Back to news

November 18, 2019 | Information, Other Defence

Canada needs to start seeing Russia and China as 'adversaries,' says ex-CSIS chief

Richard Fadden said Ottawa needs to acknowledge the United States is withdrawing from global leadership

Murray Brewster

Canada needs to be "clear-eyed" about the threat posed by Russia and China — and the power vacuum at the global level left by the United States' growing isolationism — a former national security adviser to prime ministers told an audience of military and defence officials Friday.

"The risks posed by these two countries are certainly different, but they are generally based on advancing all their interests to the detriment of the West," Richard Fadden, former national security adviser to both Prime Minister Justin Trudeau and his predecessor, Stephen Harper, said in a speech to the Conference of Defence Associations Institute (CDAI) Friday.

"Their activities span the political, military and economic spheres."

Fadden, who also served as the head of the Canadian Security Intelligence Service and as deputy defence minister, made the remarks at the CDAI's annual Vimy Dinner in Ottawa.

He said his criticism was not political or aimed at any particular government, but was meant to prompt public debate about security and defence policies — a subject that was virtually ignored during the recently concluded federal election.

Both China and Russia have demonstrated they are prepared to "use virtually any means to attain their goals," while the U.S. has effectively withdrawn from the world stage, Fadden said.

That emerging vacuum means Canada will have to work harder with other allies to address global crises at times when the Americans are unable, or unwilling, to lead.

'Clear limits to what we will accept'

But to do that, Fadden said, Canada will have to be "clear-eyed" about the way the world has changed over the last decade or more.

Canada should "recognize our adversaries for what they are, recognize we have to deal with them, but draw clear limits to what we will accept," he said.

Ottawa also has to recognize, he said, that the old post-Cold War world order "with comprehensive U.S. leadership is gone, and is not coming back in the form we knew."

In some respects, Fadden's remarks are a more blunt and urgent assessment of the geopolitical landscape than the one Foreign Affairs Minister Chrystia Freeland delivered in a landmark speech in June 2017, when she warned Canada could no longer depend upon U.S. protection and leadership.

The comments by the former top security official came just as French President Emmanuel Macron also was lamenting the loss of American leadership, saying NATO is facing "brain death" without Washington's full involvement.

When he was director of CSIS a number of years ago, Fadden warned about increasing Chinese influence over Canadian municipal and provincial politics.

He said during his speech Friday that "the West does not have its act together as much as it could and should" and its response to emerging threats has been dysfunctional.

Meanwhile, Fadden said, the rise in violent radicalism in the West is no longer being confined to Islamist extremism.

"Right-wing terrorism is growing and, like its cousin jihadist terrorism, it is a globalized threat," he said. "We will ignore it at our peril."

His speech also touched on emerging threats in cyber warfare.

Many western democracies have not felt threatened in the globalized world of the last three decades — but that era is ending now, said Fadden, and Canadians have to face new sources of risk.

"This issue is especially visible in Canada," he said. "We are surrounded by three oceans and the U.S., so we don't really feel threatened when, in a totally globalized world, that is unrealistic."

On the same subject

  • Defence Procurement - Air

    February 2, 2018 | Information, Aerospace

    Defence Procurement - Air

    Public Services and Procurement Canada is responsible for the oversight of major aircraft procurement initiatives, including: Replacing and supplementing Canada's CF-18 fleet National Fighter Procurement Secretariat Fixed-Wing Search and Rescue Aircraft Replacement Project Other major projects - Air The department is also responsible for acquiring a wide range of complex aerospace systems, including military and civilian aircraft, and related mechanical systems, equipment, aircraft trainers and simulators and logistic spares. It also acquires various services such as engineering, repair and overhaul, maintenance, modifications, component repair, publications maintenance and revision services.

  • Managing Intellectual Property in Defence and Marine Procurement

    January 9, 2018 | Information, Naval

    Managing Intellectual Property in Defence and Marine Procurement

    Industry and government collaborate on Principles for the Management of Intellectual Property in Defence and Marine Procurement In 2017 Public Services and Procurement Canada, the Department of National Defence, Innovation Science Economic Development Canada and the Canadian Coast Guard worked with Canadian defence industry representatives such as Canadian Association of Defence and Security Industries (CADSI) and Aerospace Industries Association of Canada (AIAC), through the Defence Industry Advisory Group, to develop principles for the management of IP in defence and marine procurement. The Principles for the Management of IP in Defence and Marine Procurement (Principles) provide a broad policy foundation for IP management in defence and marine procurement by the Government of Canada that: reflect the Government's national interests and strategic defence and marine capability needs reflect the defence industry's interests in the protection of privately developed IP as valuable business and economic assets and as a factor in creating and sustaining an innovative Canadian defence and marine industry recognize that the development, protection and commercialization of IP are critical among several priorities to advance a broader Canadian socio-economic agenda, including economic growth and jobs recognize that IP management occurs between the Government and defence industry in strategic and dynamic sectors subject to rapid technological changes, and emerging defence capabilities and vulnerabilities serve as a framework for adaptable, flexible, principles-based and outcome-based approaches using IP management strategies that help government secure needed capabilities and ensure value for money while bolstering industry innovation and sustainability, and serve as a framework to help define IP requirements, draft contracts and design bid evaluations at earliest stages in procurements, while also helping guide the management of IP throughout the lifecycle of defence and marine assets The Principles align with the Canadian Government's Contracting Policy and Policy on Title to Intellectual Property Arising Under Crown Procurement Contracts, which prescribed a whole-of-government approach to IP management and addresses the ownership and licensing of intellectual property arising during a Crown procurement contract. Principles for the management of intellectual property in defence and marine procurement The Principles reflect key points of agreement between government and the Canadian defence industry on how government intends to approach the management of IP throughout the life cycle of defence and marine assets. The Principles serve as a framework for government and industry on the framing of requirements, the design of bid evaluations, and the drafting of contracts. They should also guide the management of IP during the life cycle of assets, seeking to balance the national interests of the government and the industry's interests to maximize benefits for Canada. The Principles recognize that the development, protection, and commercialization of IP are among several priorities to advance the broader Canadian socio-economic agenda, such as economic growth and jobs. The Principles also recognize that IP management discussions between governments and defence suppliers occur in strategic sectors subject to rapid technological changes, and emerging defence capabilities and vulnerabilities. As a result, governments are facing shorter and shorter procurement life cycles and having to return to market sooner to benefit from technological changes, while ensuring value for money. Defence firms, on the other hand, are in a position to offer technological evolution through the lifecycle of products and offer new products and services which may significantly alter the performance or the cost of the item procured. Being able to take advantage of this dynamic market will require that IP discussions take place very early on during the procurement phase and be considered as a function of the life cycle of the product or service. In this context, adapted, flexible, principles-based and outcome-based IP management strategies can help the Government secure needed capabilities, while ensuring value for money and working with industry to foster technological advantages and economic benefits.

  • Capturing the value of Industry 4.0 technologies

    July 22, 2019 | Information, Aerospace, Naval, Land, C4ISR, Security, Other Defence

    Capturing the value of Industry 4.0 technologies

    With some aerospace and defense organizations lagging in the adoption of Industry 4.0, what can A&D companies do better to achieve digital transformation? INDUSTRY 4.0 technologies could be the key to unlocking future competitiveness. There is a clear and compelling case for aerospace and defense (A&D) companies to leverage these technologies and incorporate digital transformation throughout their organizations. In a global survey conducted by Deloitte to assess the current state of Industry 4.0 adoption across manufacturing industries, 84 percent of A&D executives said they consider leveraging new digital technologies as key to market differentiation—yet only a quarter of the A&D companies are currently using these technologies and tools to access, manage, analyze, and leverage data from their digital assets to inform decision-making in real time.1 Industry 4.0-driven technologies can impact every company that operates within the A&D industry, from original equipment manufacturers (OEMs) to small suppliers. However, not all companies seem to be taking advantage of these technologies, whether for growing revenues or improving profitability. Designing new products and business models remains a significant challenge for most A&D companies, with 40 percent of the surveyed A&D executives identifying the establishment of new business or delivery models as the top challenge their organization faces as they pursue digital transformation initiatives.2 Furthermore, despite implementing Industry 4.0 technologies in areas such as factory manufacturing and supply chain, many A&D companies have been slow in adopting broader digital transformation initiatives that span the entire enterprise.3 This is because many surveyed companies in the industry note that they have not made Industry 4.0 a priority across the enterprise; rather, they have primarily invested in specific, focused technology implementations. Limiting the digital strategy to a few business functions may increase the risk of A&D companies being left behind in today's digital era. It is important, therefore, that companies across the industry understand and harness the power of new technologies to benefit from the opportunities of Industry 4.0 transformation. A&D companies, especially mid- and small-sized, could start small but scale enterprisewide to maximize the benefits of these technologies. Instead of viewing new technologies as an add-on to existing processes and practices, A&D executives should rethink how they do business leveraging those technologies. This report explores the lessons A&D companies appear to have learned in their journey in becoming digitally transformed enterprises and recommends how they could thrive in this age of Industry 4.0. For the full text of this article :

All news