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“We were at the highest level of readiness that we would have been at since the Korean War.” If that seems a perplexing statement from the commander of an Air Force that at one point during the current pandemic had about 70 per cent of its members working from home, LGen Al Meinzinger has a sound explanation. Though Royal Canadian Air Force (RCAF) headquarters sometimes resembled ghost towns, training schools were paused, operational training units (OTUs) were scaled back to critical force generation activity, and flight operations were at times curtailed, over 83 per cent of personnel were on short notice to activate. “I referred to it tongue and cheek as the team being readied in a martial arts crouch,” he said. “Nobody was away on course, nobody was out of country on temporary duty. Almost 100 per cent of our team was conducting operations, supporting operations or at home ... on a very high alert level to respond as directed.” When the coronavirus flared in communities across Canada in mid-March, the RCAF quickly adopted a posture intended to preserve the force. The health and safety of members and their families became the top priority. At the direction of the Chief of the Defence Staff and military and civilian health authorities, training courses for Reserve cadets, new recruits, technician trades and professional upgrades were halted and over a thousand students returned to barracks or home. Travel for leave was limited. Operational flights were re-routed to avoid COVID hot spots where possible. The operational tempo dipped but did not stop. Transport squadrons continued to support operations in the Middle East, Eastern Europe and elsewhere; fighter squadrons and 22 Wing North Bay, Ont., the Canadian Air Defence Sector, maintained the NORAD mission; and search and rescue units responded around the clock to calls across the country. 8 Wing Trenton, Ont., even became a quarantine site in the early days of the pandemic for Canadian passengers lifted from a cruise ship, the Diamond Princess, docked in Japan. But at Wings and in aircraft, new health and safety measures were introduced to mitigate the risk of infection and transmission. Students were sequestered. Access to workspaces was restricted and traffic flow through some buildings was altered to limit contact. Meetings migrated to Zoom and other video technology. Aircrews conducted virtual handovers. On transport planes, new protocols for mask wearing and passenger screening became the norm. “We have remained focused on the health of our people throughout,” said Meinzinger. “It was impressive how swiftly the team was able to introduce a raft of new protocols.” The payoff has been evident in the number of COVID-19 cases in the RCAF. At no point have they exceeded single digits, he noted. At the time of the interview in early July, no member was sidelined due to the virus. While personnel health was critical, the quick reaction to preserve Air Force capacity was a necessary precaution for what the RCAF suspected could be a busy period ahead. Following the outbreak of severe acute respiratory syndrome (SARS) in 2002, the Canadian Armed Forces (CAF) had developed a contingency plan known as Operation Laser to counter a future pandemic. Accordingly, among the CAF's first responses to COVID-19 was the stand-up of six regional task forces to respond to provincial requests for assistance, each with an air detachment of either helicopters or fixed-wing aircraft to provide transport and other services. At the same time, the RCAF was bracing for the urgent calls for air assets under Operation Lentus, the CAF response to natural disasters. Spring flooding and summer forest fires have threatened Canadian communities with increasing frequency in recent years, and assistance with surveillance or evacuation appeared to be in the cards once again. “At the outset, we were looking at dealing with COVID-19 responses and potentially having to support the government with Op Lentus tasks,” said Meinzinger. Since training for Air Combat Systems Officers and Airborne Electronic Sensor Operators was on pause at 402 Squadron in Winnipeg, the RCAF even put the CT-142 Dash-8 “Gonzo” and its aircrews on standby to provide additional airlift. Resuming, at a distance The Air Force is now in the process of working through a business resumption plan that calls for a “controlled, conditions-based” return of activities. In truth, the plan is more about increasing the tempo at Wings, squadrons and headquarters. Mindful of the damage to readiness if core activity ground to a halt, operational squadrons continued to fly and OTUs maintained some flight and technician training for graduates earmarked for possible deployment. Now, it's a matter of ramping up while adapting to the unknowns of the pandemic. Already, about 50 per cent of personnel at 1 Canadian Air Division (1 CAD) and 2 Canadian Air Division are back in their offices and workspaces. “Readiness is everything from your level of flying currency, the recency of that flying, to your knowledge, so we wanted to make sure that we didn't see our readiness shift,” said Meinzinger. “But we are being very diligent in how we are ramping up.” His conditions include the availability of personal protective equipment (PPE), especially face masks, the ability to operate safely, and the ability to move personnel about the country while still meeting the guidelines of provincial health authorities. Already, some courses have resumed, albeit in modified classrooms, and training programs have adapted to shortened weeks in which different cohorts rotate every three days to “reduce the footprint” of both students and instructors. One of the consequences of COVID-19 could be a willingness to embrace distance working. As part of a multi-year retention strategy, the RCAF has been evaluating the merits of working remotely to limit the number of moves a member makes and better accommodate family situations where both spouses serve in the CAF and a move is not conducive for one. Before the pandemic, for example, the RCAF Aerospace Warfare Centre at 8 Wing Trenton, Ont., known as the RAWC, was “leveraging brains rather than bodies” by allowing team members to work remotely from locations such as Comox, B.C., and Gagetown, N.B. “We were already seeing that that model was very effective,” said Meinzinger. “Not only was it delivering operational output ... but more importantly, it was creating better balance in personal lives.” As RCAF headquarters moves to the Carling Campus in Ottawa, he's tasked his deputy commander, MGen Blaise Frawley, to “look at what a Headquarters 2.0 structure looks like, including how many [staff] could work from home for a majority of their work day.” “It's an adaptation and it obviously recognizes the need for a healthy workplace. We may see more shift work happening in the HQ, similar to the three-day model,” he explained. “There is a new reality with COVID-19 and that will probably reshape some of our thinking.” That reality will likely renew discussion around distance learning and the expanded role of simulation and other technologies in training programs. In an ideal world, the RCAF would have a distance learning package for every course “that students could immediately access in a pandemic,” he said. The Canadian Forces School of Aerospace Technology and Engineering at 16 Wing Borden, Ont., is already well down that road with the use of virtual reality (VR) and other tools in the training curriculum of various trades. And CH-148 Cyclone crews are learning hoist mission training on a Bluedrop Training & Simulation VR system at 12 Wing Shearwater, N.S. More recently in June, the RCAF Command Team course for anointed Commanding Officers and unit Chief Warrant Officers was delivered at distance using “modern tools,” he said. “This pandemic has underscored the value of having a greater amount of simulation [and remote learning] within the enterprise.” Return engagement for pilots? As with any crisis, the pandemic response has highlighted capability gaps and opportunities. Assessing the full impact of COVID-19 remains a work in progress – “we're still drawing deductions,” said Meinzinger – but it has confirmed the agility of the Air Force to alter course on the fly. In the first months, units stepped up to develop and deliver PPE for the CAF, including the Aerospace Telecommunications and Engineering Support Squadron at 8 Wing Trenton, which re-rolled to produce medical-grade face shields for Health Services personnel. And when a gap in keeping infected patients isolated from the aircrew was identified, the Directorate of Aerospace Requirements spearheaded the rapid procurement of aeromedical bio containment containers to allow a medical practitioner to care for multiple infected patients in the back of a CC-177 Globemaster or CC-130J Hercules. “That procurement was pivotal and we'll reap the benefit of that work in the coming months” when it is delivered, said Meinzinger. “These systems will complement the superb work related to on-aircraft PPE tactics, techniques, and procedures that have been developed by the 1 CAD team to ensure the safety of our aircrew.” The pandemic might also help with the battle all western air forces have been waging for the past several years, as the commercial airline boom attracted both pilots and maintenance technicians. With civil aviation now in a tailspin and many pilots furloughed or laid off, the RCAF could see the return of former members. The CAF has been working to re-enrol recently retired members for the past few years, hoping to attract experience back to either the Regular or Reserve Force. After the effect of the pandemic on the aerospace sector became apparent, the RCAF launched a campaign on social media to “rejoin the team” and increased the capacity in its Intake and Liaison Team to help interested former members make the transition. To date, about 200 have expressed an interest and 100 are considered serious prospects, spanning a range of Regular and Reserve Force officer and non-commissioned member trades. In the past four months, about 55 have completed applications. Meinzinger expects that to increase. Following the upheaval to civil aviation after 9/11, the Air Force saw a similar trend line. “It takes a bit of time for individuals to contemplate their future,” he said. “There is a family decision [involved] ... but we anticipate in the coming months there will be [greater interest] from those individuals who are affected.” Though the emphasis is on recent military experience, “we'll take any calls,” he added, noting that the ambition of the government's defence policy means “we are going to need a bigger RCAF team.” Trying to predict the trajectory of the pandemic over the next months is almost impossible, but it's a question “I think about each and every day,” Meinzinger acknowledged. He has been drawing on a “fraternity” of air chiefs from allied countries to gather lessons and help shape the RCAF response. The only certainty is “to remain very agile” and adapt to what Gen David Goldfein, chief of staff of the U.S. Air Force, has called the new non-normal. “The cadence and the rhythm of the pandemic is going to clearly shape the way that we move forward,” said Meinzinger. “We want to be as best prepared as we can be.” https://www.skiesmag.com/features/coping-with-covid-rcaf-adjust-new-world/

By: Joe Gould WASHINGTON ― Human fighter pilots, your jobs are safe for now. Weeks after an artificial intelligence algorithm defeated a human pilot in a simulated dogfight between F-16 jets, the Pentagon's director of research and engineering for modernization said Thursday at the Defense News Conference that it's more likely an AI will team with military pilots than replace them. “I don't see human pilots being phased out, I see them being enhanced, not physically, but I see their work, their effectiveness being enhanced by cooperation with artificial intelligence systems,” said Mark Lewis, who also serves as the acting deputy undersecretary of defense for research and engineering. The AlphaDogfight Trials in August marked the finale of the Pentagon research agency's AI air combat competition. The now-notorious algorithm, developed by Heron Systems, easily defeated the fighter pilot in all five rounds that capped off a yearlong competition hosted by the Defense Advanced Research Projects Agency ― which is overseen by Lewis and the Defense Department's research and engineering shop. “The key takeaway from that was the artificial intelligence system did so well because it wasn't so concerned about self-preservation, it was willing to do things that a human pilot wouldn't do. And that's the advantage of artificial intelligence,” Lewis said. “I think the real answer is teaming AI with a human for the best combination of both. So I'm pretty confident we're going to have human pilots into the future.” The AlphaDogfight Trials were a subset of the Air Combat Evolution program, or ACE, which is one of a few DARPA efforts exploring human-machine teaming, agency spokesman Jared Adams said in an email. ACE is using human-machine collaborative dogfighting to increase trust in combat autonomy, and the goal is for it to scale to more complex multi-aircraft scenarios to pave the way for live, campaign-level experimentation. Fiscal 2023 will see the first in a yearlong series of trials using tactical fighter-class aircraft (currently L-39 trainers), with safety pilots on board to assist in case of trouble. Those pilots would be given “higher cognitive level battle management tasks while their aircraft fly dogfights,” all while sensors gauge the pilot's attention, stress and trust in the AI, Adams said. DARPA foresees a single human pilot serving as a mission commander in a manned aircraft, orchestrating multiple autonomous, unmanned platforms that would all be engaged in individual tactics. ACE would ultimately deliver that capability. “ACE, therefore, seeks to create a hierarchical framework for autonomy in which higher-level cognitive functions (e.g., developing an overall engagement strategy, selecting and prioritizing targets, determining best weapon or effect, etc.) may be performed by a human, while lower-level functions (i.e., details of aircraft maneuver and engagement tactics) is left to the autonomous system,” Adams said. “In order for this to be possible, the pilot must be able to trust the autonomy to conduct complex combat behaviors in scenarios such as the within-visual-range dogfight before progressing to beyond-visual-range engagements.” In announcing the future trials using tactical aircraft on Wednesday, Defense Secretary Mark Esper said: “AI's role in our lethality is to support human decision-makers, not replace them.” “We see AI as a tool to free up resources, time and manpower so our people can focus on higher-priority tasks and arrive at the decision point, whether in a lab or on the battlefield, faster and more precise than the competition,” he added. But Esper warned that both Russia and China were pursuing fully autonomous systems, and drew a distinction between them and what he described as the U.S. military's ethically guided approach to AI. “At this moment, Chinese weapons manufacturers are selling autonomous drones they claim can conduct lethal targeted strikes,” he said. “Meanwhile, the Chinese government is advancing the development of next-generation stealth UAVs, which they are preparing to export internationally.” https://www.defensenews.com/congress/2020/09/10/ais-dogfight-triumph-a-step-toward-human-machine-teaming/

By: Valerie Insinna WASHINGTON — The U.S. Army's Future Vertical Lift program is getting “significant” levels of attention from militaries around the globe, eight of which have already sent letters of interest to the service, the head of the FVL program said Sept. 10. “We're working with multiple international partners on bilateral agreements ... and we're pursuing those letters of interest,” Brig. Gen. Wally Rugen, director of the Army's Future Vertical Lift Cross-Functional Team, said during a panel at the Defense News Conference. Rugen declined to comment on what nations have expressed interest in the program but said that the Army has remained engaged with those countries during the COVID-19 pandemic. “We've done a number of virtual meetings with our partners to keep the momentum up during COVID, and we have very good planning on our 2021 engagements going forward,” he said. “The exportability, interoperability and the cooperation is being studied deeply. [We're] talking about [liaison officers] coming into the FVL office.” The Army intends to develop and field two rotorcraft in the early 2030s as part of the FVL program: future attack reconnaissance aircraft, which will take over the reconnaissance mission currently performed by a mix of the AH-64 Apache helicopter and RQ-7 Shadow drone; and the future long-range attack aircraft, which will replace the UH-60 Black Hawk helicopter. Both are on budget and on schedule, Rugen said. The service recently awarded 10 contracts worth a total of $29.75 million to companies that will develop a series of “air-launched effects” for its future vertical lift aircraft, which could include sensors, mesh networking technologies and other payloads. Future contracts for air-launched effects could present sales opportunities for foreign defense contractors, Rugen said during the panel. “There's a lot of opportunity for our international partners in this space. I think it's very wide open. And the reason it's so wide open is” is that such technologies are “affordable and effective,” he said. In addition to the effort focused on air-launched effects, the Army is in the middle of multiple future tactical UAV demonstrations, which will ultimately pave the way for a replacement of the Shadow drone. Soldiers are assessing the four candidate systems through a series of field tests and exercises: the V-Bat system offered by Martin UAV and Northrop Grumman; Textron's Aerosonde HQ; the Arcturus UAV JUMP 20; and L3Harris' FVR-90. “The soldiers are extremely excited but giving us good feedback,” Rugen said. “They're not being easy on us [on] what to fix, what to do different. And that's the kind of data and information that's going to give us just a rock-solid requirement that we can move out on and get this into units where it's militarized, ruggedized and ready to go.” https://www.defensenews.com/smr/defense-news-conference/2020/09/10/international-militaries-are-keeping-an-eye-on-the-us-armys-future-vertical-lift-program/

By: Seth J. Frantzman JERUSALEM — Unmanned helicopter maker Steadicopter has created two new models of its rotary unmanned aerial vehicles that use quieter electric engines and can perform maritime and covert missions. The Israeli company announced this month that it updated its existing Black Eagle 50 platform to two new models: the Black Eagle 25E and Black Eagle 50E. The coronavirus pandemic spurred focus on these new products, according to Noam Lidor, director of sales and marketing for Steadicopter. With the spread of COVID-19 slowing the global economy, the company found the time to review recent customer requests to develop a system more suitable for local and tactical missions. That resulted in providing the two new electric drones, which can be used for covert missions that require a quieter engine, or for maritime surveillance of facilities such as offshore gas platforms. The Black Eagle 25E weighs 18 kilograms and can carry a payload that increases its maximum weight to 25 kilograms. The 50 and 50E drones can weigh up to 35 kilograms, with the 50 weighing 27 kilograms and the 50E weighing a bit less due to the electric engine. With the lighter engine, the 50E can carry 10 kilograms of payload. Of the three options, the Black Eagle 50 has the longest range, at 150 kilometers, as well as the longest endurance, at 4 hours of flight time. The Black Eagle 50E can reach the highest altitude at 10,000 feet. Steadicopter is based in northern Israel and was founded in 2005. Like many Israeli companies that sell defense or security products, Steadicopter doesn't name customers. The Black Eagle 50 was shown at the Singapore Airshow in February 2020, DSEI in London in 2019 and Eurosatory in 2018. https://www.defensenews.com/unmanned/2020/09/10/helo-drone-maker-unveils-new-electric-aircraft-for-maritime-covert-missions/

By: Jen Judson WASHINGTON — The U.S. Army is in the midst of conducting what Army Futures Command Commander Gen. Mike Murray is calling “this generation's digital Louisiana Maneuvers” in the Arizona desert, as the service aims to bring key technologies together designed to fight across air, land, sea, space and cyber. The famed Louisiana Maneuvers, a series of mock battles during World War II, were designed to figure out how the United States could use its existing technology to fight in a fundamentally different way against the German military's airplanes, radios and tanks. “It was a combination of those three technologies and how the Germans put it together to execute what we call Blitzkrieg" that was “fundamentally different” than any of the capabilities the Allied forces, to include the U.S., brought to the battlefield, Murray told Defense News in an exclusive interview. In 2020, there are three key technologies that when paired together in novel ways can provide a strong advantage against possible conflict with near-peer adversaries, according to Murray: artificial intelligence, autonomy and robotics in the air and on the ground. “To make those three work in a digital environment, you have to have an underlying robust and resilient network,” Murray said, “and you have to have a data architecture and the data and the talent to put all that together.” Enter Project Convergence, the Army's weekslong “campaign of learning” to bring together the weapons and capabilities it envisions fighting with in the 2030s and beyond in a seamlessly networked environment. The capstone event began in the middle of August and will wrap up September 18 amid the global coronavirus pandemic. Murray reported there has been only one isolated case of COVID-19 at Yuma and that person was quickly isolated without the disease spreading. The effort aims to bring in as many capabilities across the Army's six modernization priorities as possible and put them through maneuvers that service's new Multidomain Operations (MDO) warfighting concept lays out. The service is particularly focused on three key phases of MDO at Project Convergence: Penetrating and neutralizing enemy long-range systems, contesting enemy maneuver forces from operational and strategic distances Disintegrating the enemy's anti-access and area denial (A2AD) systems taking out enemy long- and short-range systems while conducting independent maneuver and deception operations Exploiting freedom to maneuver to defeat enemy objectives and forces. “Convergence is one of the tenets,” Murray said. “The ability to converge effects across all five warfighting domains (air, land, sea, cyber and space) and we're really taking that tenant and putting it together in the dirt live and bringing multiple things together... and the key thing is here is being able to act faster than any opponent in the future.” Murray also discussed Convergence as part of the 2020 Defense News Conference. Getting the upper hand To act faster, the Army has moved a system called Firestorm out of a science and technology effort from Picatinny Arsenal's armaments center and into the exercise. Firestorm is being developed as the brain that connects the sensors on the battlefield to the right shooter through the appropriate command and control node, Murray explained. “I firmly believe on a future battlefield, the commander that can see first, understand first, decide first and the act first will have a distinct advantage and will ultimately win any future battle,” Murray said, “so that's this learning experience year to year.” While Project Convergence will have surrogate capability this year representing its Future Attack Reconnaissance Aircraft, the Future Long-Range Assault Aircraft, as well as the Extended Range Cannon Artillery system, more and more technologies across the Army's modernization priorities will be brought in in subsequent years. The Army, this year, is also using available Air-Launched Effects (ALE) as well as a surrogate system called Titan — at Joint Base Lewis McChord in Washington State — that will process targeting information from ground and air autonomous vehicles using artificial intelligence. Titan is managed by the Army's Multidomain Task Force's Intelligence, Information, Cyber, Electronic Warfare and Space (I2CEWS) battalion. The system will pass targeting information to a fire control element sitting at Yuma. The service is also experimenting with space sensing capabilities this year and bringing it all together using new network architecture. “The network is a huge piece of this and so we are building out mesh networks, communications between the air in terms of Gray Eagle [unmanned aircraft system] and ALE and [Future Vertical Lift] surrogates to the ground.” The hope from the first year is to walk away with conclusions about whether technology currently being developed works, Murray said. “Can we actually link multiple sensors and shooters right? In this case, it's not a huge number. It's less than a handful,” he said, “but the ability for Firestorm to figure out the right shooter against the right target is one of the key things we're driving and then can we do this in near-real time.” During National Training Center rotations, “it takes a while to clear fires,” Murray said. “So what is that order of magnitude we can do this faster, to see faster and really put rounds on target faster.” Early intel out of Project Convergence is that Firestorm has already shown “great success” and “the ability to put lethal effects on a target much, much, much faster than we do right now in an order of magnitude that is at least 10 times faster,” Murray said, “but we still have a ways to go.” Spiraling in capability Project Convergence this year came together quickly, Murray said. The inspiration came from an AI-focused effort through the Army's Next-Generation Combat Vehicle (NGCV) modernization outfit dubbed Project Quarterback, which paired automated target recognition with future combat vehicles. Brig. Gen. Ross Coffman, who is in charge of the NGCV cross-functional team, discussed what he was doing with Murray over the winter, with the latter saying “It just occurred to me, it should have occurred to me a long time ago. It is so much bigger than that.” The Army is already wrapping up its plans for Project Convergence in 2021 and setting its sites on what is possible in 2022, according to Murray. While the Integrated Battle Command System (IBCS), the command and control system for the Army's future air-and-missile defense system, was tied up in Limited User Test this year, the service is looking for a way to integrate that into the effort next year. IBCS will be going through its Initial Operational Test and Evaluation at that time, but Murray said he is hopeful there is a way to bring the integral capability of the system to the event. Another test of the Precision Strike Munition (PrSM) will also be executed during the event next year. The missile had three successful test shots this calendar year. And while the exercise this year had roughly 500 people at Yuma this year, most of those are data collectors, Murray said. The exercise represents a platoon-sized operation, but in 2021, Murray said he intends to bring in an operational headquarters element to drive the learning in terms of how “we organize and how we fight the capability in the future.” Ideally, the Army would involve one of the MDTF units, but due to conflicts in schedule this year it wasn't possible to bring them into the event, so the service is working with U.S. Army Forces Command to incorporate MDTF participation. Next year will also bring in joint participation. While the Air Force will be present at Project Convergence this year, the Army plans to use the F-35 fighter into the architecture. Joint participation is critical to developing Joint All-Domain Command and Control (JADC2), which is the joint warfighting doctrine now in development of which MDO as a concept is a part. “Convergence is our contribution to an all-domain command-and-control,” Murray emphasized, “and it is not in conflict with what the Air Force is doing with JADC2 and the [Air-Battle Management System].” In 2022, Murray said the plan is to bring coalition partners and so far the United Kingdom has committed to participation and Australia will also likely sign on to attend. “We've been very open-kimono in terms of the technology that we're bringing and there's been a lot of crosstalk between the three nations,” he added. https://www.defensenews.com/smr/defense-news-conference/2020/09/10/army-conducting-digital-louisiana-maneuvers-in-arizona-desert/

Nathan Strout WASHINGTON — As the U.S. Space Force builds out its fiscal 2022 budget, the nascent service is developing a new strategy to govern how it builds and leases satellite communications and services, Lt. Gen. Bill Liquori explained during the Defense News Conference Sept. 9. The strategy follows the Enterprise SATCOM Vision the Space Force released in February. That document formally laid out the military's desire to have a single satellite communication architecture capable of keeping war fighters connected even in contested, degraded and operationally-limited environments. Currently, the Department of Defense relies on a loose federation of stovepiped, government-built satellites and commercial providers to provide connectivity. But moving forward, the Space Force wants war fighters to seamlessly roam from one signal to another to maintain their connection. “At the end of the day, anyone who's using satellite communications doesn't really care where that information comes from,” explained Liquori, the Space Force's deputy chief of space operations for strategy, plans, programs, requirements and analysis. “They really want to know that when they need to use their radio they can use it, and if there's somebody trying to counter them using that radio, that there's an ability for them to pivot to an alternative communications mechanism, because what they care about is getting their message across.” While the service was able to include some aspects of that Enterprise SATCOM Vision in the fiscal 2021 budget, that budget process was already well underway when the Space Force was formally established in December. That budget request included $43 million in research, development, test & evaluation funding to develop the Fighting SATCOM Enterprise, a new designation emphasizing the ability to roam between various communications satellites, regardless of whether they are commercial or government operated. Liquori emphasized that more would be done in the fiscal 2022 budget. “The '22 budget is now the next step if you will, and we've continued to lay in both budget line items for being able to maintain a common operating picture of our SATCOM links in theater as well as continuing on prototypes,” he explained. “There are certainly inputs there for Protected Tactical Waveforms so that we can do protected communications with more than just our traditional military purpose-built systems, but ideally to use that waveform on other systems as well.” Simultaneously, the service is developing a strategy that will govern how the Enterprise SATCOM Vision is implemented. “Obviously the '22 budget submission is big for any service," Liquori said. “We're working on an Enterprise SATCOM strategy that will follow from the vision document, if you will.” Commercial providers have expressed cautious optimism with the Space Force's approach, while arguing that the effort needs more funding and more specifics. https://www.c4isrnet.com/smr/defense-news-conference/2020/09/09/space-force-developing-a-strategy-for-implementing-its-enterprise-satcom-vision/

Eric Trappier, PDG de Dassault Aviation, s'exprime dans Le Figaro. Il souligne notamment que L'intention manifestée par la Grèce, samedi soir, d'acquérir 18 avions de combat français Rafale «est une bonne nouvelle pour la France et pour son industrie aéronautique, dans le contexte difficile de la crise du Covid-19, marquée par un effondrement de l'activité sur le marché civil. C'est aussi une bonne nouvelle du point de vue politique avec un renforcement des relations entre les deux pays méditerranéens que sont la Grèce et la France. Et, enfin, c'est une bonne nouvelle pour Dassault Aviation et les partenaires du programme Rafale». Les Rafale sont appelés à remplacer la flotte de Mirage 2000 d'ancienne génération grecque, et à renforcer les capacités de défense et d'attaque du pays aux côtés des Mirage 2000-5 plus récents et des F-16 américains, en cours de modernisation. «Le premier ministre grec nous a demandé d'aller vite afin que les avions entrent rapidement en service dans leurs forces. Aussi, allons-nous tout mettre en œuvre afin d'aboutir à la signature du contrat commercial avant la fin de l'année. C'est ambitieux mais nous avons déjà démontré, notamment avec notre client égyptien, que nous savions répondre présents dans des délais très courts», explique Éric Trappier. La Grèce, client historique de Dassault depuis 1974, devient le tout premier client européen, membre de l'Otan, du Rafale. Il s'agit, pour l'avion de combat français, du quatrième succès à l'exportation, après l'Égypte et le Qatar en 2015 puis l'Inde en 2016, rappelle Le Figaro. «C'est encore une exception en Europe qui, je l'espère, montrera l'exemple à d'autres pays», souligne Éric Trappier. Le Figaro du 14 septembre

Défense La Grèce annonce son intention d'acquérir 18 Rafale pour équiper son armée de l'Air La Grèce a annoncé samedi 12 septembre son intention d'acquérir 18 avions Rafale. Le premier ministre grec, Kyriakos Mitsotakis, a annoncé un «important» programme d'achats d'armes et une réorganisation des forces armées du pays. «L'heure est venue de renforcer nos forces armées», a-t-il souligné. «Je me réjouis de cette annonce qui conforte la relation exceptionnelle que nous entretenons avec la Grèce depuis près d'un demi-siècle, et je remercie les autorités grecques pour la confiance qui nous est accordée une nouvelle fois. Dassault Aviation est totalement mobilisé pour répondre aux besoins opérationnels exprimés par l'armée de l'air grecque, et contribuer ainsi à assurer la souveraineté de la Grèce et la sécurité du peuple grec», a déclaré Eric Trappier, Président-Directeur général de Dassault Aviation. De son côté, Florence Parly, la ministre des Armées, s'est réjouie sur Twitter, qualifiant le choix de la Grèce d'«excellente nouvelle pour l'industrie aéronautique française». «Le résultat d'une politique d'exportation que je mène avec conviction depuis 2017», a-t-elle commenté. «Cette annonce constitue un succès pour l'industrie aéronautique française, en particulier Dassault Aviation ainsi que les autres acteurs industriels français, et notamment les nombreuses PME concernées par la construction du Rafale», ajoute la ministre dans un communiqué. Ensemble de la presse du 14 septembre

Editor's note: This story appears in the latest issue of RCAF Today. Access the full issue here. “We were at the highest level of readiness that we would have been at since the Korean War.” If that seems a perplexing statement from the commander of an Air Force that at one point during the current pandemic had about 70 per cent of its members working from home, LGen Al Meinzinger has a sound explanation. Though Royal Canadian Air Force (RCAF) headquarters sometimes resembled ghost towns, training schools were paused, operational training units (OTUs) were scaled back to critical force generation activity, and flight operations were at times curtailed, over 83 per cent of personnel were on short notice to activate. “I referred to it tongue and cheek as the team being readied in a martial arts crouch,” he said. “Nobody was away on course, nobody was out of country on temporary duty. Almost 100 per cent of our team was conducting operations, supporting operations or at home ... on a very high alert level to respond as directed.” When the coronavirus flared in communities across Canada in mid-March, the RCAF quickly adopted a posture intended to preserve the force. The health and safety of members and their families became the top priority. At the direction of the Chief of the Defence Staff and military and civilian health authorities, training courses for Reserve cadets, new recruits, technician trades and professional upgrades were halted and over a thousand students returned to barracks or home. Travel for leave was limited. Operational flights were re-routed to avoid COVID hot spots where possible. The operational tempo dipped but did not stop. Transport squadrons continued to support operations in the Middle East, Eastern Europe and elsewhere; fighter squadrons and 22 Wing North Bay, Ont., the Canadian Air Defence Sector, maintained the NORAD mission; and search and rescue units responded around the clock to calls across the country. 8 Wing Trenton, Ont., even became a quarantine site in the early days of the pandemic for Canadian passengers lifted from a cruise ship, the Diamond Princess, docked in Japan. But at Wings and in aircraft, new health and safety measures were introduced to mitigate the risk of infection and transmission. Students were sequestered. Access to workspaces was restricted and traffic flow through some buildings was altered to limit contact. Meetings migrated to Zoom and other video technology. Aircrews conducted virtual handovers. On transport planes, new protocols for mask wearing and passenger screening became the norm. “We have remained focused on the health of our people throughout,” said Meinzinger. “It was impressive how swiftly the team was able to introduce a raft of new protocols.” The payoff has been evident in the number of COVID-19 cases in the RCAF. At no point have they exceeded single digits, he noted. At the time of the interview in early July, no member was sidelined due to the virus. While personnel health was critical, the quick reaction to preserve Air Force capacity was a necessary precaution for what the RCAF suspected could be a busy period ahead. Following the outbreak of severe acute respiratory syndrome (SARS) in 2002, the Canadian Armed Forces (CAF) had developed a contingency plan known as Operation Laser to counter a future pandemic. Accordingly, among the CAF's first responses to COVID-19 was the stand-up of six regional task forces to respond to provincial requests for assistance, each with an air detachment of either helicopters or fixed-wing aircraft to provide transport and other services. At the same time, the RCAF was bracing for the urgent calls for air assets under Operation Lentus, the CAF response to natural disasters. Spring flooding and summer forest fires have threatened Canadian communities with increasing frequency in recent years, and assistance with surveillance or evacuation appeared to be in the cards once again. “At the outset, we were looking at dealing with COVID-19 responses and potentially having to support the government with Op Lentus tasks,” said Meinzinger. Since training for Air Combat Systems Officers and Airborne Electronic Sensor Operators was on pause at 402 Squadron in Winnipeg, the RCAF even put the CT-142 Dash-8 “Gonzo” and its aircrews on standby to provide additional airlift. Resuming, at a distance The Air Force is now in the process of working through a business resumption plan that calls for a “controlled, conditions-based” return of activities. In truth, the plan is more about increasing the tempo at Wings, squadrons and headquarters. Mindful of the damage to readiness if core activity ground to a halt, operational squadrons continued to fly and OTUs maintained some flight and technician training for graduates earmarked for possible deployment. Now, it's a matter of ramping up while adapting to the unknowns of the pandemic. Already, about 50 per cent of personnel at 1 Canadian Air Division (1 CAD) and 2 Canadian Air Division are back in their offices and workspaces. “Readiness is everything from your level of flying currency, the recency of that flying, to your knowledge, so we wanted to make sure that we didn't see our readiness shift,” said Meinzinger. “But we are being very diligent in how we are ramping up.” His conditions include the availability of personal protective equipment (PPE), especially face masks, the ability to operate safely, and the ability to move personnel about the country while still meeting the guidelines of provincial health authorities. Already, some courses have resumed, albeit in modified classrooms, and training programs have adapted to shortened weeks in which different cohorts rotate every three days to “reduce the footprint” of both students and instructors. One of the consequences of COVID-19 could be a willingness to embrace distance working. As part of a multi-year retention strategy, the RCAF has been evaluating the merits of working remotely to limit the number of moves a member makes and better accommodate family situations where both spouses serve in the CAF and a move is not conducive for one. Before the pandemic, for example, the RCAF Aerospace Warfare Centre at 8 Wing Trenton, Ont., known as the RAWC, was “leveraging brains rather than bodies” by allowing team members to work remotely from locations such as Comox, B.C., and Gagetown, N.B. “We were already seeing that that model was very effective,” said Meinzinger. “Not only was it delivering operational output ... but more importantly, it was creating better balance in personal lives.” As RCAF headquarters moves to the Carling Campus in Ottawa, he's tasked his deputy commander, MGen Blaise Frawley, to “look at what a Headquarters 2.0 structure looks like, including how many [staff] could work from home for a majority of their work day.” “It's an adaptation and it obviously recognizes the need for a healthy workplace. We may see more shift work happening in the HQ, similar to the three-day model,” he explained. “There is a new reality with COVID-19 and that will probably reshape some of our thinking.” That reality will likely renew discussion around distance learning and the expanded role of simulation and other technologies in training programs. In an ideal world, the RCAF would have a distance learning package for every course “that students could immediately access in a pandemic,” he said. The Canadian Forces School of Aerospace Technology and Engineering at 16 Wing Borden, Ont., is already well down that road with the use of virtual reality (VR) and other tools in the training curriculum of various trades. And CH-148 Cyclone crews are learning hoist mission training on a Bluedrop Training & Simulation VR system at 12 Wing Shearwater, N.S. More recently in June, the RCAF Command Team course for anointed Commanding Officers and unit Chief Warrant Officers was delivered at distance using “modern tools,” he said. “This pandemic has underscored the value of having a greater amount of simulation [and remote learning] within the enterprise.” Return engagement for pilots? As with any crisis, the pandemic response has highlighted capability gaps and opportunities. Assessing the full impact of COVID-19 remains a work in progress – “we're still drawing deductions,” said Meinzinger – but it has confirmed the agility of the Air Force to alter course on the fly. In the first months, units stepped up to develop and deliver PPE for the CAF, including the Aerospace Telecommunications and Engineering Support Squadron at 8 Wing Trenton, which re-rolled to produce medical-grade face shields for Health Services personnel. And when a gap in keeping infected patients isolated from the aircrew was identified, the Directorate of Aerospace Requirements spearheaded the rapid procurement of aeromedical bio containment containers to allow a medical practitioner to care for multiple infected patients in the back of a CC-177 Globemaster or CC-130J Hercules. “That procurement was pivotal and we'll reap the benefit of that work in the coming months” when it is delivered, said Meinzinger. “These systems will complement the superb work related to on-aircraft PPE tactics, techniques, and procedures that have been developed by the 1 CAD team to ensure the safety of our aircrew.” The pandemic might also help with the battle all western air forces have been waging for the past several years, as the commercial airline boom attracted both pilots and maintenance technicians. With civil aviation now in a tailspin and many pilots furloughed or laid off, the RCAF could see the return of former members. The CAF has been working to re-enrol recently retired members for the past few years, hoping to attract experience back to either the Regular or Reserve Force. After the effect of the pandemic on the aerospace sector became apparent, the RCAF launched a campaign on social media to “rejoin the team” and increased the capacity in its Intake and Liaison Team to help interested former members make the transition. To date, about 200 have expressed an interest and 100 are considered serious prospects, spanning a range of Regular and Reserve Force officer and non-commissioned member trades. In the past four months, about 55 have completed applications. Meinzinger expects that to increase. Following the upheaval to civil aviation after 9/11, the Air Force saw a similar trend line. “It takes a bit of time for individuals to contemplate their future,” he said. “There is a family decision [involved] ... but we anticipate in the coming months there will be [greater interest] from those individuals who are affected.” Though the emphasis is on recent military experience, “we'll take any calls,” he added, noting that the ambition of the government's defence policy means “we are going to need a bigger RCAF team.” Trying to predict the trajectory of the pandemic over the next months is almost impossible, but it's a question “I think about each and every day,” Meinzinger acknowledged. He has been drawing on a “fraternity” of air chiefs from allied countries to gather lessons and help shape the RCAF response. The only certainty is “to remain very agile” and adapt to what Gen David Goldfein, chief of staff of the U.S. Air Force, has called the new non-normal. “The cadence and the rhythm of the pandemic is going to clearly shape the way that we move forward,” said Meinzinger. “We want to be as best prepared as we can be.” https://www.skiesmag.com/features/coping-with-covid-rcaf-adjust-new-world/