August 1, 2019 | Local, Aerospace, Land, C4ISR, Security
The takeover of the Canadian company Provectus Robotics Solutions Inc. expands Rheinmetall's technological capabilities in the field of robotics and autonomous driving. In future, both halves of the Group – Automotive and Defence – will benefit from the know-how of the newly acquired robotics specialist. Automation and digitization are among the vital Group-spanning technology clusters which Rheinmetall is systematically working to expand, concentrating knowledge and capacities in order to exploit additional future growth potential.
Effective 1 June 2019, Rheinmetall Canada Inc., a subsidiary of the Düsseldorf-based Rheinmetall Group, took over a 100% stake in the Ottawa-based company. Founded in 2010, Provectus Robotics Solutions is a young company specializing in the development of advanced robotic systems and software. Though now owned by Rheinmetall Canada, Provectus will continue to operate under its previous managing director, Paul Rocco.
In recent product presentations, Rheinmetall has generated great interest with its Mission Master unmanned multi-mission vehicle, which is based on Provectus technology, modified for military use by Rheinmetall Canada. Everything points to unmanned ground vehicles playing an increasingly important role in future military operations on land, much like unmanned air vehicles in an aviation context. Some will serve in an unarmed logistic or reconnaissance role; others will function as mobile weapon platforms.
“We have already been working closely with Provectus in our unmanned ground vehicle project. This vertical integration gives us a decisive advantage in the field of autonomous mobility technology", said Stéphane Oehrli, president and CEO of Rheinmetall Canada. “Since this capacity is also a key enabler for the Automotive division, the whole Rheinmetall Group will hence benefit from Provectus' expertise. The automation of other Rheinmetall mobile platforms is actually an innovation we are already thinking of.”
As Paul Rocco from Provectus, explains, “Rheinmetall Canada is the ideal platform for accelerating our growth while simultaneously strengthening our presence in Canada as well as internationally. This is a unique opportunity for the Provectus team to significantly improve our market potential in the world of autonomous driving and to take advantage of new opportunities.”
The buyout is part of Rheinmetall's strategy of positioning itself as a preferred supplier of cutting-edge technology – around the world but particularly in Canada, where the Group is a longstanding, tried-and-tested partner of the country's armed forces.
Rheinmetall is eager to apply expertise from Provectus Robotics Solutions in implementing ISTAR, a major project of the Canadian armed forces now underway. (The acronym ISTAR stands for Intelligence, Surveillance, Target Acquisition and Reconnaissance.)
October 1, 2021 | Local, Aerospace, Naval, Land, C4ISR, Security
Joignez-vous à nous, le 18 novembre prochain pour participer à la 6e édition du Symposium […]
November 2, 2018 | Local, Aerospace, Naval, Land, C4ISR, Security
by Ross Fetterly CGAI Fellow October 2018 “Running any complex organization during a period of major change, especially large and complex organizations, requires careful attention to the essentials of management.”1 The history of defence reform in Canada has been one of a constant struggle to renew both core military capabilities and personnel strengths, while searching for increased efficiency within a limited budget. Indeed, the Canadian Armed Forces/Department of National Defence (DND/CAF) operates on a magnitude and complexity across a broad range of diverse responsibilities unique in Canada. At a time when global security demands our constant attention, and when the CAF operates outside Canada in a less permissive and uncertain environment, resource management is important. The environment is increasingly one of unilateralism and multi-dimensional conflict, with unconventional means used to disrupt both national institutions and long-standing multi-national arrangements. While state organizations commit many non-military actions such as cyber-security attacks, defence organizations have a significant role to play in this domain. This requires resourcing defence to build capacities that support whole-of-government initiatives which enhance the Canadian government's resiliency in response to the multi-dimensional actions taken by illiberal or non-democratic states. Defence business planning has a key role in realigning resources and activities in response to shifting geopolitical realities. Management of defence resources is about transforming them into military capabilities in a relevant manner and in accordance with government policy. Defence establishments are unique within national government institutions, as well as in organizations in general. Nevertheless, they are required to produce certain outputs and are given a range of resources to achieve that. To accomplish assigned tasks, those resources need to be put through a deliberate business-process mechanism. The objective of the defence business planning process is to provide a pragmatic method of documenting organizational priorities and objectives, and communicating them internally while highlighting and addressing any constraints. Business planning is well established within the Canadian defence establishment. In recent years, the business planning approval process has become a key focal point in the departmental Investment Resource Management Committee (IRMC) leading up to the start of a fiscal year. Yet, the 2017 defence policy, Strong, Secure, Engaged (SSE), has dramatically changed the dynamics of resource management at National Defence Headquarters (NDHQ). From a relatively stable status quo, to an environment where programmed personnel, equipment and funding increases are significant, managing change and the new initiatives as articulated in SSE, becomes a central institutional priority. Business planning is the primary process to manage implementation and execution of this relatively ambitious program. The discussion of defence business planning will begin with its challenges, and then provide an overview of factors inherent in resource demands. The third section will examine defence resource management reforms and the impact on implementing SSE, and then address factors affecting change in business planning, as well as consideration of enduring challenges. The final section will highlight that defence business planning is the bridge between near- and long-term planning and then articulate why it will need to act as a primary enabler in implementing SSE-directed activities. Full report: https://www.cgai.ca/defence_business_planning_in_canada
September 21, 2018 | Local, Aerospace
DAVID PUGLIESE, OTTAWA CITIZEN The Department of National Defence has released this photo above of the first C-295W in the process of being built by Airbus for the RCAF. The first aircraft is scheduled to be delivered next year. The RCAF will receive 16 such aircraft for search and rescue missions. https://ottawacitizen.com/news/national/defence-watch/canadas-new-fixed-wing-search-and-rescue-aircraft-takes-shape-first-delivery-expected-next-year