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As part of the ongoing effort to establish National Marine Program Strategies, the Marine Procurement Modernization (MPM) working group hosted four regional workshops across Canada between November 2017 and April 2018. Collectively, the regional workshops included participation from close to 100 Industry representatives (regional boat builders, suppliers, marine engineering firms and repair yards as well as provincial counterparts and regional development agency representatives. Industry's in-session contributions provided the MPM working group with a better understanding of the Canadian Marine Industry's issues and concerns across the four themes (outlined below). The sessions identified a number of recurring points while identifying new ideas and approaches to improve federal marine procurement practices. https://buyandsell.gc.ca/procurement-data/tender-notice/PW-18-00830335

NASA is talking to several international companies about forming a consortium that would take over operation of the International Space Station and run it as a commercial space lab, NASA Administrator Jim Bridenstine said in an interview. “We're in a position now where there are people out there that can do commercial management of the International Space Station,” Bridenstine said in his first extensive interview since being sworn in as NASA administrator in April. “I've talked to many large corporations that are interested in getting involved in that through a consortium, if you will.” The White House touched off a heated discussion about the future of the orbiting laboratory earlier this year when it said it planned to end direct government funding of the station by 2025, while working on a transition plan to turn the station over to the private sector. Some members of Congress said they would vigorously oppose any plan that ends the station's life prematurely. Sen. Ted Cruz (R-Tex.) said the decision to end funding for it was the result of “numskulls” at the Office of Management and Budget. And it was unclear, who, if anyone, would want to take over operations of the station, which costs NASA about $3 billion to $4 billion a year and is run by an international partnership that includes the United States, Russia, Japan, Canada and the European Space Agency. An orbiting laboratory that flies some 250 miles above the Earth's surface, it has been continuously inhabited by astronauts since 2000. In unveiling its plan to commercialize the station earlier this year, the White House offered few details of how exactly it would work. As it prepares a transition plan, the White House said it “will request market analysis and business plans from the commercial sector and solicit plans from commercial industry.” The international nature of the station could make it tricky, though perhaps there could be an international commercial partnership with some sort of a government role, said Frank Slazer, the vice president of space systems for the Aerospace Industries Association. “It will be very hard to turn ISS into a truly commercial outpost because of the international agreements that the United States is involved in,” he said. “It's inherently always going to be an international construct that requires U.S. government involvement and multinational cooperation.” Bridenstine declined to name the companies that have expressed interest in managing the station, and said he was aware that companies may find it “hard to close the business case.” But he said there was still seven years to plan for the future of the station, and with the White House's budget request “we have forced the conversation.” A former congressman from Oklahoma, Bridenstine, was confirmed by the Senate by a narrow 50-to-49 votethis spring, after the post had remained vacant for 15 months. Democrats had rallied against his nomination, saying he lacked the managerial and scientific background for the job. Many had labeled him a climate-change denier over controversial comments Bridenstine, a conservative Republican, had made in the past. But during a Senate hearing last month, he said his views had evolved, and that he believes human activity is the leading cause of climate change. That earned him plaudits from Democrats, such as Sen. Brian Schatz (D-Hawaii) who had opposed his nomination. “I have come to the conclusion that this is a true evolution,” Schatz said. “That you respect people with whom you work, you respect the science, you want their respect.” In the interview, Bridenstine said there was no single event that cause him to change his thinking. As chairman of the Environment subcommittee, he said he “listened to a lot of testimony. I heard a lot of experts, and I read a lot. I came to the conclusion myself that carbon dioxide is a greenhouse gas that we've put a lot of it into the atmosphere and therefore we have contributed to the global warming that we've seen. And we've done it in really significant ways.” In the wide-ranging interview, Bridenstine also listed a return to the moon and the restoration of human spaceflight from United States soil as two of his top priorities. NASA has proposed building an outpost in the vicinity of the moon that could be inhabited by humans from time to time, with landers that could ferry supplies to the lunar surface. Known as the Lunar Orbiting Platform Gateway, the system would be built by NASA in partnership with industry and its international partners, he said. “I've met with a lot of leaders of space agencies from around the world,” he said. “There is a lot of interest in the Gateway in the lunar outpost because a lot of countries want to have access to the surface of the moon. And this can help them as well and they can help us. It helps expand the partnership that we've seen in low Earth orbit with the International Space Station.” But the first element of the system wouldn't be launched until 2021 or 2022, he said. Perhaps as early as this year, Boeing and SpaceX, the companies hired by NASA to fly its astronauts to the space station, could see their first test flights with people on board, though it's possible they could be delayed to next year. Since the space shuttle was retired in 2011, Russia has flown NASA's astronauts to the station, charging hundreds of millions of dollars over that time. Bridenstine said that it is “a big objective is to once again launch American astronauts on American rockets from American soil.” Both Boeing and SpaceX have had delays and setbacks in their programs. Government watchdogs have said they were concerned about an issue with Boeing's abort system that may cause its spacecraft to “tumble,” posing a threat to the crew's safety. Boeing has said it has fixed that problem, as well as a concern with the heat shield that the Government Accountability Office said last year could disconnect “and damage the parachute system.” John Mulholland, Boeing's commercial crew program manager, told Congress earlier this year that the company's "analyses show that we exceed our requirements for crew safety." As administrator, Bridenstine and his staff will also have to sign off on SpaceX's decision to fuel its Falcon 9 rocket after the crews are on board -- which some have said could put astronauts at risk. But during a recent NASA safety advisory panel, some members said they thought the procedure could be a “viable option” if adequate safety controls are in place. SpaceX founder and CEO Elon Musk told reporters last month that he did not think the fueling process "presents a safety issue for astronauts. But we can adjust our operational procedures to load propellant before the astronauts board. But I really think this is an overblown issue.” In the interview, Bridenstine said no decision had been made yet about the fueling procedures. “I haven't signed off on anything at this point,” he said. “We're going to make sure we test it every which way you can possibly imagine. And that's underway right now. We're not going to put anybody in any undue risk.” https://www.washingtonpost.com/news/the-switch/wp/2018/06/05/nasas-new-administrator-says-hes-talking-to-companies-to-take-over-the-international-space-station/

Innovation, Science and Economic Development Canada (ISED) joined forces with the Canadian Association of Defence and Security Industries (CADSI) to publicly release a new report on Canada's defence industry for decision makers. Features of the report include building analytic capacity through collaborative research, economic impact, innovation, exports, and supply chains analysis. https://www.ic.gc.ca/eic/site/ad-ad.nsf/eng/h_ad03978.html

Persistence and a long-term strategy have paid off for a Canadian space and defence company, which has won a $15 million contract to build a new system for NATO's maritime command and control operations. MDA signed a deal with NATO in December 2017 to support the military alliance's Project TRITON. The contract comes with the prospect of significant follow-on opportunities at NATO and many of its member countries, proving the value of perseverance in pursuing work with the organization. “It's a long game,” says Mike Greenley, group president of MDA president of MDA, part of Maxar Technologies, a public company listed in Canada and the United States, formerly known as MacDonald, Dettwiler and Associates. MDA first became interested in the TRITON contract almost a decade ago, when it heard that NATO had plans to replace and update the command and control, or C2, system in its maritime operations centres, he says. “It's a big effort. We had a team working on this project for several years.” MDA, which was founded in 1969 and today has 1,900 employees in several centres across Canada, is best known for innovations in space robotics, such as the development of the Canadarm. It is also involved in satellite antennas, surveillance and intelligence, defense and maritime systems and geospatial radar imagery. NATO—which stands for North Atlantic Treaty Organization—is a military defence alliance signed in Washington D.C. in 1949, by several North American and European nations in the North Atlantic area. Canada is a founding member of NATO, which is headquartered in Brussels. Greenley says the three-year Project TRITON contract—which is under the NATO Communications and Information Agency (NCIA) in Brussels—uses MDA's core expertise in maritime domain awareness and digital mapping to present a “maritime picture” that locates, tracks and analyzes the movements of ships at sea. This helps NATO and its member counties improve their situational awareness and decision-making processes. It was critical for NATO to recognize MDA's capabilities in the field, he notes, but the company also had to “stick with it” over a long time to be successful in its bid. “This is a demonstration that a Canadian firm can compete in full and open competition and win a NATO program,” Greenley comments, noting that European firms especially find it more convenient to compete at NATO than those overseas. “There's not a lot of history of Canadian companies being successful there.” NCIA general manager Kevin Scheid said in a statement that “NCIA is delighted to have an opportunity to work with a Canadian company that brings the depth and breadth of Canadian maritime command and control experience to NATO for the TRITON project.” Kerry Buck, the Permanent Representative of Canada to NATO, noted, “NATO is at the core of Canada's national security policy. We are proud that NATO will leverage Canadian technology and expertise to contribute to enhanced communications and support interoperability in NATO.” Lieutenant-Colonel Jim Bates, the former national expert, or NATEX, for Canada at NCIA, says that “MDA did everything right to win the TRITON contract.” Bates, who returned to Ottawa in 2017 to take up an assignment at National Defence Headquarters, calls it “an excellent case study” for Canadian firms interested in getting work at NATO. Bates first became aware of MDA's interest in the TRITON contract when he first started at NATO in 2012. “MDA had been tracking that project from the earliest days,” he recalls. “MDA made regular visits to NATO to meet with key stakeholders. It pursued and won other smaller NATO contract opportunities prior to the TRITON award, so it had a foot in the door and was able to introduce NATO personnel to MDA's services and expertise. That made a positive impression.” The company kept in regular contact with Bates to get business intelligence, and it attended each annual NCIA Industry Conference, where MDA officials could engage agency staff and completely understand NATO's procurement process. “There were no surprises when it came time to bid,” says Bates, adding that is not always the case. “Companies big and small agonize over whether to bid,” because it's a substantial commitment with no guarantee. “It was the norm during my time at NATO that Canadian companies would track NATO opportunities but rarely bid. But you can't win if you don't bid...MDA was confident in its position on TRITON and it won.” Greenley says that in dealing with NATO and its member countries, it's important to present the right price as well as the right technical solution. “In NATO you have to get the entire team comfortable with your approach.” Future contracts related to the TRITON deal could “highly likely” include adding functions and features to NATO's C2 systems, he says, while NATO member countries could adopt MDA's TRITON solution for their own maritime operation centres. “There's every reason to expect there will be solid follow-on business,” Greenley says. “This could easily become a persistent work story in our company for a decade or more.” He credits the Canadian representatives in Brussels at all different levels of Canada's mission to NATO, as well as in key NATO member countries, with MDA's success in winning the contract. “All the right people in the right places at the right time worked with us to win this opportunity.” MDA exports regularly and has started to become operationally present in other countries, Greenley says. Its business development activities are supported by the Canadian Trade Commissioner Service (TCS), along with Export Development Canada and the Canadian Commercial Corporation. “We use the full suite of export tools available to Canadians,” Greenley comments. “International business is based on having a good solution, it's based on having your country as a buyer and then you need whole-of-government support.” MDA will be using the Canadian Trade Commissioner Service (TCS) to promote its TRITON technology among NATO members looking to replace and update their own C2 systems, Greenley says. “We will certainly be out there working in NATO countries with the TCS encouraging those countries to adopt this solution.” Gregory Rust, the senior trade commissioner who is head of the trade program at Canada's embassy in Brussels, says “one thing that I've observed following the NATO contracting process over the years is that it's important to be persistent, patient and thorough.” Rust says MDA displayed all of those critical characteristics, and the TCS “was available to support the company's ongoing interests by offering key core services.” Jane Li, First Secretary in the Joint Delegation of Canada to NATO, who is Canada's representative on the Investment Committee that oversees the NATO Security Investment Program, says it's important to be proactive in researching and understanding NATO's needs. “Patience is also a virtue,” she says, adding that as with many large organizations, it takes time to get to know NATO and how it functions, and for the organization to understand what industry has to offer. “Taking a long-term view is necessary.” MDA took such an approach “and spent a lot of time working towards this,” she says, adding that it's important to “respond to opportunities early and often. Tracking and signalling interest to receive invitations for bids will help you understand what NATO needs and improves familiarity with its processes, which in turn can help increase your chances of success.” Greenley says now that MDA has the TRITON contract, “we want to have sustained business relationships with NATO,” but it's still not going to be easy to get contracts there. “It takes a long time for any NATO program to be organized and executed, so to stick with it is challenging,” he says, while the distance to Brussels and the extra investment needed to have a presence there is an added hurdle for Canadian firms. Canada is joining other countries in having governments and companies form partnerships to lobby for NATO work, which makes sense given the revenues that NATO contracts can bring, he says. “We're starting to step up and ensure that we get our fair share.” Greenley advises companies interested in NATO work to beware of how long the process can take. “I would not put a NATO project in my core business plan,” he says. “You shouldn't assume it's going to happen. It's a strategic, incremental business growth opportunity.” He says it's important to stay “fully engaged” with the TCS and work with Canada's delegation to NATO as well as member countries. “NATO by its definition is based on the participation and collaboration of many participants,” he explains. “You need to use Canada's relationships with multiple NATO countries to build a base of support for your solution.” Greeley hopes MDA's success “leads to other companies in Canada seeing it can be done, and adding to the list of Canadian-based NATO programs.” As the company now executes the TRITON contact, “we're going to work hard to make the most of this opportunity,” he adds. From Brussels, Belgium, this story is one example of how trade commissioners located in more than 160 cities around the world help Canadian companies succeed. http://tradecommissioner.gc.ca/canadexport/0002899.aspx?lang=eng

OTTAWA — The federal government has approved plans to start some work on the navy's new support ships in the coming months in a bid to keep delivery of the much-needed vessels from slipping farther behind schedule. Seaspan Shipyards is expected to begin cutting steel on some parts of the two vessels in Vancouver this summer during a lull in the construction of two science vessels for the Canadian Coast Guard, several sources told The Canadian Press. The science vessels will still be delivered first, but officials are hoping that the head start will result in the first Protecteur-class joint support ship, as the naval vessels are officially known, being delivered 2022. That would be a year earlier than the Department of National Defence's current estimate for the ship's completion, which was recently revealed in an annual report tabled in Parliament. Construction on the first vessel was supposed to start in 2016, with delivery slated for 2019, but the project has been plagued by delays and the government says its $2.3-billion budget is under review. The navy has been without a permanent support ship since 2015, when it was forced to retire its existing vessels due to an unexpected fire and corrosion issues, though it is leasing a temporary replacement, the MV Asterix. The Asterix is at the heart of the criminal case against Vice-Admiral Mark Norman, who has been charged with breach of trust for alleging leaking government secrets about the project to a Quebec shipyard in 2015. Norman has denied any wrongdoing and vowed to fight the charges in court. An official announcement about the plan to start work on the support ships, which are considered essential for supporting a modern navy on international operations, was expected this week but has been delayed. Seaspan, which is responsible for building the two support vessels as well as four science ships and a polar icebreaker for the coast guard, initially pitched the plan in a bid to prevent layoffs between construction of the science ships. National Defence publicly backed the proposal last month as a way to save time and it was touted in the department's annual report to Parliament, which was written before the federal government signed off on the plan. “Current discussions underway between Canada and the shipyard could also result in schedule compression opportunities being exploited,” the report reads, “including the potential to commence the early construction of some JSS components.” Yet the report also confirmed what many have feared: The project continues to experience delays. The department predicted last year that the first ship would be delivered in 2021; the new report says it will be delivered in 2023, though officials hope that the advance work will cut that time to 2022. The cause of the delays has been sharply contested by the government, National Defence, Seaspan and other industry players, with fingers pointed in all directions. Defence analyst David Perry of the Canadian Global Affairs Institute said while starting work soon on the support ships has merit, the ongoing delays point to much wider issues with regards to how the entire national shipbuilding plan is unfolding. “These mitigations keep talking about making something less late than it otherwise would be, not delivering them earlier than planned,” he said. “It's not really clear, but at a minimum, the Crown hasn't really demonstrated that they've reached any kind of stability in terms of the schedule.” http://thestarphoenix.com/pmn/news-pmn/canada-news-pmn/feds-ok-early-start-to-construction-of-navys-new-supply-ships-sources/wcm/cdc8e162-7d54-4493-90c2-6d883a7b03dd

By: Martin Banks NATO Secretary General Jens Stoltenberg says “it is time we all woke up to the potential dangers of cyber threats.” Speaking at a conference on cyber crime in Paris May 15, Stoltenberg said, “In the Second World War there was a popular saying, ‘Loose lips sink ships.' Today, it is weak passwords, failing to add software updates, or opening unfamiliar emails. Simple things. But if we get them right, we go a long way to protecting ourselves.” Stoltenberg was speaking at the Ecole Militaire in the French capital on a major conference on NATO's so-called “Cyber Defence Pledge” which, he said, had helped nations to look at their cyber-defences in a more holistic way. NATO countries have faced a series of attacks in recent years. In France, TV-Cinq Monde was taken off air by hackers while Fancy Bear, a group associated with the Kremlin, hacked the main political parties in the United States in what Stoltenberg called “a brazen attempt to influence the 2016 election.” Last year's WannaCry attack forced Renault to halt production at several of its factories and a cyberattack brought hospitals in the UK to a standstill. “The very nature of these attacks is a challenge,” Stoltenberg said. “It is often difficult to know who has attacked you or even if you have been attacked at all. There are many different actors. “Governments, but also criminal gangs, terrorist groups and lone individuals. Nowhere is the ‘Fog of War' thicker than it is in cyberspace,” he said. “If these were hard attacks, using bombs or missiles instead of computer code, they could be considered an act of war. But instead, some are using software to wage a soft-war - a soft-war with very real, and potentially deadly consequences.” In 2014, NATO leaders agreed that a cyberattack could trigger Article 5, meaning that an attack on one ally is treated as an attack on all allies. He added, “I am often asked, ‘under what circumstances would NATO trigger Article 5 in the case of a cyber-attack?' My answer is: we will see. The level of cyberattack that would provoke a response must remain purposefully vague as will the nature of our response. “But it could include diplomatic and economic sanctions, cyber-responses, or even conventional forces, depending on the nature and consequences of the attack.But whatever the response, NATO will continue to follow the principle of restraint. And act in accordance with international law.” In less than two years, almost every ally had upgraded their cyber defences with France leading the way, investing €1.6 billion and employing thousands more cyber experts. He also pointed to Nato's new Command Structure and Cyber Rapid Reaction teams. https://www.fifthdomain.com/international/2018/05/16/how-would-nato-respond-to-a-cyber-attack-well-see/

News release Positioning Canadian industry for a once-in-a-generation opportunity May 16, 2018, Ottawa, Ontario Canada's planned purchase of 88 new fighter jets would be its largest aerospace buy in more than 30 years. It presents a once-in-a-generation opportunity to create jobs and generate benefits for Canadians. The purchase of these jets is subject to the Industrial and Technological Benefits (ITB) Policy, which requires that for every dollar the government spends on major defence purchases, the winning contractor must put a dollar back into Canada's economy. Through this policy, the government's purchasing power is being used to support innovation and create well-paying middle-class jobs. This was the message delivered at a series of six regional forums held across the country by Innovation, Science and Economic Development Canada, in concert with National Defence, Public Services and Procurement Canada, and the regional development agencies. Representatives from more than 250 companies and 50 universities and research institutions participated in a total of 750 meetings. They were able to meet directly with fighter manufacturers and start building relationships and partnerships during these forums, positioning them to take advantage of the opportunities that will come from this large-scale procurement. By working with Canada's aerospace and defence industries, our government is making sure that Canadians get the most benefits possible from large defence purchases. Quotes “The Industrial and Technological Benefits Policy means we can turn the most significant investment in the Royal Canadian Air Force in more than 30 years into middle-class jobs and economic benefits for Canadians.” – The Honourable Navdeep Bains, Minister of Innovation, Science and Economic Development “Our government has achieved yet another important milestone as we continue to make progress toward replacing Canada's fighter fleet. This procurement will generate significant economic benefits for Canadians, and we committed to ensuring that our Canadian aerospace and defence sectors are well-positioned to participate in the renewal of Canada's fighter fleet.” – The Honourable Carla Qualtrough, Minister of Public Services and Procurement “A modern fighter jet fleet is essential for defending Canadian sovereignty, enabling continental security, and contributing to international peace and security. I am pleased to hear about the productive conversations that have been taking place with Canadian industry members and partners these past few weeks. This competition presents a great opportunity for Canadian industry to be involved with the sustainment of the future fighter fleet.” – The Honourable Harjit S. Sajjan, Minister of National Defence Quick facts Canada's aerospace and defence industries together contribute over 240,000 quality jobs. The aerospace industry directly contributed $13 billion in gross domestic product and over 87,000 jobs to the Canadian economy in 2016. The Canadian defence sector includes over 650 firms employing highly skilled workers in high-quality jobs. Since 1986, Canada's ITB Policy and its predecessor, the Industrial and Regional Benefits Policy, have contributed almost $40 billion to Canada's gross domestic product. Applying the policy generates around 40,000 jobs annually. https://www.canada.ca/en/innovation-science-economic-development/news/2018/05/creating-jobs-through-defence-procurement.html

News release Investment will help create and maintain more than 200 jobs and promote innovation in Atlantic Canada May 16, 2018 – Halifax, Nova Scotia – Innovation, Science and Economic Development Canada The Government of Canada is maintaining and creating well-paying middle-class jobs, economic growth and long-term prosperity by investing in the growth of small businesses to promote innovation and global competitiveness. Today, the Honourable Scott Brison, President of the Treasury Board, on behalf of the Honourable Navdeep Bains, Minister of Innovation, Science and Economic Development, announced a repayable investment of $7.6 million to support a $19-million project by Bluedrop Performance Learning Inc., a company that provides simulation technology, simulators and training programs to the aerospace and defence sectors. The funding will help Bluedrop create or maintain more than 200 jobs by supporting the design and development of next-generation aerospace and marine simulation and training products. The project will adapt gaming and mobile technologies such as virtual reality and augmented reality to improve the use of artificial intelligence in developing new simulation and training products used by air and marine crews. This investment will lead to training that is more relevant and cost-effective and that improves safety for air and marine crews. This investment is being made through the Strategic Innovation Fund, a program designed to attract and support high-quality business investments across all sectors of the economy by encouraging R&D that will accelerate technology transfer and the commercialization of innovative products, processes and services and will facilitate the growth of innovative firms. Quotes “Our government is investing to help small businesses across Canada grow and be active players in innovative sectors of the economy. This investment in Bluedrop's innovative simulation and training technologies will support the creation of middle-class jobs in Atlantic Canada and foster a vibrant regional economy. This investment is a concrete example of our government's ambitious agenda to strengthen the middle class, create jobs, and ensure a prosperous and inclusive future for Canadians.” – The Honourable Scott Brison, President of the Treasury Board “Bluedrop welcomes this support from the Government of Canada, through the Strategic Innovation Fund, as we look to further enhance our competitive position through the development of next-generation training solutions.” – Derrick Rowe, Executive Chairman of the Board of Bluedrop Performance Learning Inc. Quick facts Founded in 2012, Bluedrop Training and Simulation Inc. designs and develops advanced training systems and state-of-the-art simulation products to safely train operators and maintainers of complex equipment. The company is headquartered in St. John's, Newfoundland and Labrador, and also has a location in Halifax, Nova Scotia, where the project will take place. The Strategic Innovation Fund is a flexible program that reflects the diversity of innovation in all sectors of the economy. In addition to the Strategic Innovation Fund, there are hundreds of programs and services to help businesses innovate, create jobs and grow Canada's economy. With a simple, story-based user interface, the new Innovation Canada platform can match businesses with the most fitting programs and services in about two minutes. https://www.canada.ca/en/innovation-science-economic-development/news/2018/05/federal-government-invests-in-innovative-training-for-aerospace-and-defence-sectors.html

Seminar can be viewed at: http://saab-seminar.creo.se/180516/annual_gripen_seminar_2018 Article on Skies Magazine: Saab positions Gripen E as Canada's next-generation fighter Saab Group is confident that its single-engine Gripen E remains a viable contender for Canada's next generation fighter aircraft fleet, even though there are currently no immediate plans for Royal Canadian Air Force (RCAF) pilots to actually fly the aircraft. This was according to Richard Smith, head of Gripen marketing and sales during a May 16 briefing on Gripen market opportunities worldwide. He confirmed the planned visits included “site surveys and also some more senior visits as well, but at the moment, no plans for a flight evaluation.” He offered no details on who specifically would be visiting, but welcomed a suggestion that Prime Minister Justin Trudeau could be on the list. Canada is one of a number of countries Saab is targeting as a customer for the Mach 2 delta wing/canard fighter, the first variation of which entered service with the Swedish Air Force in 1997. Development of the Gripen E, featuring a General Electric F414G engine and an upgraded electronic warfare system (EWS), began about 2014 and it was first flown in June 2017. It is now said to be on track for delivery to the Swedish and Brazilian air forces. Smith said he expected that “continued dialogue so far this year” with Canadian government representatives was setting the stage for an early draft proposal, possibly in the third quarter of 2018, followed by the government's request for proposal for 80 aircraft early next year. He said the Gripen is suitable for all RCAF operations, including the high north, the Arctic and forward operating bases, which he said are “very similar to what we have in Sweden.” He later added that Saab would “tailor” its offering to Canada, as it would to other prospective customers with different operating environments. “Value for money, the industrial packages, that's what makes the Gripen rather unique and rather attractive.” On the seminal Canadian question about the reliability of a single-engine aircraft in Arctic and maritime missions, Gripen test pilot Mikhal Olsson said it had never been an issue. “I've been flying fighter aircraft since 1996 and I've been stationed . . . up in the Arctic,” he said. “I've been flying over the Atlantic, I've been flying across the sea eastbound to India (Saab is proposing the Gripen for the India Air Force), and every time I've been in a single-engine jet. I've never, ever, been worried about the engine [due to built-in redundancies]. “We have a really reliable system.” Olsson also said that as a “smart fighter” with net-centric technologies, a new sensor suite and long-range weapons, the E model is tailored to an “much more hostile and . . . much more unpredictable” operational environment where “new conflicts arise and disappear much quicker that we've seen before.” Gripen EWS sales director Inga Bergstrom added that electronic warfare was not the aircraft's primary function. Rather, EWS was “an enabler to . . . a successful mission” and because it was upgradeable software, it could deal with evolving threats. Asked about having to compete in some markets with used aircraft, Smith said these were, at best, an interim solution. “We're going to operate it for 30 to 40 years,” he replied. “Second-hand fighters . . . need to be replaced after maybe 10 years, and the capability that we bring is somewhat different to those old fighters. . . . Even though there has been, as you say, some headwind recently, I remain very optimistic about the outlook for Gripen both short term and longer term.” Jonas Hjelm, head of Aeronautics at Saab, acknowledged that although the company can't compete with used fighters because of the price difference, he agreed that the upgradeable Gripen could be operated for potentially more than 40 years without having to go through a new acquisition process, so the total package “makes sense for very many of the countries that are now in process of actually selecting a new fighter system.” Asked how the Gripen could compete with “stealth” platforms, Hjelm declined comment on competitors' aircraft but conceded that it was a difficult challenge. Calling stealth a “fashion word,” he said that while the newest Gripen variants have “stealth features,” Saab has chosen “different paths to have a low signature.” Besides, with “every smart technique you come up with to defend yourself, there will be a pushback from the other side to detect you . . . . We continue all the time to see what we can develop . . . to become more invisible.” https://www.skiesmag.com/news/saab-positions-gripen-e-canadas-next-generation-fighter/