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Country's public services, procurement department exercises option to secure additional 5 years of military vehicle support TBB Staff Jul 13, 2020 Mack Defense will continue to provide support services for the Canadian army through 2025. Public Services and Procurement Canada (PSPC) recently exercised its option to extend the Mack Trucks subsidiary's in-service and support contract for an additional five years, running from 2020 to 2025, and covering more than 1,500 Medium Support Vehicle System (MSVS) Standard Military Pattern (SMP) vehicles. “Mack Defense's MSVS SMP vehicle systems provide critical capabilities that the Canadian Armed Forces depend on,” said David Hartzell, president of Mack Defense. “We look forward to maximizing the uptime of these vehicles as we continue to provide these support services.” The contract covers all MSVS SMP vehicles, trailers and armored protection systems, Mack said, and will enable Mack Defense to provide support services and the provision of spare parts and materials for level one and two maintenance tasks performed by the customer. Equipment requiring in-depth maintenance, such as repair and overhaul activities or warranty repairs, will be handled by a facility in the area of Quebec City, Quebec. Mack Defense will provide support by delivering spare parts to Canadian Forces Depots (CFD) in Edmonton, Alberta and Montreal, Quebec. Mack Defense was awarded two contracts in 2015 valued at $725 million CAD by the Department of Public Works and Government Services Canada (now PSPC), on behalf of the Department of National Defense, to deliver more than 1,500 8x8 MSVS SMP trucks and to provide in-service support for the fleet. The MSVS SMP is available in a number of variants, including cargo, material handling cranes, load handling systems (LHS) and mobile repair trucks (MRT). The 1,587th and final MSVS SMP vehicle was delivered in February 2020. The program also delivered 322 trailers and 161 armored protection system cabs.

By Matthew Fisher Special to Global News Posted July 13, 2020 7:00 am Updated July 13, 2020 11:32 am Those who follow developments in the Indo-Pacific often claim that Australia has a far more robust security posture there than Canada because of geographic necessity. The argument is that Australia must be especially vigilant because China is closer to it than Canada is to China. That perception may partially explain why Australia spends nearly twice as much per capita on defence as Canada does with little public discussion Down Under, let alone complaint. But here's the thing. It depends where you start measuring from, of course, but the idea that Australia is physically closer to China is hokum. By the most obvious measure, Vancouver is 435 kilometres closer to Beijing (actual distance 8,508 km) than Beijing is to Sydney (8,943 km). By another measure, Sydney is only 1,000 km closer to Shanghai than Vancouver is. Mind you, it must also be said that Australia is far more reliant than Canada on trade moving through the South China Sea and the Strait of Malacca. Canada has many more shipping lanes to choose from. Despite their similarly resource-oriented export economies, extreme climates and thin populations, there are startling differences in how Canada and Australia have tackled the security challenges of this century. The standard line from Ottawa these days is that the Canadian government cannot possibly consider any other issue at the moment because the government's entire focus is on coronavirus. Yet faced with the same lethal disease and the horrendous economic fallout and deficits that it's triggered, Australia has found time to address alarming security concerns in the western Pacific. Pushing the COVID-19 calamity aside for a moment, Australian Prime Minister Scott Morrison declared last week that because it was “a more dangerous world,” his country intended to increase defence spending by as much as 40 per cent, or a whopping $255 billion over the next decade. The money will pay for submarines, greatly improved cyber capabilities, and the establishment of military partnerships with smaller nations in the western Pacific, which are constantly bullied by China. The Canadian government has often seemed paralyzed by the COVID-19 crisis and China's kidnappings of the Two Michaels and has been slow to react to the rapidly changing security environment. This includes not yet banning Huawei's G5 cellular network, as Australia has done. Nor has Ottawa indicated anything about the future of defence spending in an era when Canada's national debt has now ballooned to more than $1 trillion. Faced with similar public health and economic challenges as Canada, Australian diplomats, generals and admirals have recently increased military and trade ties with India and are completing a Status of Forces Agreement (SOFA) with Japan that affords troops from the two countries legal protections and presupposes that they will collaborate more closely with each other in the future. Canberra also inked a deal with Tokyo last week to collaborate on war-fighting in the space domain and closer military ties. Despite complaints of “gross interference” in China's internal affairs by Beijing's foreign ministry, Australia has also agreed to let about 14,000 visitors from Hong Kong extend their visas by five years and will offer an accelerated path for Chinese students to obtain Australian citizenship. Perhaps most alarming from Beijing's point-of-view, the Quad intelligence group, which includes Australia, Japan, India and the U.S., could be about to add a military dimension. Navies from all four countries are expected to take part in joint naval exercises soon in the Indian Ocean. Even before announcing a huge increase, defence spending was already at 1.9 per cent of Australia's GDP. The defence budget in Canada has remained static near 1 per cent for years, despite a pledge to NATO six years ago by former Canadian prime minister Stephen Harper, and repeated several times since by current Prime Minister Justin Trudeau, that defence spending would soar to 2 per cent. As it is, the Australian Defence Force spends about $15 billion a year more on defence than Canada does. That money buys a lot of kit and capability. The ADF has two new fleets of frontline fighter jets, the Super Hornet and the F-35, has attack helicopters and new maritime surveillance aircraft, is building a dozen French-designed attack submarines, and already has two huge, new assault ships and other new warships. The Canadian Armed Forces are a very poor second to Australia with 40-year old CF-18 fighter jets and surveillance aircraft, 30-year old submarines that seldom put to sea and no assault ships or attack helicopters. Aside from the red herring of geographic proximity, there are other factors that account for the stark differences in how Australia and Canada regard defence spending and the threat posed by an ascendant China. Many Canadians believe that the U.S. will protect them so do not see why should they pay more for their own defence. Australia also has a longstanding all-party consensus that national security is a top priority. The two main political parties in Canada regard procurement as football to be kicked around. Neither of them has a declared foreign policy. A cultural contrast is that Canadians have bought into a peacekeeping myth that has never really been true and is certainly not true today, while largely ignoring the wars its troops fought with great distinction in. Australians remain far more focused on recalling what their troops did in the Boer War, the two World Wars and Korea. As well as finally working on some joint defence procurement projects, Canada and Australia should collaborate with each other and other western nations to prevent China from playing them off against each other in trade. For example, Canadian farmers recently grabbed Australia's share of the barley market after China banned Australian barley in response to Canberra's demand for an independent investigation into what Beijing knew and when about COVID-19. The Australians did the same in reverse when Canadian canola was banned by China. Australia has moved to protect what it regards as its national interests by calling out China on human rights and spending much more on defence with little apparent fear as to how China might retaliate. Ottawa has not yet articulated what its interests are and acts as if it is scared at how China might respond if it takes a tougher stance. What must be acknowledged in Ottawa is that the coronavirus has not caused China to abandon or even pause for a moment in pursuit of its goal of shaping a new world order not only in the western Pacific but wherever it can. Australia is seriously upping its game in response. Canada remains silent. Matthew Fisher is an international affairs columnist and foreign correspondent who has worked abroad for 35 years. You can follow him on Twitter at @mfisheroverseas https://globalnews.ca/news/7161890/commentary-canada-should-follow-australias-example-in-defence-foreign-policy/

To ensure that the women and men of the Canadian Armed Forces have the capabilities required for Canada to be Strong at home, Secure in North America and Engaged in the world, this policy commits to significant long-term investment. This includes $33.8 billion for 52 critical new capital projects. In addition, the policy provides $74.2 billion for existing assets and previously planned equipment, infrastructure and information technology projects. As part of Strong, Secure, Engaged, these projects underwent a thorough costing review, which resulted in the provision of an additional $5.9 billion over 20 years on top of what had previously been budgeted for these projects, to better reflect their true costs. In total, this new vision for defence provides $108 billion for the development and acquisition of capital equipment over the next 20 years. All of these projects have been costed and the costing methodologies used were independently verified by five external accounting firms. Throughout the process, Defence also worked with costing experts from Deloitte who brought expertise gained from its involvement in recent defence reviews of close Canadian allies. This rigorous and unprecedented process ensures that the vision laid out in this policy is credible and realistic. Table 1 reflects the planned use of the accrual budget over the 20-year horizon of this policy. It is important to note that this table does not represent the total cost of all planned equipment acquisitions. For example, the first new Canadian Surface Combatant is not scheduled to be delivered until 2026, followed by the remaining 14 ships. As these ships have an expected service life of 30 years, much of the accrual costs will be incurred outside the 20 years reflected in the table. Furthermore, as these are 20-year estimates, there needs to be flexibility to adjust the accrual budget to reflect changes in major capital projects. The process to adjust or re-profile these estimates over time is through the investment planning process. Defence will publish the next Defence Investment Plan in 2018. The Defence Investment Plan will include all approved capital projects under the policy and will be updated every three years. This will help ensure that Parliament and Canadians can clearly understand future changes to the budget, and deliver on the Government's commitment to transparency, results, and accountability. Table 1: 20-year accrual and cash view of planned projects and new investments ($ billions) 20-year - Accrual basis 20-Year - Cash basis Capability Investments to fully fund and complete planned projects table 1 note1 New investment Strong, Secure, Engaged table 1 note2 Total planned projects and new investments Total planned projects and new investments Royal Canadian Navy 14.6 2.9 17.5 53.5 Canadian Army 10.1 8.8 18.9 23.2 Royal Canadian Air Force 26.4 20.1 46.4 64.4 Special Operations Forces 1.2 0.4 1.5 1.2 Joint/Emerging Domains 3.4 1.2 4.6 9.7 Infrastructure 4.5 0.4 4.9 12.0 Total Capabilities 60.1 33.8 93.9 164.0 Accrual Expenditure for Existing Equipment and Infrastructure table 1 note3 14.1 - 14.1 - 20 Year Total table 1 note4 74.2 33.8 108.0 164.0 Table 1 Note 1 Strong, Secure, Engaged commits $74.2 billion over 20 years to fully fund 281 projects that were planned, but for which Defence had insufficient funding to acquire. Adequate funding has now been allocated to deliver these core equipment projects. Return to table 1 note1referrer Table 1 Note 2 Strong, Secure, Engaged commits $33.8 billion over the next 20 years to 52 new equipment, infrastructure, and information technology projects for the Canadian Armed Forces. Return to table 1 note2referrer Table 1 Note 3 This amount ($14.1 billion), on an accrual basis, represents previously acquired equipment and infrastructure. As they are already in service, there is no future cash requirement to purchase these assets. Return to table 1 note3referrer Table 1 Note 4 Totals may not add up due to rounding. Return to table 1 note4referrer Below is an overview of capital funding commitments in Strong, Secure, Engaged, described in terms of investments in the Royal Canadian Navy, Canadian Army, Royal Canadian Air Force, Special Operations Forces, Joint Capabilities and Infrastructure. Investment in the Royal Canadian Navy The Government will provide $17.5 billion to fund equipment projects for the Royal Canadian Navy over the next 20 years. This includes: $2.9 billion over the next 20 years for two new equipment investments in the Royal Canadian Navy to replace obsolete components of current systems and improve the Royal Canadian Navy's ability to meet evolving underwater threats. $14.6 billion over the next 20 years to fully fund planned equipment projects. For example, this policy includes sufficient funding to acquire the full complement of 15 Canadian Surface Combatants. It is important to note that Table 1 only captures a 20-year view of the equipment investments committed to in this policy. As the first ship is not scheduled to be delivered until 2026 and the fleet is expected to be in service for 30 years, there will be significant expenditures outside this timeframe. Investment in the Canadian Army The Government will provide $18.9 billion for Canadian Army equipment projects over the next 20 years. This includes: $8.8 billion over the next 20 years for 20 new equipment projects. As examples, this investment will replace existing light and heavy trucks for use in domestic and expeditionary operations. We will also improve the Canadian Army's ability to operate in Canada's North with a new family of Arctic-capable land vehicles, as well as close critical capability gaps such as the Canadian Army's lack of ground-based air defence equipment, which will allow it to defeat threats posed by airborne weapons such as remotely piloted vehicles and aircraft used by potential adversaries. $10.1 billion over the next 20 years to fully fund planned equipment projects. For example, the upgrade of the Light Armoured Vehicle fleet will improve mobility and survivability. Investment in the Royal Canadian Air Force The Government will provide $46.4 billion to fund equipment projects for the Royal Canadian Air Force over the next 20 years. This includes: $20.1 billion over the next 20 years for 17 new equipment projects for the Royal Canadian Air Force. For example, this will deliver a Canadian Multi-Mission Aircraft to replace the CP-140 Aurora Long Range Patrol Aircraft, allowing us to maintain our technological advantage over potential adversaries. Under the Royal Canadian Air Force's responsibility for space capabilities, portions of new investment will expand the Canadian Armed Forces' ability to use space-based assets in support of operations. This includes projects for enhanced communications in the North. $26.4 billion to fully fund planned equipment projects. The new fighter program has been enhanced to ensure the Royal Canadian Air Force can acquire 88 new advanced fighters, which will allow us to deliver on NORAD and NATO commitments without compromise. Investment in Special Operations Forces The Government will provide $1.5 billion to fund equipment projects for Canada's Special Operations Forces over the next 20 years. This includes: $366 million over the next 20 years for four new projects. For example, integrated soldier system equipment will be modernized to enhance interoperability and maintain technological advantage against potential adversaries. $1.2 billion over the next 20 years to fully fund planned equipment projects. As an example, we will acquire an airborne intelligence surveillance and reconnaissance platform that will enhance the ability of our Special Operations Forces to improve their understanding of the operational environment. Investment in joint capabilities The Government will provide $4.6 billion for joint capability projects in domains such as cyber, intelligence as well as joint command and control over the next 20 years. This includes: $1.2 billion over the next 20 years for five new equipment projects and one information technology project. For example, the Combined Joint Intelligence Modernization project will provide a modern deployable intelligence centre for land-based operations, building on the lessons learned in recent operations. Additionally, the Secure Radio Modernization project will upgrade encryption capability of radios to maintain security and interoperability with our Five-Eyes partners. $3.4 billion over the next 20 years to fully fund planned equipment projects. For example, we will improve the capabilities of the Joint Deployable Headquarters and Signals Regiment. This will include the acquisition of portable structures to house the deployed headquarters and the equipment employed by its staff for command, control and communications. Investment in infrastructure The Government will provide $4.9 billion over the next 20 years to infrastructure projects across Canada in order to maintain the necessary portfolio of real property holdings. This includes: $446 million over the next 20 years for three new infrastructure projects. For example, this funding will enable the construction of new buildings to house the expanded and enhanced Canadian Armed Forces Joint Incident Response Unit. This will ensure that the unit is able to provide chemical, biological, radiological, and nuclear defence support to the Canadian Special Operations Forces Command. $4.5 billion to fully fund planned projects over the next 20 years. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-b.html

Canadian Armed Forces core missions At any given time, the Government of Canada can call upon the Canadian Armed Forces to undertake missions for the protection of Canada and Canadians and the maintenance of international peace and stability. This policy ensures the Canadian Armed Forces will be prepared to: Detect, deter and defend against threats to or attacks on Canada; Detect, deter and defend against threats to or attacks on North America in partnership with the United States, including through NORAD; Lead and/or contribute forces to NATO and coalition efforts to deter and defeat adversaries, including terrorists, to support global stability; Lead and/or contribute to international peace operations and stabilization missions with the United Nations, NATO and other multilateral partners; Engage in capacity building to support the security of other nations and their ability to contribute to security abroad; Provide assistance to civil authorities and law enforcement, including counter-terrorism, in support of national security and the security of Canadians abroad; Provide assistance to civil authorities and non-governmental partners in responding to international and domestic disasters or major emergencies; and Conduct search and rescue operations. Concurrent operations This policy ensures the Canadian Armed Forces will be prepared to simultaneously: Defend Canada, including responding concurrently to multiple domestic emergencies in support of civilian authorities; Meet its NORAD obligations, with new capacity in some areas; Meet commitments to NATO Allies under Article 5 of the North Atlantic Treaty; and Contribute to international peace and stability through: Two sustained deployments of ~500-1500 personnel, including one as a lead nation; One time-limited deployment of ~500-1500 personnel (6-9 months duration); Two sustained deployments of ~100-500 personnel and; Two time-limited deployments (6-9 months) of ~100-500 personnel; One Disaster Assistance Response Team (DART) deployment, with scaleable additional support; and One Non-Combatant Evacuation Operation, with scaleable additional support. Well-supported, diverse, resilient people and families Recruitment, graining and retention To ensure the effective recruitment, training and retention of the future work force, the Defence team will: Reduce significantly the time to enroll in the Canadian Armed Forces by reforming all aspects of military recruiting. Implement a recruitment campaign to promote the unique full- and part-time career opportunities offered by the Canadian Armed Forces, as well as to support key recruitment priorities, including hiring more women, increasing diversity, addressing priority occupations and the requirements of the Reserve Force. Restore the Collège militaire royal in St-Jean as a full degree-granting institution to help prepare the next generation of Canadian Armed Forces leaders. Increase the capacity of the Canadian Armed Forces Leadership and Recruit School, and its supporting organizations, to accommodate the increased number of recruits associated with a larger force size. Develop and implement a comprehensive Canadian Armed Forces Retention Strategy to keep our talented people in uniform with a welcoming and healthy work environment. Undertake a comprehensive review of conditions of service and career paths to allow much more personalized career choices and flexibility. Modernize the Canadian Armed Forces Honours and Awards system to ensure military members' service to Canada is recognized in a more timely and appropriate manner. Implement the first-ever, integrated strategy for human resources to balance the optimal assignment of tasks between the military, defence civilians and the private sector. Provide tax relief for all Canadian Armed Forces members deployed on all named international operations, up to the maximum rate of pay applied to a Lieutenant-Colonel. This would not impact hardship and risk pay or operational allowances regulated by the Military Foreign Service Instructions (MFSI) which will continue. This initiative is retroactive to January 2017. Leveraging Canada's diversity To fully leverage Canada's diversity, the Defence team will: Promote diversity and inclusion as a core institutional value across the Defence team. Appoint a Diversity Champion who will oversee the implementation of all aspects of the Diversity Strategy and Action plan including instituting mandatory diversity training across all phases of professional development. Integrate Gender-Based Analysis – Plus (GBA+) in all defence activities across the Canadian Armed Forces and the Department of National Defence, from the design and implementation of programs and services that support our personnel, to equipment procurement and operational planning. Place a new focus on recruiting and retaining under-represented populations within the Canadian Armed Forces, including but not limited to, women, Indigenous peoples, and members of visible minorities. Aspire to be a leader in gender balance in the military by increasing the representation of women by 1 percent annually over the next 10 years to reach 25 percent of the overall force. Supporting health and resilience To improve the resilience and health of its members, the Canadian Armed Forces will: Augment the Canadian Armed Forces Health System to ensure it meets the unique needs of our personnel with efficient and effective care, anywhere they serve in Canada or abroad. This includes growing the Medical Services Branch by 200 personnel. Implement a joint National Defence and Veterans' Affairs Suicide Prevention Strategy that hires additional mental health professionals and implements a joint framework focused on preventing suicide across the entire military and Veteran community. Remove barriers to care, including creating an environment free from stigma where military members are encouraged to raise health concerns of any nature and seek appropriate help when they need it. Promoting a culture of leadership, respect and honour To eliminate harmful behaviours and ensure a work environment free from harassment and discrimination, the Defence team will: Complete the full implementation of the 10 recommendations of the Deschamps Report through Operation HONOUR. Provide a full range of victim and survivor support services to Canadian Armed Forces members. Deal with harassment complaints in a clear and timely manner by simplifying formal harassment complaint procedures. Be open and transparent with Canadians and members of the Canadian Armed Forces in communicating progress on this important issue. Supporting military families To improve support and services offered for military family members, the Defence team will: Implement teams at Wings and Bases across Canada, in partnership with Military Family Resource Centres, to prevent and respond to gender-based violence. Improve access to psychological services through social workers and referrals to community programs and services. Develop a Comprehensive Military Family Plan to help stabilize family life for Canadian Armed Forces Members and their families who frequently have to relocate. This includes: providing an additional $6 million per year to modernize Military Family Support Programs, such as Military Family Resource Centres, to provide better support to families when members are deploying or during periods of absence; establishing relocation expertise to help military families find and access the services they need in a new community; and working with federal, provincial and private sector partners to improve the coordination of services across provinces to ease the burden of moving. Reinventing transition To better meet the needs of all retiring personnel, including the ill and injured, the Defence team will: Establish a personnel Administration Branch of experts in military human resources and personnel administration to focus and improve military human resource services to all Canadian Armed Forces members. Allocate some of the growth in the Medical Services Branch to support transition care. Create a new Canadian Armed Forces Transition Group that provides support to all members to seamlessly transition to post-military life. This Group, commanded by a General Officer and staffed from experts in human resources and personnel administration, will be approximately 1,200 personnel strong and include specialized staff and holding positions for ill and injured who are preparing to return to duty or transition out of the Canadian Armed Forces. The Group will provide a fully engaged, personalized, guided support to transition all Canadian Armed Forces members, with special care and attention being provided to those who are ill or injured, including those with psychological or critical stress injuries. Ensure that all benefits will be in place before a member transitions to post-military life. Long-Term Investments to Enhance the Canadian Armed Forces' Capabilities and Capacity Investments in the Royal Canadian Navy Long-term investments to enhance the Canadian Armed Forces' capabilities and capacity Investments in the Royal Canadian Navy Recapitalize the surface fleet through the investments in 15 Canadian Surface Combatants and two Joint Support Ships. Acquire five to six Arctic Offshore Patrol Ships. Operate and modernize the four Victoria-class submarines. Acquire new or enhanced naval intelligence, surveillance, and reconnaissance systems, upgraded armament, and additional systems for current and future platforms allowing for more effective offensive and defensive naval capabilities. Upgrade lightweight torpedoes carried by surface ships, maritime helicopters and maritime patrol aircraft. Investments in the Canadian Army Acquire ground-based air defence systems and associated munitions capable of protecting all land-based force elements from enemy airborne weapons. Modernize weapons effects simulation to better prepare soldiers for combat operations. Replace the family of armoured combat support vehicles, which includes command vehicles, ambulances and mobile repair teams. Modernize the fleet of Improvised Explosive Device Detection and Defeat capabilities. Acquire communications, sustainment, and survivability equipment for the Army light forces, including improved light weight radios and soldier equipment. Upgrade the light armoured vehicle fleet to improve mobility and survivability. Modernize logistics vehicles, heavy engineer equipment and light utility vehicles. Improve the Army's ability to operate in remote regions by investing in modernized communications, shelters, power generation, advanced water purification systems, and equipment for austere environments. Modernize land-based command and control, intelligence, surveillance and reconnaissance systems. Acquire all-terrain vehicles, snowmobiles and larger tracked semi-amphibious utility vehicles optimized for use in the Arctic environment. Investments in the Royal Canadian Air Force Replace the CF-18 fleet with 88 advanced fighter aircraft to improve Canadian Armed Forces air control and air attack capability. Acquire space capabilities meant to improve situational awareness and targeting, including: replacement of the current RADARSAT system to improve the identification and tracking of threats and improve situational awareness of routine traffic in and through Canadian territory; sensors capable of identifying and tracking debris in space that threatens Canadian and allied space-based systems (surveillance of space); and, space-based systems that will enhance and improve tactical narrow- and wide-band communications globally, including throughout Canada's Arctic region. Acquire new Tactical Integrated Command, Control, and Communications, radio cryptography, and other necessary communications systems. Recapitalize next generation strategic air-to-air tanker-transport capability (CC-150 Polaris replacement). Replace utility transport aircraft (CC-138 Twin Otter replacement). Acquire next generation multi-mission aircraft (CP-140 Aurora maritime patrol aircraft replacement). Invest in medium altitude remotely piloted systems. Modernize short-range air-to-air missiles (fighter aircraft armament). Upgrade air navigation, management, and control systems. Acquire aircrew training systems. Recapitalize or life-extend existing capabilities in advance of the arrival of next generation platforms. Sustain domestic search and rescue capability, to include life extension of existing systems, acquisition of new platforms, and greater integration with internal and external partners. Operationalize the newly acquired Fixed-Wing Search and Rescue aircraft fleet. Investments in Special Operations Forces Acquire airborne ISR platforms. Recapitalize existing commercial pattern, SUV-type armoured vehicles. Modernize and enhance Special Operations Forces Command, Control and Communications information systems, and computer defence networks. Enhance next generation Special Operations Forces integrated soldier system equipment, land mobility, and maritime mobility platforms and fighting vehicle platforms. Increase Special Operations Forces by 605 personnel. Investments in Joint Capabilities Acquire joint command and control systems and equipment, specifically for integrated information technology and communications. Acquire joint signals intelligence capabilities that improve the military's ability to collect and exploit electronic signals intelligence on expeditionary operations. Improve the capabilities of the Joint Deployable Headquarters and Signals Regiment, including the portable structures that house the headquarters when deployed and the equipment employed by that headquarters for command, control and communications. Improve cryptographic capabilities, information operations capabilities, and cyber capabilities to include: cyber security and situational awareness projects, cyber threat identification and response, and the development of military-specific information operations and offensive cyber operations capabilities able to target, exploit, influence and attack in support of military operations. Improve Chemical, Biological, Radiological, Nuclear, and Explosive detection and response capabilities. Anticipate Prioritizing joint intelligence, surveillance, and reconnaissance To enhance its Joint Intelligence, Surveillance and Reconnaissance capabilities, the Defence team will: Invest in Joint Intelligence, Surveillance and Reconnaissance platforms, including next generation surveillance aircraft, remotely piloted systems, and space-based surveillance assets (see pages 38-40). Integrate existing and future assets into a networked, joint system-of-systems that will enable the flow of information among multiple, interconnected platforms and operational headquarters. Prioritize Arctic Joint Intelligence, Surveillance and Reconnaissance as a defence research and development priority to produce innovative solutions to surveillance challenges in the North. Enhancing defence intelligence In order to address the demand for defence intelligence internally, across the Government of Canada, and among our allies, the Defence team will: Establish up to 120 new military intelligence positions, some of which will be filled by Reservists, and add up to 180 new civilian intelligence personnel. Build CFINTCOM's capacity to provide more advanced intelligence support to operations, including through an enhanced ability to forecast flashpoints and emerging threats, and better support next generation platforms, and understand rapid developments in space, cyber and other emerging domains. Establish a Canadian Armed Forces targeting capability to better leverage intelligence capabilities to support military operations. Bolstering academic outreach To enhance its relationship with and derive greater benefit from Canada's rich academic and analytic community, the Defence team will: Increase investment in academic outreach to $4.5 million per year in a revamped and expanded defence engagement program, including: Collaborative networks of experts; A new scholarship program for Masters and Post-Doctoral fellows; and Expansion of the existing expert briefing series and engagement grant program. Adapt A new vision for the Reserve Force To enhance the role and capabilities of the Reserve Force, the Canadian Armed Forces will: Increase the size of the Primary Reserve Force to 30,000 (an increase of 1,500) and dramatically reduce the initial recruitment process from a number of months to a matter of weeks. Assign Reserve Force units and formations new roles that provide full-time capability to the Canadian Armed Forces through part-time service, including: Light Urban Search and Rescue; Chemical, Biological, Radiological and Nuclear Defence; Combat capabilities such as direct fire, mortar and pioneer platoons; Cyber Operators; Intelligence Operators; Naval Security Teams; and Linguists. Enhance existing roles assigned to Reserve Force units and formations, including: Information Operations (including Influence Activities); Combat Support and Combat Service Support; and Air Operations Support Technicians. Employ the Reserve Force to deliver select expeditionary missions in a primary role such as Canadian Armed Forces capacity building. Create an agile service model that supports transition between full- and part-time service and provides the flexibility to cater to differing Reserve career paths. Align Primary Reserve Force remuneration and benefits with those of the Regular Force where the demands of service are similar. Revise annuitant employment regulations to attract and retain more former Regular Force personnel to the Reserves. Offer full-time summer employment to Reservists in their first four years with the Reserves commencing in 2018. Work with partners in the federal government to align Federal Acts governing job professionalization legislation. Subsequently, we will work with provinces and territories to harmonize job protection for Reservists at that level. Space capabilities To adapt to evolving challenges and opportunities in the space domain, the Defence team will: Defend and protect military space capabilities, including by working closely with allies and partners to ensure a coordinated approach to assuring continuous access to the space domain and space assets. Work with partners to promote Canada's national interests on space issues, promote the peaceful use of space and provide leadership in shaping international norms for responsible behavior in space. Invest in and employ a range of space capabilities, including space situational awareness, space-based earth observation and maritime domain awareness, and satellite communications that achieve global coverage, including in the Arctic. (For more detail on Defence investments in space capabilities, please see pages 38-39). Conduct cutting-edge research and development on new space technologies in close collaboration with allies, industry and academia to enhance the resilience of space capabilities and support the Canadian Armed Forces' space capability requirements and missions. Cyber capabilities To better leverage cyber capabilities in support of military operations, the Defence team will: Protect critical military networks and equipment from cyber attack by establishing a new Cyber Mission Assurance Program that will incorporate cyber security requirements into the procurement process. Develop active cyber capabilities and employ them against potential adversaries in support of government-authorized military missions. Grow and enhance the cyber force by creating a new Canadian Armed Forces Cyber Operator occupation to attract Canada's best and brightest talent and significantly increasing the number of military personnel dedicated to cyber functions. Use Reservists with specialized skill-sets to fill elements of the Canadian Armed Forces cyber force. Remotely piloted systems To better leverage the unique benefits associated with remotely piloted systems, the Defence team will: Invest in a range of remotely piloted systems, including an armed aerial system capable of conducting surveillance and precision strikes (For more details on planned investments in remotely piloted systems, please see pages 38-39). Conduct research and development of remotely piloted land, sea and aerial capabilities, in close collaboration with industry and academia. Promote the development of international norms for the appropriate responsible and lawful use of remotely piloted systems, in support of Global Affairs Canada. Improving defence procurement To streamline defence procurement, better meet the needs of the military, and deliver projects in a more timely manner, the Defence team will: Reduce project development and approval time in the Department of National Defence by at least 50 percent for low-risk and low-complexity projects through improved internal coordination, increased delegation, and strengthened approval processes. Work with partners to increase the Department of National Defence's contracting authorities for goods up to $5 million by 2018, allowing over 80 percent of defence procurement contracts to be managed by Defence. Use procurement to incentivize Canadian research and development in important and emerging technological areas. Increase the transparency and timeliness of communication with defence industry associations, including instituting meetings between the Department of National Defence and Canadian industry through the Defence Industry Advisory Group and other fora. Grow and professionalize the defence procurement workforce in order to strengthen the capacity to manage the acquisition and support of today's complex military capabilities. This includes the addition of new procurement specialists and enhanced training and professional accreditation for defence procurement personnel. Provide Canadians with regular updates on major project and programs to increase transparency, communicate challenges and measure performance. Ensure that Canadian environmental standards are adhered to in all procurement projects. Greening defence To ensure it supports the low-carbon government targets outlined in the Federal Sustainable Development Strategy, the Defence team will: Reduce greenhouse gas emissions by 40 percent from the 2005 levels by 2030, including through the following measures: Investing $225 million by 2020 in a wide range of infrastructure projects across Canada to reduce our carbon footprint. Transitioning 20 percent of non-military vehicle fleets to hybrid and electric by 2020. Requiring new construction and major recapitalization projects to meet industry-recognized standards for high performing buildings such as the Silver Leadership in Energy and Environmental Design (LEED) standard or equivalent. Expanding the use of Energy Performance Contracts to implement energy efficiencies on bases and wings across Canada. Installing electric charging stations at new or retrofitted buildings for personnel to use with defence fleets and/or personal vehicles. Examine alternative energy options and their potential use for operations. Repairing and rebuilding defence infrastructure To modernize the management of the real property portfolio to better serve defence and free up personnel to perform military tasks, the Defence team will: Dispose of underutilized or obsolete buildings. This will improve the efficiency of the infrastructure portfolio, while at the same time help us accelerate the reduction of greenhouse gas emissions. Improve infrastructure on bases and wings, including housing for Canadian Armed Forces personnel. In doing so, we will explore ways to partner with the private sector and will consult with public sector unions. Innovation for Defence Excellence and Security (IDEaS) To transform defence innovation in Canada, the Defence team will: Invest $1.6 billion over the next 20 years to implement the new Innovation for Defence Excellence and Security (IDEaS) program, including : Creating clusters of defence innovators (academics, industry and other partners) to conduct leading-edge research and development in areas critical to future defence needs. Holding competitions that invite innovators to present viable solutions to specific defence and security challenges. Implementing flexible new procurement mechanisms that allow Defence to develop and test ideas and the ability to follow through on the most promising ones with procurement. Enhancing Arctic capability To enhance the Canadian Armed Forces' ability to operate in the Arctic and adapt to a changed security environment, the Defence team will: Enhance the mobility, reach and footprint of the Canadian Armed Forces in Canada's North to support operations, exercises, and the Canadian Armed Forces' ability to project force into the region. Align the Canadian Air Defence Identification Zone (CADIZ) with our sovereign airspace. Enhance and expand the training and effectiveness of the Canadian Rangers to improve their functional capabilities within the Canadian Armed Forces. Collaborate with the United States on the development of new technologies to improve Arctic surveillance and control, including the renewal of the North Warning System. Conduct joint exercises with Arctic allies and partners and support the strengthening of situational awareness and information sharing in the Arctic, including with NATO. Global defence engagement To ensure the continued security of North America, Defence will: Modernize NORAD to meet existing challenges and evolving threats to North America, taking into account the full range of threats. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-d.html

Extra-large autonomous submarines may revolutionize intelligence gathering and espionage under the sea. One of these ground breaking projects is the U.S. Navy's Boeing Orca extra-large uncrewed underwater vehicle (XLUUV). It is much larger than any other underwater drone currently in the water. But there is a historical precursor that, despite its epic Cold War story, is not widely known. And its mission, to lay covert sensor networks in the arctic, may be as relevant today as it was then. During the Cold War, NATO believed that Russian submarines were using the ice cap in the Canadian Arctic as cover to covertly move between the Atlantic and Pacific. So the U.S. and Canada placed a special sonar network there, deep under the ice. Canadian engineers had to build the world's largest autonomous underwater vehicle (AUV), Theseus, to lay a cable where ships could not reach. The project started in the 1980s, at a time when Russian submarines were getting much quieter. To listen for them, a joint U.S. and Canadian sonar array was to be placed several hundred miles north of the remote Canadian base at CFS Alert. The array was codenamed Spinnaker, in honor of the bar where scientists made many of the unclassified decisions in the project. This was similar to the now-famous SOSUS (Sound Surveillance System), but used classified technology to match its operational circumstances. In fact it must have been much more advanced than the original SOSUS. Connecting the sonar array to the base would require laying a fiber-optic cable for hundreds of miles under permanent ice cap. The solution was to build the world's largest autonomous underwater vehicle. The uncrewed submarine would swim from an ice hole nearer to the base all the way to the Spinnaker array. As it went the cable would unreel out of the back. Thus ‘Theseus' got its name from the mythical hero of Ancient Greece who trailed thread behind him when he ventured into the labyrinth to fight the Minotaur. When we think of advanced Canadian military projects which were ahead of their time, the Avro Canada CF-105 Arrow springs to mind. That delta-winged Mach-2 fighter flew in the 1950s and was cutting edge technology at the time, one of the all-time great aircraft. But it was cancelled abruptly in 1959 before it could enter service. The Theseus AUV is up there with the Avro Arrow, but less well recognized. And unlike the Arrow, it was used operationally, in one of the boldest projects started during the Cold War. The project had many secret aspects. Years later much of what we know about the project comes from Bruce Butler, one of the core team involved. Bulter has written a book, Into the Labyrinth (on Amazon), and recently talked to the Underwater Technology Podcast about the project. Theseus was 35 feet long and about 4 feet across. In AUV terms this is large, even today. In modern naval terminology it would be categorized as a large-displacement uncrewed underwater vehicle (LDUUV). The Spinnaker sonar system was placed on the sea floor right on the edge of the arctic shelf. It was about 84 degrees north, up in the top right-hand corner of Canada, near to Greenland. Such an advanced project took years to realize, so it was not until spring 1996 when Theseus could go to work laying the cable. The whole operation was pushing the boundaries of uncrewed underwater vehicles at the time. Despite some close calls along the way, Theseus was able to navigate to the Spinnaker, letting out the vital thread as it went. Many details of the project and technology involved are still classified. And we may never know whether Spinnaker ever picked up any Russian submarines. By the time it had been laid the Russian Navy was in steep decline following the end of the Cold War. But with a resurgent Russian Navy today, the relevance of systems like Spinnaker may be greater than ever. And one of the roles which large submarine drones like the Orca might do is lay cables on the sea floor, unseen from above. Historical precedents like Theseaus can help us understand the way that these might be employed, and the challenges that they will face. https://www.forbes.com/sites/hisutton/2020/07/12/canada-secret-cold-war-drone-submarine-is-still-relevant-today/#121a2da51e96

Aero Montreal said it fully supports the arguments presented by the Canadian aerospace industry to the federal government and shares its concerns about the lack of support for the sector in Finance Minister Bill Morneau's recent economic update. This new snapshot makes no reference whatsoever to measures that would allow the industry to emerge from the crisis. That is why Aero Montreal is reiterating the importance of implementing a Canada-wide aerospace strategy, with specific measures dedicated to our sector, as soon as possible. By putting the aerospace industry at the heart of economic policies for more than 80 years, both in Quebec and in Canada, governments have succeeded in making aerospace an industry that contributes more than $25 billion to the country's GDP. Amidst the COVID-19 crisis, when other jurisdictions around the world are redoubling their efforts to support their aerospace industry, Quebec is supporting its “champion.” But the Canadian government is still waiting and Canada continues to fall behind on international markets. Aero Montreal is sounding the alarm on behalf of the Québec aerospace industry, which represents 49 per cent of the Canadian aerospace sector's workforce and 57 per cent of its sales. In Canada, research and development is at the heart of the aerospace industry, with an investment of $1.4 billion per year, more than 70 per cent of which is carried out in Quebec. In times of economic recovery, innovation is critical. For example, France is banking on an innovative recovery with a carbon-neutral aircraft. The United States has repeatedly demonstrated its support for the defence sector, allowing for the development of leading edge technologies that can be transferred to commercial aircraft. Canada must, without further delay, continue to invest in this strategic sector to position itself in this race for innovation. In order to succeed, our industry must be able to retain its highly-skilled workforce and prevent the ecosystem from being eroded. “The unprecedented mobilization of all players in the aerospace industry illustrates the intensity of the crisis we are experiencing. Through a collective approach, we are advocating the urgent need for a specific strategy dedicated to our sector that will accelerate the recovery, while emphasizing that this cannot be achieved without the help of the federal government,” said Suzanne M. Benoît, president of Aero Montreal. https://www.skiesmag.com/press-releases/aero-montreal-supports-appeal-to-the-federal-government/

Les Alpha-Jet de la Défense vendus à la société canadienne Top Aces. La Défense belge a revendu 25 de ses anciens avions d'entraînement Alpha-Jet à une société canadienne, Top Aces, spécialisée dans l'entraînement au combat aérien au profit de différentes forces aériennes. Depuis la fermeture de l'école franco-belge de pilotes de chasse de Cazaux en France le 11 octobre 2018, les Alpha-Jet ont été retirés du service. Ils sont encore restés un an en France à disposition de l'Armée de l'Air française le temps de solder les comptes de l'AJeTS. Depuis leur retour en Belgique, ils sont stockés sur la base de Beauchevain. La société canadienne Top Aces serait responsable du démontage et du transport des appareils selon l'agence Belga. Le dossier de la vente des Alpha-Jet a été lancé en 2018. Neuf candidats avaient été retenus par la Défense en décembre 2019 et devaient soumettre une nouvelle offre. La société canadienne Top Aces possède déjà une vingtaine d'Alpha-Jet utilisée par la Luftwaffe, l'armée de l'air allemande, plus 7 A-4 Skyhawk et les 3 Learjet 35 (sans compter d'autres appareils civils en plus petites quantités). Des F-16 devraient bientôt les rejoindre pour compléter l'offre. Selon le blog français Lignes de Défense, cet achat n'est pas surprenant car Top Aces fait partie des sociétés choisies par l'USAF, l'armée de l'air américaine, pour le gros contrat d'externalisation des services ADAIR (adversary air). Top Aces se doit donc d'augmenter sa flotte d'Alpha-Jet. D'autres armées de l'air font appel à ses services pour l'entrainement de leurs pilotes (la Luftwaffe, la Royal Canadian Air Force et la Royal Australian Air Force). Ces programmes comprennent tant le combat air-air qu'air-sol (formation de JTAC), la défense anti-aérienne à partir de navire ou encore la réalisation de mission ISR. L'entreprise emploie une quarantaine de pilotes issu des armées de l'air américaine, canadienne, allemande et australienne (dont une grande partie est diplômée de l'école Top Gun). L'Alpha-Jet est un appareil de conception franco-allemande qui a effectué son premier vol en 1973 et qui est entré en service dans différentes armées de l'air en 1979. Il a été un réel succès de l'aéronautique avec plus de 500 appareils construits et une carrière loin d'être terminée. Conçu en deux versions (entrainement et attaque au sol), 12 armées de l'air à travers le monde y ont ou y ont eu recours. La Belgique a commandé 33 appareils, assemblés par la SABCA, et livrés entre 1978 et 1980. Quatre d'entre eux ont été perdus durant leur carrière. Durant presque quinze ans et jusqu'en 2018, 165 pilotes de chasse de la Composante Air ont été formés à Cazaux en France au sein de l'école franco-belge de pilotes de chasse sur l'Alpha-Jet. Avec la décision de ne pas remplacer les Alpha-Jet, la Défense s'est tournée vers l'Euro-NATO Joint Jet Pilot Training (ENJJPT), une école installée sur la base aérienne Sheppard, dans le nord du Texas, pour former ses pilotes de chasse. La formation est moins coûteuse pour la Défense belge. En 2017, le ministre de la Défense Steven Vandeput estimait à environ 1,3 millions de dollars la formation de 18 mois aux USA. « L'économie pour la Défense est difficile à chiffrer mais, étant donné qu'il n'y aura pas d'investissement dans un nouvel avion d'instruction (le life cycle cost étalé sur 20 ans pour une flotte d'environ 15 avions est estimé à +/- 750 millions d'euros) et qu'on pourra aussi épargner sur les coûts d'infrastructure et de personnel, on peut présumer que celle-ci sera importante », expliquait-il dans une réponse écrite à la député Karolien Grosemans (N-VA). Le personnel détaché est aussi moins important passant de 40 personnes (pilotes, personnel administratif et techniciens) à 10 personnes. En plus d'économies de coût et personnel, le ministre Steven Vandeput défendait ce choix par l'absence de solution alternative au niveau européen, l'Armée de l'Air française n'ayant à cette époque pas encore de solution pour son Fast Jet Training. Actuellement, les élèves pilotes suivent un tronc commun de formation sur les Marchetti à Beauchevain avant de se séparer dans leur filière spécifique. Mais le ministère de la Défense envisage aussi de recourir à l'outsourcing au lieu de remplacer les Marchetti, qui arrivent en fin de vie. Les pilotes d'avions de transport ou d'hélicoptères sont toujours formés en France. Article co-écrit avec Pierre Brassart https://defencebelgium.com/2020/07/09/les-alpha-jet-de-la-defense-vendus-a-la-societe-canadienne-top-aces/

Montreal, July 8, 2020 - Today at the CAE OneWorld virtual conference and tradeshow, CAE announced that BAE Systems has selected the CAE Medallion MR e-Series visual system for Eurofighter Typhoon full-mission simulators for the Qatar Emiri Air Force. BAE Systems is the prime contractor responsible for providing 24 Eurofighter Typhoon aircraft along with in-service support and training package to the Qatar Emiri Air Force. “BAE Systems did an exhaustive evaluation of the latest visual display systems available for fighter simulators, and we are excited by their selection of the Medallion MR e-Series to support the synthetic training capability for the Qatar Emiri Air Force,” said Thibaut Trancart, Managing Director, Defence & Security -- Middle East, CAE. “The exceptional realism and immersion offered by the Medallion MR e-Series helps deliver significant training value by allowing complex and challenging fighter aircraft tasks to be rehearsed in a safe virtual environment.” CAE will be providing four Medallion MR e-Series to BAE Systems for the Qatar Eurofighter Typhoon simulators under contracts awarded during CAE's fiscal year 2020 third and fourth quarters. During the CAE OneWorld virtual conference and tradeshow, CAE will be featuring a product presentation and demonstration of the CAE Medallion MR e-Series visual system. CAE OneWorld 2020 (cae.com/caeoneworld2020) began today and is free to all attendees who register (caeoneworld2020.com/registration/). The CAE OneWorld virtual conference and tradeshow will be available online for the next month. About CAE CAE's Defence & Security business unit focuses on helping prepare our customers to develop and maintain the highest levels of mission readiness. We are a world-class training and mission systems integrator offering a comprehensive portfolio of training and operational support solutions across the air, land, sea and public safety market segments. We serve our global defence and security customers through regional operations in Canada; the United States/Latin America; Europe/Middle East; and Asia-Pacific, all of which leverage the full breadth of CAE's capabilities, technologies and solutions. CAE is a global leader in training for the civil aviation, defence and security, and healthcare markets. Backed by a record of more than 70 years of industry firsts, we continue to help define global training standards with our innovative virtual-to-live training solutions to make flying safer, maintain defence force readiness and enhance patient safety. We have the broadest global presence in the industry, with over 10,500 employees, 160 sites and training locations in over 35 countries. Each year, we train more than 220,000 civil and defence crewmembers, including more than 135,000 pilots, and thousands of healthcare professionals worldwide. www.cae.com Follow us on Twitter @CAE_Inc and @CAE_Defence View source version on CAE: https://www.cae.com/news-events/press-releases/bae-systems-selects-cae-medallion-mr-e-series-for-qatar-typhoon-simulators

Please find attached the presentation regarding the opportunity : https://buyandsell.gc.ca/procurement-data/tender-notice/PW-MC-038-27824 Supply Arrangement (SA) Information: Background How vendors can qualify Next Steps / Informations AMA Frequently asked questions In-Water Vessel Cleaning Initiative Information Contexte Request for Information (RFI) Next Steps