Canada’s air medical transport providers say collaboration, communication are keys to pandemic response

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  February 11, 2019 | Local, Naval

  CSC Home Team Celebrates Canadian Industry Success

  Canada's Combat Ship Team awarded contract for Canadian Surface Combatant OTTAWA, Ontario, Feb. 8, 2019 /PRNewswire/ -- Canadian technology, experience and infrastructure proved a winning combination for Canada's new fleet of surface combatants, as Canada's Combat Ship Team has been awarded the Canadian Surface Combatant design contract by Irving Shipbuilding. Irving Shipbuilding is the Canadian Surface Combatant prime contractor and will build all 15 ships at Halifax Shipyard. BAE Systems, CAE, Lockheed Martin Canada, L3 Technologies, MDA and Ultra Electronics partnered as Canada's Combat Ship Team to offer the Royal Canadian Navy the most advanced and modern warship design, the Type 26 Global Combat Ship, with high-tech platform innovations from prominent Canadian companies. The solution includes the internationally renowned and Canadian-developed combat management system, CMS 330. Bringing together a pan-Canadian team, the six companies have a uniquely skilled workforce and supply chain that are ready to begin work on the program today. Canada's Combat Ship team employs a combined 9,000 Canadians in 40 facilities from coast to coast and engages a Canadian supply chain of more than 4,000 small and medium sized enterprises. The team also secured several additional partners, including Rolls-Royce with its Canadian-designed and manufactured Mission Bay Handling System that will enable adaptability for the ships' operations. The Type 26 Global Combat Ship is a globally deployable multi-role warship that meets the distinctive mission requirements of the Royal Canadian Navy. It is enhanced with the team's collective Canadian naval expertise in combat system design, integration, training, logistics and program management. Purposely designed for high-end anti-submarine warfare and capable of performing a variety of missions around the world, the Type 26 is acoustically quiet, versatile, highly survivable, and allows for significant growth margins for future modernization. Canada's Combat Ship Team will deliver lasting economic benefits to Canadian industry through $17 billion in value proposition commitments in innovation across Canada's priority areas, including $2 billion in supplier development, $2 billionin research and development, and $200 million in advanced manufacturing. All of this contributes to a strong Canadian team - Canada's Home Team - ready to begin work on day one as promised. Quotes "We are delighted to be part of Canada's Combat Ship Team that has been awarded the Canadian Surface Combatant design contract. We believe that the Type 26 Global Combat Ship is the right solution for Canada, combining Canada's trusted Combat Management System with the world's most advanced warship design and bringing together a pan-Canadian team with a proven track record and current capability to perform complex defence projects." Anne Healey, General Manager - Canada, BAE Systems "As one of Canada's largest defence companies, we are proud to be part of this pan-Canadian team selected for the Canadian Surface Combatant program. We look forward to working closely with the Government of Canada, Irving Shipbuilding and the entire team to develop and deliver world-class capability that prepares the men and women of the Royal Canadian Navy for mission success." Joe Armstrong, Vice President and General Manager - Canada, CAE "This award is true validation of our Canadian capability. Our team is honoured, knowing that we offered the right solution for Canada and a proven ability to perform on complex defence programs. Lockheed Martin Canada is ready to continue serving as Canada's trusted Combat System Integrator, as it has for more than three decades, leveraging the innovation and talent here at home that will ultimately result in unprecedented economic outcome for Canada." Gary Fudge, Vice President and General Manager, Lockheed Martin Canada Rotary and Mission Systems "With over 2,200 Canadians working at L3 Technologies, we stand ready to deliver the latest EO/IR sensors, Integrated Platform Management, Integrated Communications and Torpedo Handling systems for the Canadian Surface Combatant. With proven capability on existing Canadian ships, L3 Technologies is proud to be on the team that will deliver the world leading performance expected by the Royal Canadian Navy." Rich Foster, Vice President, L3 Technologies Canada "As one of Canada's leading space and defence companies, MDA's participation in this project validates our expertise in electronics, antennas, signal processing, system engineering and mission software capabilities. In addition to providing world-class operational CSC capability to the Canadian Armed Forces, this project will be a catalyst for exporting more of our technology to the global naval market." Mike Greenley, Group President, MDA "As the underwater warfare lead on the CSC Home Team we are bringing to bear our considerable depth of anti-submarine warfare experience and capability, ensuring Canada's new ships will provide an enduring operational advantage to the Royal Canadian Navy. This work will generate high-tech jobs in Nova Scotia for sonar design and manufacturing and add to our existing significant export capability." Bernard Mills, President, Ultra Electronics Maritime Systems "Our experience and world-leading capability as providers of integrated power and propulsion solutions will deliver these warships with exceptional power through-life and the superb acoustic performance essential to anti-submarine warfare operations. Our Canadian-designed and manufactured Mission Bay Handling System will allow the essential flexibility and adaptability for future operations." Bruce Lennie, Vice President Business Development & Government Affairs, Rolls-Royce Canada About BAE Systems BAE Systems is a world leading shipbuilding, support and maintenance company with the skills and expertise to design, build, integrate, test, commission and support complex warships. BAE Systems has a strong track record of collaboration with customers and industrial partners worldwide to share technology and skills – helping countries grow their naval and industrial capabilities. Canadian industry is already integral to the Type 26 Global Combat Ship program. BAE Systems has operated in Canada for over 100 years partnering over a recent period with over 240 Canadian companies. BAE is active across Canada with equipment including Hawk trainer jets, Submarines, cyber security, Hybrid drive busses, and naval guns. About CAE As a globally-recognized training systems integrator, CAE is committed to providing defence and security forces world-class training centres, training services, and a comprehensive portfolio of training solutions. CAE is headquartered in Canada and has employees in 15 locations across the country. About Lockheed Martin Canada Lockheed Martin Canada has been Canada's trusted defence partner for nearly 80 years and has a proud legacy of providing innovative naval systems and sustainment solutions for Canada and abroad. For more than three decades, Lockheed Martin Canada has demonstrated its capability and commitment to the Royal Canadian Navy as the Prime Contractor and Combat System Integrator for the HALIFAX Class Frigates. The company employs approximately 1,000 employees at major facilities in Ottawa, Montreal, Halifax, Calgary, and Victoria, working on a wide range of major programs spanning the aerospace, defence and commercial sectors. About L3 Technologies A leading provider of communication, electronic and sensor systems used on military, homeland security and commercial platforms, L3 Technologies is also a prime contractor in aerospace systems, security and detection systems, and pilot training. With over 50 years of business operations in Canada, L3 has a strong Canadian presence with L3 MAPPS, L3 MAS, L3 Communication Systems Canada and L3 WESCAM that each have experience working on technologies and projects for the Royal Canadian Navy. About MDA MDA is an internationally recognized leader in space robotics, space sensors, satellite payloads, antennas and subsystems, surveillance and intelligence systems, defence and maritime systems, and geospatial radar imagery. MDA's extensive space expertise and heritage translates into mission-critical defence and commercial applications that include multi-platform command, control and surveillance systems, aeronautical information systems, land administration systems and terrestrial robotics. MDA is also a leading supplier of actionable mission-critical information and insights derived from multiple data sources. Founded in 1969, MDA is recognized as one of Canada's most successful technology ventures with locations in Richmond, Ottawa, Brampton, Montreal, Halifax and the United Kingdom. MDA has supported the Royal Canadian Navy for over two decades. About Ultra Electronics Based in Dartmouth, Nova Scotia, Ultra Electronics is a part of the Ultra Electronics Group, an international defense and aerospace company. Ultra Electronics has been delivering world-leading underwater warfare solutions to the defense market for 70 years. Ultra Electronics has been highly successful in transforming its research investment into the technologically-advanced underwater battlespace sensor systems that it delivers to both Royal Canadian Navy and internationally. Today, Ultra Electronics is recognized worldwide for its expertise in hull mounted sonar, towed active and passive arrays, sonar sensors, and underwater acoustics. About Rolls-Royce Rolls-Royce pioneers cutting edge technology to provide highly-efficient integrated power and propulsion solutions. Rolls-Royce has been established in Canada for over 70 years and today employs over 1500 Canadians at eight locations across six provinces. Rolls-Royce plays an active role in many of the world's major defence programs offering advanced system solutions to navies and coastguards. SOURCE Lockheed Martin https://news.lockheedmartin.com/2019-02-08-CSC-Home-Team-Celebrates-Canadian-Industry-Success

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  April 20, 2023 | Local, Other Defence

  WEBINAR RECORDING: Do Business with NATO

  The Do Business with NATO webinar has been made available on the Canadian Association of Defence and Security Industries (CADSI) website. https://defenceandsecurity.ca/events/details&e=566

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  August 1, 2018 | Local, Aerospace

  Trouble with transitions

  Posted on August 1, 2018 by Chris Thatcher Forgive BGen Michel Lalumiere if he begins to sound like a broken record. But his answer to any question about Air Force development and new capabilities–a new information network, fifth-generation fighter jet data fusion, remotely-piloted aircraft surveillance systems, enhanced search and rescue sensors, or the future of anti-submarine warfare systems–always begins with one word: people. The Liberal government's defence policy of 2017 put some much-needed funding and a “lot of clarity” behind a lengthy list of Royal Canadian Air Force (RCAF) major and minor capital projects, everything from space-based maritime domain awareness and satellite communications, to air-to-air refuelling tankers, multi-mission aircraft and modernized helicopters. But in an Air Force of just over 15,000 personnel, military and civilians, the transition from a legacy aircraft to a new one–or even the modernization of an existing platform with improved systems–can quickly strain the training and operational squadrons. Temporarily surging a capability as the RCAF did with unmanned aerial systems in Afghanistan is one thing; sustaining it for a longer period is another. And as much as Lalumiere, the director general of Air Force Development, might wish to hit a pause button to allow aircrews, maintainers and logistics specialists the time to bring a new platform into service, the reality is that RCAF Wings have never been busier. And ensuring a level of high readiness for operations trumps all. So, the first question when weighing the merits of any acquisition or upgrade project, which average around seven years to complete, is always the same: How will it impact people? Automation and artificial intelligence may one day lighten the workload, but for now every platform, even unmanned systems, remains people intensive. Any transition fraught with additional personnel requirements presents a problem. “It's always about people because we're definitely not that automated yet,” Lalumiere told RCAF Today in a recent wide-ranging interview. “We think about people first ... and we have to prepare well in advance for all of these transitions.” The RCAF views existing platforms and acquisition projects through a lens of AIR Power: Agility, integration, reach and power. That translates as an ability to perform a variety of missions with a single platform over great distance while integrating seamlessly with allies, other agencies and sister services. But it equally applies to maintenance, logistics, procurement, data architecture, information management, and other enabling systems–even government policy. An advanced fighter jet will not achieve its expected performance if what the military calls key “enablers” and supporting systems are not equally advanced. “What does it mean to build a fifth-generation air force? It quickly goes beyond the fighters,” acknowledged Lalumiere. “A lot of what the fighter needs to operate at that level actually comes from the rest of the Air Force. It's a very fundamental question from an organization perspective, because it means important investment: People and money. We think money is the hard part; it's actually people.” Daunting as that might seem, the Air Force has been here before, he noted. In previous eras of change, it has made decisions about the capabilities in which it would invest. “We have tough choices to make,” he said about the list of projects. “But we don't have all the capabilities today that we might have described a decade or 20 years ago because we [recognized] we would have to pick and choose.” Future Aircrew Training Near the top of the project list is Future Aircrew Training (FAcT), a program that has evolved in recent years to encompass not only pilot training but also air combat systems officers (ACSO) and airborne electronic sensor operators (AESOPs). Pilot training is currently delivered under two contracted programs, NATO Flying Training in Canada (NFTC) and Contracted Flying Training and Support (CFTS), while ACSOs and AESOPs are developed at 402 Squadron at 17 Wing Winnipeg, Man. NFTC and CFTS are scheduled to phase out in 2023 and 2027, respectively. Incorporating ACSOs and AESOps under the same umbrella as pilot training is a way to better manage available training aircraft, instructors and course standards, and recognition that the current practice of integrating the three trades at the operational training unit is too late in the process and needs to begin much earlier, Lalumiere explained. The RCAF has sought information from industry at regular intervals since 2013 on how the program should be structured and delivered. In early May, the government hosted a multi-day session with companies to brief on the planned procurement approach, key milestones and core requirements, and hold one-on-one meetings. One of the objectives, said Lalumiere, is to capitalize on the experience companies have gained in recent years providing training services in Canada and globally. Many are now able to offer solutions that weren't possible when the RCAF first initiated discussions almost a decade ago about future aircrew training. Of note, CAE and KF Aerospace, the two prime contractors for NFTC and CFTS, in May announced a joint venture called SkyAlyne to develop and deliver military aircrew training in Canada. While the two companies continue to manage the existing programs, the joint venture will focus on building synergies between them. Among the FAcT requirements is an increase in the throughput of all three trades. But that will create a demand for more trainers. Aircrew training today is primarily provided by serving qualified flight instructors, but the door is open for a greater mix of military and contracted instruction, he said. The RCAF is also seeking input from industry on the location and quantity of training centres and possible consolidation. To aid industry with their eventual proposals, “we have a few studies ongoing that try to describe the airspace capacity over those training areas and what we can do within that,” added Lalumiere. But what concerns him most is the transition phase. “All of this will have to be seamless,” he said, noting that both the legacy and new programs might overlap at the same locations for a period, again creating a huge demand on people. Strategic Tanker Transport Capability The RCAF had also planned to hold off on a decision on the next air-to-air refuelling tanker until after the next fighter jet was announced. However, as most replacement contenders are capable of fuelling whichever aircraft is acquired and could interoperate easily with allies, the STTC project is now a higher priority. One of the reasons for that is the lack of agility with the five CC-150 Polaris aircraft. Just two are fitted for tanking and both are probe and drogue; two more provide passenger and cargo transport, and the fifth is fitted for strategic government transport. A recent report prepared for the RCAF on the health of the Polaris found the “fleet is doing well, but the [aircraft are] not interchangeable,” said Lalumiere. That lack of agility and interoperability with allies is driving requirements for both boom and probe and drogue refuelling systems, and for greater sensor and network interoperability. The RCAF plans to retire its four H-model CC-130 Hercules tankers, operated by 435 Transport and Rescue Squadron at 17 Wing Winnipeg, in 2020/2021. So, whether the CC-150 replacement requires five, six or more aircraft remains to be seen. To address Lalumiere's perpetual people challenge, the Air Force would like a jet with the endurance to reach any destination on one fuel stop, though he said a market analysis would inform what's possible. “If we do two [or] three fuel stops, and my crew day is actually over after one fuel stop, we need to put split crews at these stops,” he observed. “We need to be more effective.” Canadian Multi-Mission Aircraft Arguably one of the more captivating projects on the Air Force Development list is CMMA. Originally billed as a replacement program for the CP-140M Aurora long range patrol aircraft, Air Force officials have now indicated the eventual solution could be a mix of aircraft. Recently retired RCAF commander LGen Mike Hood spoke often at public events and in interviews of transferring much of the world-leading ISR (intelligence, surveillance, reconnaissance) and anti-submarine warfare technology on the Aurora to a Bombardier-built platform. But at an industry outlook in April, officials suggested rather than a one-for-one platform replacement, CMMA could be a mix of manned and unmanned aircraft. “It's been pretty amazing what has been accomplished with the CP-140,” said Lalumiere. But “I think the [future] challenges will be of such a magnitude that we will have to come to them with a holistic set of capabilities.” Rather than a single project with a start and finish date, he said the more likely scenario is a rolling introduction of platforms and systems with open architecture to match the pace of technology. “We can phase in what we need when it's ready and we can continue phasing in as the next capabilities become ready.” Remotely-Piloted Aircraft System Once known as the Joint Unmanned Surveillance Target Acquisition System, or JUSTAS, the project to acquire a remotely piloted aircraft (RPAS) now has a more accessible name. But the requirements remain largely the same. Today, though, industry is better equipped to meet them. Lalumiere believes the market has evolved since the RCAF first stood up a project office in 2005 to look at a medium altitude, long endurance unmanned capability, to the point where challenges such as operating in unsegregated air space, that once seemed “like mountains,” have now been largely resolved. But the personnel requirements posed by unmanned systems loom large. Managing the data processing, exploitation and dissemination (PED) generated by the sensor suite in a long range and long endurance capability–which is the true force multiplier aspect, he noted–requires a sizeable force. “This will be the keystone project that will initiate the delivery of a sustainable PED capability by the RCAF,” he said. “[My staff] have not agreed on how many trades they've been describing to me, but I know we are already into double digits,” he added of the number of people required to stand up a squadron and sustain the capability, including the distribution of data, from a main operating base and forward locations in Canada and on international missions. One key question still to be answered is whether the RPAS solution is one platform capable of ISR and target acquisition and strike missions, or two with distinct domestic and expeditionary configurations and payloads. “The analysis work is looking at that,” he said. But whatever is acquired must be interoperable and able to share data with 5 Eyes (Canada, U.S., U.K, Australia and New Zealand), NATO and coalition allies, a process that likely has defence policy implications, he added. Griffon Limited Life Extension Replacement of the CH-146 Griffon may provide the next major helicopter procurement opportunity for industry–and with some intriguing possibilities. The RCAF, National Defence and Bell have been closely monitoring the structure of the 20-year-old utility helicopter and believe it can continue to perform “yeoman's work” in conflict zones from Afghanistan to Haiti, Iraq and Mali until the early 2030s with a limited life extension. The project would address several obsolescence issues with avionics and other onboard systems, meet new regulatory requirements, and improve connectivity. But the RCAF is also looking beyond 2030 to the eventual replacement. Like CMMA, the eventual solution might not be a single aircraft but rather a “tactical system,” observed Lalumiere, with the agility, integrated weapons and sensors, satellite connectivity, and endurance to fulfill a range of roles from escort and transport to close air support and perhaps attack. “Is it going to be only one aircraft or is it becoming a system? I'm going to be fascinated by the answer.” Fixed-Wing Search and Rescue With a new search and rescue airplane selected in the Airbus CC-295W, the RCAF has completed one of the lengthier procurement processes and is now into delivery of the first aircraft in 2019 and construction of a new search and rescue training centre at 19 Wing Comox. Though the CC-295W is expected to be a game-changing capability, its entry into service underscores Lalumiere's people management challenges. SAR is a 24/7, year-round, high-readiness service that can't be disrupted. Yet over the next few years, fixed-wing and rotary-wing aircrew training, new simulators, the Canadian Forces School of Search and Rescue, and training provided to CC-130H crews in Trenton will all be consolidated into a single, effective and holistic schoolhouse. “Part of the decision to acquire the CC-295W was also the retirement of the H model Hercs, including the tanker models,” he explained. “The plan is to transition [those aircrews] to FWSAR,” allowing the RCAF to maintain a high-readiness posture while simultaneously undergoing training on the new and upgraded aircraft. “These crews will help us achieve that success.” TIC3 Air Underpinning the success of many of these new and pending platforms is a little-known project called Tactical Integrated Command, Control, Communications – Air (TIC3-Air). Historically, the RCAF has purpose-built its data links for each expeditionary operation or domestic exercise, forming ad hoc networks to move, process and access the data generated by aircraft mission systems and payload sensors. TIC3 Air aims to build a more durable information highway, including establishing permanent Link-16 ground entry stations at locations across Canada. The project also involves modernized traffic management and air defence radios and cryptography. The challenge, said Lalumiere, is that no sooner has the project team defined a capability then the technology improves and “new needs start to surface.” TIC 3 Air will “clean up” and optimize the various systems, he said, but it, too, will draw significantly on RCAF professional personnel at its core for success. “We will ensure that this capability will be integrated in the larger enterprise ground IT infrastructure supporting the [Canadian Armed Forces]. This remains a key priority in the Information Management Group.” https://www.skiesmag.com/features/trouble-with-transitions/