defence Procurement Agency – Would it solve anything?

    November 5, 2019 | Local, Aerospace, Naval, Land, C4ISR, Security

    A new Defence Procurement Agency – Would it solve anything?

    By Brian Mersereau Defence Watch Guest Writer During the recent federal election, the issue of considering a new Defence Procurement Agency or DPA surfaced again. The Liberals made such an organization part of their defence platform this time around as part of their plan to improve military procurement. While positive outcomes could result from a new organizational structure, simply installing one will not in and of itself create an efficient procurement model. It most certainly will not address in any substantive manner why taxpayers pay far too much to acquire the defence capabilities Canada needs to protect our sovereign interests in a world that has become increasingly unstable in recent years. It appears that, in many cases, Canada pays more per unit of capability to satisfy its defence needs than most of its allies. Unfortunately, though quite logically, this phenomenon has effectively shrunk the size of our armed forces as the number of platforms we can afford to acquire continues to dwindle due to high costs. While this approach can create short-term jobs, they are ultimately unsustainable since there is no international market for our higher-priced solutions. This is not the direction in which Canada should be headed. Before Canada decides to move ahead with a new procurement agency, it should assemble a “smart persons” panel or forum to thoroughly review the existing system and establish the mandate and objectives of whatever type of organization results from said review. Such a review group must be composed of people from the public and private sector with significant experience, not skewed with staff whose procurement experience primarily consists of exposure to the Canadian “way”. During this review, the panel must examine various issues which are currently perceived to be an impediment to the efficiency of Canada's procurement system. Based on my own years of experience on both the buy and sell sides of the procurement equation, the following areas merit some serious thought: Organizational Structure The fewer individuals, departments and oversight committees with their fingers in the “procurement pie”, the quicker and more coherently things will get done. Even at today's interest rates, time really is money for all involved in the process. Adding more time to a schedule for another management review quite often has a negative impact. While I understand governance and oversight committees have their place, their overinvolvement can produce negative outcomes if mandates are not absolutely clear and if individuals on these committees have limited experience with respect to the issue at hand. Risk Canada's ongoing method for defence procurement is that it will not assume any risk on their side of a contract. If Canada insists the private sector must accept all risk, the private sector will so oblige – but at a significant price and to the detriment of schedules and timelines. As contract prices necessarily increase, so do governments costs to manage the contract. In reality, the most efficient procurement solution for Canada would see some elements of risk managed by the buyer, rather than entirely borne by the seller. More consideration needs to go into balanced risk-sharing formulas. Process Canada has an extremely hands-on procurement process for major systems during the competitive phase, as well as during the implementation of the contract. Even in this digital age, Canada hamstrings its own progress with the sheer degree of detail and bureaucracy it requires; unbelievably, freight trucks are still required to deliver proposals. It seems as though, on occasion, the buyer thinks it knows more about designing and engineering the defence systems Canada needs than the actual designers and engineers for whom it is a primary occupation. Requirements of little or no consequence are painstakingly spelled out in the greatest of detail. Such an approach has a tremendous impact on the amount of time consumed by both the buyer and seller, again driving up costs and extending schedules. Less “hand holding” by the customer must be seriously considered. Sole Source In the procurement world, “sole source” is often viewed as a dirty phrase. Frequently, Canada attempts to run competitions in scenarios where the chances of achieving any meaningful savings or benefits related to competition are low at best. This takes years and drives costs higher at no measurable gain for the buyer. The parameters of when and under what circumstances Canada should move directly to a sole source should be thoroughly reviewed. Significant resources are being wasted managing nearly meaningless processes. Skills Canada's internal skill set for managing large, complex defence procurements does not appear to be adequate. As a result, it turns more and more often to the expertise of external third parties in order to keep up with large private sector firms at the negotiation table from a knowledge and experience standpoint. While there will always be a need for some third-party expertise, project managing many external suppliers in the negotiation phase – each of whom have their own agendas – only further complicates the already convoluted procurement process. Canada would be much better off with an enhanced internal core staff. If Canada takes the time to review the appropriateness of some form of DPA model, it must cast the net wider and review other critical aspects of the procurement process – or else any organizational changes will inevitably succumb to the systematic inertia of the overall process. A failure to do so means Canada will continue struggling mightily to stand-up the level of defence and security necessary to secure its citizens in an increasingly turbulent world. https://ottawacitizen.com/news/national/defence-watch/a-new-defence-procurement-agency-would-it-solve-anything

  • Electrical Components International Acquires Promark Electronics

    July 6, 2021 | Local, Aerospace, Naval, Land, C4ISR, Security

    Electrical Components International Acquires Promark Electronics

    July 06, 2021 08:00 AM Eastern Daylight Time ST. LOUIS & MONTREAL--(BUSINESS WIRE)--Electrical Components International, Inc. (“ECI”), a leading global supplier of wire harnesses, electrical components, and sub-assemblies for diversified industrial markets, today announced the acquisition of Promark Electronics Inc. (“Promark Electronics”). Founded in 1987 by Syd Knecht, Promark Electronics is a manufacturer of wire harnesses and cable and electromechanical assemblies utilized by commercial electric vehicles and other technically-complex, mission-critical products. With the growing demand for commercial electric vehicles, Promark Electronics has developed high-voltage cable and assemblies as part of its ProEV™ platform, which has made it a trusted partner to leading commercial electric vehicle manufacturers. The company will continue and expand its manufacturing operations in its Montreal, Quebec, Canada facilities. “We are excited to partner with Promark Electronics and establish ECI as the high-voltage harness supplier of choice in high-value, high-growth markets,” said Mike Balsei, Chief Executive Officer of ECI. “With ECI's global scale and Promark Electronics' proprietary solutions, we will be able to help manufacturers meet the increasing demand for commercial electric vehicles as well as in adjacent e-mobility verticals.” The Knecht Family will continue to lead the Promark Electronics team. In a joint statement, Jarred, Brandon, and Robert Knecht commented: “We are incredibly proud of the business and reputation that our family has built over the past three decades. We are thrilled to have found an industry-leading partner to help us further accelerate our growth, particularly in the e-mobility space. We are excited to join the ECI family, deepen our customer relationships, and continue our long track record of innovation and excellence.” ECI is a portfolio company of Cerberus Capital Management, L.P. (“Cerberus”), a global leader in alternative investing. Earlier this year, ECI acquired Omni Connection International, a manufacturer of wire harnesses and connection systems for leading tier one automotive suppliers. Michael Sanford, Senior Managing Director at Cerberus, added: “Promark Electronics adds a highly complementary platform serving a rapidly growing market. We remain excited about the strategic opportunities for ECI and look forward to supporting the business' continued growth.” Barclays served as financial advisor and Blake, Cassels & Graydon LLP and Debevoise & Plimpton LLP served as legal counsel to ECI and Cerberus. Lincoln International LLC, Crowe BGK, and EY served as financial advisors to Promark Electronics and Osler, Hoskin & Harcourt LLP acted as legal counsel. About ECI Founded in 1953, Electrical Components International, Inc. (ECI) is one of the world's leading wire harness, electrical components, and sub-assembly suppliers for diversified industrial markets. With nearly 22,000 employees in 31 facilities spanning eight countries and four continents, ECI's “blue-chip” customer base includes many firms in the Fortune 500 across the appliance, HVAC, construction, agriculture, transportation, and critical infrastructure sectors. For more information about ECI, visit www.ecintl.com. About Promark Electronics Founded in 1987 by Syd Knecht and headquartered in Montreal, Quebec, Canada, Promark Electronics is a state-of-the-art electronics manufacturer, serving OEMs in industries with complex production processes and applications, including e-mobility, industrial technology, medical, mining, aerospace, space, and defense industries. For more information, visit www.PMK.com. About Cerberus Founded in 1992, Cerberus is a global leader in alternative investing with over $55 billion in assets across complementary credit, private equity, and real estate strategies. We invest across the capital structure where our integrated investment platforms and proprietary operating capabilities create an edge to improve performance and drive long-term value. Our tenured teams have experience working collaboratively across asset classes, sectors, and geographies to seek strong risk-adjusted returns for our investors. For more information about our people and platforms, visit us at www.cerberus.com. Contacts ECI Julie Mottershead julie.mottershead@ecintl.com (314) 261-7774 Cerberus Akash Lodh Sard Verbinnen & Co. Cerberus-SVC@sardverb.com (202) 758-4263

  • First delivery of RCAF CC-295 could be delayed

    November 26, 2019 | Local, Aerospace

    First delivery of RCAF CC-295 could be delayed

    by Chris Thatcher Complications with the technical manuals for the Royal Canadian Air Force (RCAF) CC-295 search and rescue (SAR) aircraft could delay delivery of the first plane. Manufacturer Airbus Defence and Space unveiled the first C295W (CC-295 is its Canadian designation) in its distinctive RCAF search and rescue paint scheme in mid-October at its production facility in Seville, Spain, and was anticipating handover by the end of the year. While members of the SAR test and evaluation flight of 434 Operational Test and Evaluation Squadron have been in Seville since early fall to assess the aircraft and complete various flight and technical manuals, the Air Force has yet to accept the aircraft. “There have been challenges in the completion of the required technical manuals, which are required for all aspects of safe aircraft operation — from flying to maintenance,” the RCAF and assistant deputy minister (materiel), the military's acquisition branch, said in a statement. “Technical manuals are a critical component when it comes to the safe operation of any fleet. The safety of our aviators is simply not something we are willing to compromise on. We continue to collaborate with Airbus, prioritizing the work required in order to deliver the new search and rescue aircraft safely and effectively.” In a statement to CTV News, an Airbus spokesperson said, “Work on operational technical publications is under review to ensure these are tailored to the customer's requirements and additional time is required.” Airbus will deliver 16 of the twin-propeller CC-295 aircraft to replace the de Havilland CC-115 Buffalo and Lockheed Martin CC-130 Hercules used in a search and rescue role. Despite the delay, the RCAF is still expecting to bring the first aircraft to 19 Wing Comox. B.C., by April 2020. “While it is not yet known if this will cause a delay in final delivery, we remain optimistic that the supplier can work towards an acceptable solution so that our on-site testing and evaluations can be done prior to flying the first aircraft to Canada next spring, as previously planned,” said a spokesperson. In its statement to CTV, Airbus said it had been working “tirelessly to meet the demanding delivery milestones of the Canadian [fixed-wing search and rescue] FWSAR program and to date the company has successfully completed design, development, certification and manufacture of the aircraft, as well as the first stages establishing the program's support operations in Canada.” In addition to the first aircraft, six more CC-295s are in final assembly or completing flight test. Aircrew and maintainers with 418 Search and Rescue Operational Training Squadron, reactivated on July 11, 2019, began initial cadre training on the CC-295 at Airbus' facility in Spain in September. The aircraft will operate from four main bases in Comox, Winnipeg, Man., Trenton, Ont., and Greenwood, N.S. https://www.skiesmag.com/news/first-delivery-of-airbus-c295w-to-rcaf-could-be-delayed

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