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Maxar announced it signed a definitive agreement to sell its Canadian business, MDA, to Northern Private Capital (NPC). You can read the details in our press release. I would like to assure you that MDA is committed to continuously delivering the high-quality of service that our customers expect. Maxar and MDA will continue normal operations through the expected close of the transaction, which we believe will happen within 12 months, after the standard U.S. and Canadian regulatory approval. After the close, the MDA team will operate as a private, stand-alone company within NPC's portfolio, retaining its name and standing as the leading space and defence company in Canada. MDA will remain an important business partner and supplier to Maxar, and Maxar will be MDA's largest customer. Additionally, the companies will continue to sell each other's complementary satellite data. NPC is a Toronto-based investment firm led by John Risley and Andrew Lapham. It has created a Canadian investment fund to finance this transaction. NPC views Canada's renewed commitment to utilizing space for its civil and defence needs as a strong opportunity to bring MDA home to Canada. MDA will remain dedicated to its work for the Canadian government and as a merchant supplier to the international community. Maxar's leadership team and Board of Directors believe this transaction best positions Maxar for growth in the future. Once closed, it will enable Maxar to reduce its debt load and focus on substantial growth opportunities in its core markets of Earth Intelligence and Space Infrastructure. And likewise, MDA will be able to focus on capturing large, Canadian programs in the future, in addition to addressing commercial and export markets.

Redwood City, CA – January 15, 2020 – C3.ai, a leading enterprise artificial intelligence (AI) software provider for accelerating digital transformation, today announced a five-year agreement with the Defense Innovation Unit (DIU) to deliver C3 Readiness for Aircraft™ an AI-based software application that increases the readiness and availability of aircraft to accomplish their missions. Predicting an aircraft subsystem's risk of failure is essential to the U.S. military's fleet readiness. By using machine learning algorithms to monitor high-priority subsystems for risk of failure and predict the requirements for parts at air bases and depots, C3 Readiness for Aircraft shifts the paradigm from reactive to predictive maintenance. C3 Readiness for Aircraft provides a near real time view of aircraft health for each individual tail number. Using C3 Readiness for Aircraft, maintainers can be made available and prepared for work, and operations personnel can ensure that the right parts are available at the right time and at the right locations. With this application, organizations can substantially expand the use of existing aircraft and reduce the cost and time associated with unexpected maintenance. “Each hour an aircraft is grounded costs taxpayers tens of thousands of dollars – and approximately $292 billion of the Pentagon's annual budget is spent on operations and maintenance costs ,” said Ed Abbo‚ President and CTO, C3.ai. “Given these numbers, even a fractional increase in aircraft mission capability can save billions. We look forward to building on our initial success delivering solutions that extend the DoD's competitive advantage and support its ambitious plans to implement artificial intelligence at scale.” Defense Innovation Unit (DIU) is the DoD organization based in Silicon Valley charged with accelerating the adoption of innovative commercial technologies into the U.S. military to strengthen the nation's security. DIU connects customers with leading technology companies to prototype, transition, and field capabilities within 36 months. DoD has made it a priority to address readiness in the FY2020 Budget so that forces meet a minimum standard. Applying AI techniques helps the DoD achieve this objective rapidly in a cost-effective manner. C3.ai has repeatedly demonstrated its capabilities to DIU to significantly improve readiness for several Air Force units. As a result of a number of successful US Air Force implementations, including the E-3 Sentry (AWACS), C-5 Galaxy, F-16 Fighting Falcon, and F-35 Joint Strike Fighter Lightning II aircraft, and expansion to Army Aviation platforms such as UH-60 Blackhawk and AH-64 Apache helicopters, DIU sponsored the current up-to-$95M agreement that allows all the Services and other federal agencies to use C3.ai's software for aircraft predictive maintenance. C3 Readiness for Aircraft operates on the C3 AI Suite™, an integrated software platform that enables organizations to rapidly design, develop, and deploy enterprise-scale AI applications on any public or private cloud environment. The C3 AI Suite allows the DoD to integrate and unify large amounts of fragmented and disparate data, and make those data available for use by machine learning algorithms for insights that improve operations and provide situational awareness. C3.ai's applications are configurable for a variety of capabilities beyond AI predictive maintenance including intelligence data fusion, clearance adjudication, insider threat, improved logistics, supply risk identification, and AI-based operational support. About C3.ai C3.ai is a leading AI software provider for accelerating digital transformation. C3.ai delivers the C3 AI Suite for developing, deploying, and operating large-scale AI, predictive analytics, and IoT applications in addition to an increasingly broad portfolio of turn-key AI applications. The core of the C3.ai offering is a revolutionary, model-driven AI architecture that dramatically enhances data science and application development. Organizations such as Royal Dutch Shell, ENGIE, 3M, and Enel are currently leveraging C3.ai's enterprise software for greater efficiency, productivity, and reliability. Contact: C3.ai Public Relations: April Marks 650-503-2200 pr@c3.ai View source version on C3.ai: https://c3.ai/us-defense-department-awards-c3-ai-95m-contract-vehicle-to-improve-aircraft-readiness-using-ai/ https://www.epicos.com/article/531552/us-defense-department-awards-c3ai-95m-contract-vehicle-improve-aircraft-readiness

AIR FORCE Raytheon Co., Marlborough, Massachusetts, is awarded a $442,265,464 cost-plus-incentive-fee undefinitized contract action for the force element terminal (FET) development effort. This contract provides for the design, development, testing, integration, and logistical support of a FET system that will transition the B-52 and RC-135 hardened communication terminals from the Military Strategic Tactical Relay satellite communications satellite constellation to the Advanced Extremely High Frequency satellite constellation. The majority of the work will be performed at Raytheon's facilities in Marlborough, Massachusetts; and Largo, Florida, and is expected to be completed by August 2023. This award is the result of a sole-source acquisition. Fiscal 2019 and 2020 research, development, test and evaluation 3600 funds, in the amount of $5,812,581, are being obligated at the time of contract award. The Air Force Life Cycle Management Center, Hanscom Air Force Base, Bedford, Massachusetts, is the contracting activity (FA8735-20-C-0003). Raytheon Co., Marlborough, Massachusetts, has been awarded a $36,848,806 cost-plus-fixed-fee contract modification (P00152) for the software encryption platform (SEP) engineering change effort, under the Family of Advanced Beyond Line-of-Sight Terminals (FAB-T) production contract. The contract action will develop and deliver an updated National Security Agency approved SEP. Work will be performed at Marlborough, Massachusetts, and is expected to be completed by March 2023. This award is the result of a sole source acquisition. Fiscal 2019 research, development, test and evaluation funding in the amount of $1,000,000 is being obligated at the time of award. The FAB-T Contracting Office, Hanscom Air Force Base, Massachusetts, is the contracting activity (FA8705-13-C-0005). ARMY LOC Performance Products,* Plymouth, Michigan, was awarded a $41,439,129 firm-fixed-price contract for the procurement of manufactured T-161 double pin track which is comprised of molded track pads, rubberized pins and forged track shoe bodies with bonded rubber backings to be used on the Army's Bradley family of vehicles, armored multi-purpose vehicle and Paladin family of vehicles. Bids were solicited via the internet with two received. Work will be performed in Plymouth, Michigan, with an estimated completion date of Jan. 12, 2022. Fiscal 2020 other procurement, Army funds in the amount of $41,439,129 were obligated at the time of the award. U.S. Army Contracting Command, Warren, Michigan, is the contracting activity (W56HZV-20-C-0052). Lockheed Martin Corp., Orlando, Florida, was awarded a $9,829,327 modification (P00013) to contract W31P4Q-19-C-0071 for engineering services in support of the Hellfire Missile and Joint Air-to-Ground Missile. Work will be performed in Orlando, Florida, with an estimated completion date of Jan. 15, 2021. Fiscal 2020 missile procurement, Army funds in the amount of $9,829,327 were obligated at the time of the award. U.S. Army Contracting Command, Redstone Arsenal, Alabama, is the contracting activity. DEFENSE LOGISTICS AGENCY Carter Enterprises,** Brooklyn, New York, has been awarded a maximum $21,105,765 firm-fixed-price, indefinite-quantity contract for coats and trousers. This was a competitive acquisition with six responses received. This is a one-year base contract with three one-year option periods. Location of performance is New York, with a Jan. 15, 2021, performance completion date. Using military services are Army and Air Force. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE1C1-20-D-1206). NAVY Crowley Government Services, Jacksonville, Florida (N62387-15-C-2505), is awarded a $20,771,542 firm-fixed-price contract with reimbursable elements extension by invoking Federal Acquisition Regulation (FAR) 52.217-8 “option to extend services” to continue the operation and maintenance of five Tactical Auxiliary General Ocean Surveillance (T-AGOS) vessels; and two missile range instrumentation ships (T-AGM). This option includes a 365-day base period of performance, four one-year option periods, and a Federal Acquisition Regulation (FAR) 52.217-8 “option to extend services” option period for up to six months, which, if exercised, would bring the cumulative value of this contract to $375,202,948. Work will be performed at sea worldwide and is expected to be completed by July 21, 2020. Fiscal 2020 Navy operations and maintenance funds in the amount of $20,771,542 will be awarded at time of award and will expire at the end of fiscal year. This contract extension was not competitively procured. The contract was prepared under the provisions of 10 U.S. Code § 2304(c)(1), as implemented by FAR 6.302-1(a)(2)(iii) (only one responsible source and no other supplies or services will satisfy agency requirements). The Military Sealift Command, Norfolk, Virginia, is the contracting activity (N62387-15-C-2505). MAC LLC, Bay St. Louis, Mississippi, is awarded a $9,998,493 firm-fixed-price, indefinite-delivery/indefinite-quantity contract for the purchase of up to a maximum of 2,400,000 MK323 Mod 0 polymer cased .50 caliber linked cartridges, and .50 caliber armor piercing/armor piercing incendiary polymer cased linked cartridges. Work will be performed in Bay St. Louis, Mississippi, and is expected to be completed by January 2024. Fiscal 2019 procurement ammunition (Marine Corps) funds in the amount of $3,051,359 will be obligated on the first delivery order immediately following contract award and funds will expire the end of fiscal 2021. The contract was awarded on a sole source basis in accordance with Federal Acquisition Regulation 6.302-1.The Marine Corps Systems Command, Quantico, Virginia, is the contracting activity (M67854-20-D-5200). *Small Business **Small Business in Historically Underutilized Business Zone https://www.defense.gov/Newsroom/Contracts/Contract/Article/2059429/source/GovDelivery/

AIR FORCE F.K. Horn GmbH & Co., Kaiserslautern, Germany (FA5613-20-D-0001); SKE Support Services GmbH, Goldbach, Germany (FA561320D0002); Mickan GmbH & Co., Amberg, Germany (FA5613-20-D-0003); BB Government Services GmbH, Kaiserslautern, Germany (FA5613-20-D-0004); J&J Worldwide Services, Austin, Texas (FA5613-20-D-0005); and Wolff & Müller Government Services GmbH & Co., Stuttgart, Germany (FA5613-20-D-0006), have been awarded an estimated $425,000,000 indefinite-delivery/indefinite-quantity contract for the multiple award construction contract. This contract provides for a broad range of design-build, sustainment, maintenance, repair, alteration, renovation and minor construction projects to include residential and commercial work for the Kaiserslautern Military Community, Spangdahlem Air Base, as well as supporting installations throughout Germany. Work will be performed primarily at Headquarters U.S. Air Force in Europe (USAFE); Ramstein Air Base; Spangdahlem Air Base; and USAFE geographically separated units in Germany. The contract will expire on Jan. 14, 2025. This contract is the result of a competitive acquisition and seven offers were received. Fiscal 2020 operations and maintenance funds in the amount of 1,000 Euros are being obligated for each awardee at the time of the award. The 700th Contracting Squadron, Ramstein Air Base, Germany, is the contracting activity. L3Harris Technologies Inc., Colorado Springs, Colorado, has been awarded a $12,929,064 cost-plus-fixed-fee contract modification (P01033) to a previously-awarded contract F19628-02-C-0010 for the National Space Defense Center (NSDC) sustainment effort. This modification provides sustainment support for the NSDC at Schriever Air Force Base, Colorado, which is housed within the Distributed Space Command and Control – Dahlgren program of record. Work will be performed at Schriever Air Force Base, Colorado, and is expected to be completed by June 30, 2020. The total cumulative face value is $12,929,064. Fiscal 2020 operations and maintenance funds in the amount of $12,929,064 are being obligated at time of award. The Space and Missile Systems Center, Peterson Air Force Base, Colorado, is the contracting activity. ARMY F3EA Inc.,* Savannah, Georgia, was awarded a $245,000,000 hybrid (cost-plus-fixed-fee, cost-sharing, and firm-fixed-price) contract for special operations forces requirements analysis, prototyping, training, operations and rehearsal IV. Bids were solicited via the internet with 10 received. Work locations and funding will be determined with each order, with an estimated completion date of Jan. 14, 2027. U.S. Army Contracting Command, Orlando, Florida, is the contracting activity (W900KK-20-D-0005). Rogers, Lovelock & Fritz, Orlando, Florida, was awarded a $100,000,000 firm-fixed-price contract for architecture and engineering design services. Bids were solicited via the internet with 13 received. Work locations and funding will be determined with each order, with an estimated completion date of July 14, 2030. U.S. Army Corps of Engineers, Kansas City, Missouri, is the contracting activity (W912DQ-20-D-4000). Bechtel National Inc., Reston, Virginia, was awarded a $35,709,723 modification (P00184) to contract W52P1J-09-C-0012 for the increased permitting requirements request for equitable adjustment at Pueblo Chemical Agent Destruction Pilot Plant as a result of additional work in the sample management office, waste plan analysis and odor monitoring. Work will be performed in Pueblo, Colorado, with an estimated completion date of July 12, 2020. Fiscal 2020 research, development, test and evaluation, Army funds in the amount of $35,709,723 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. Great Lakes Dredge & Dock Co. LLC, Oak Brook, Illinois, was awarded a $10,723,250 firm-fixed-price contract for coastal storm risk management work. Bids were solicited via the internet with one received. Work will be performed in Southampton, New York, with an estimated completion date of March 31, 2020. Fiscal 2018 flood control and coastal emergencies, civil works funds in the amount of $10,723,250 were obligated at the time of the award. U.S. Army Corps of Engineers, New York, New York, is the contracting activity (W912DS-20-C-0006). NAVY Lockheed Martin Rotary and Mission Systems, Syracuse, New York, is awarded a $19,330,296 firm-fixed-price modification to previously-awarded contract N00024-19-C-6269 to exercise options for the procurement of eight multi-function modular masts for new-construction Virginia-class submarine Block V hulls. Work will be performed in Nashua, New Hampshire (70%); and Syracuse, New York (30%), and is expected to be completed by September 2023. Fiscal 2020 shipbuilding and conversion (Navy) funding in the amount of $19,330,296 will be obligated at time of award and will not expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, District of Columbia, is the contracting activity. Raytheon Missile Systems, Tucson, Arizona, is awarded a $9,075,931 firm-fixed-price delivery order (N00019-20-F-0499) against a previously awarded indefinite-delivery/indefinite-quantity contract (N00019-15-D-0034). This delivery order provides for repair and sustainment services for 155 high-speed anti-radiation missiles in support of the Air Force, the government of Morocco and the government of Turkey. Work will be performed in Tucson, Arizona, and is expected to be completed in December 2020. Fiscal 2020 operations and maintenance (Air Force) funds in the amount of $8,824,266; and Foreign Military Sales (FMS) funds in the amount of $251,665 will be obligated at time of award, $8,824,266 of which will expire at the end of the current fiscal year. This order combines purchases for the Air Force ($8,824,266; 97.2%); and FMS customers ($251,665; 2.8%). The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2058353/source/GovDelivery/

By: Jerry McGinn Ms. Lisa Hershman, an accomplished former CEO who has been serving in the Department of Defense for over two years, received Senate confirmation by unanimous consent to become the DoD chief management officer shortly before Christmas. At the same time, however, the 2020 National Defense Authorization Act required two studies from the DoD that openly posit eliminating the CMO function altogether. What gives? The mixed signals coming out of these discordant events underscore the fact that the theory behind the current CMO function (and similar efforts over the past two decades) does not match the reality of the business structure of the DoD. The solution that will ultimately work best for the DoD is one that truly takes a business-based approach to DoD business operations. The CMO function is the latest in a long-running series of efforts since the early 2000s to reform the business of defense. The essential idea has been to bring the best commercial business practices into DoD business operations through organizational and legislative changes. While the rationale for these respective initiatives is unassailable, they have struggled in execution. The CMO and its predecessor organizations, for example, have focused on the acquisition or certification of DoD business systems. These efforts, however, have largely devolved into bureaucratic battles over resources and authorities, pitting the business-focused organization against the formidable military departments and the “fourth estate.” Whatever the outcome, the business-focused organization ends up being seen as weak and ineffective. Why is that? Having worked for years in and around these respective efforts in both government and industry roles, I have come to the conclusion that these well-meaning initiatives are just the wrong type of solution. This is largely because their respective organizations, often despite strong leadership and empowered by various degrees of legislative authority, have not had the bureaucratic throw-weight to succeed in Pentagon battles with the services and the fourth estate. The solution to this challenge, however, is not to further tinker with the CMO's authority or to create a larger or different CMO organization. Part of the solution is to recognize that while the DoD is not a business, it is in many ways a businesslike organization. There are no profit and loss, or P&L, centers in the DoD, but the military departments frankly function in much the same way as a P&L line of business. The services are directly responsible for training and equipping their soldiers, sailors and airmen just as P&L leaders are responsible for delivering products and solutions on time and profitably. Likewise, fourth estate entities such as the defense agencies and the Office of the Secretary of Defense have direct responsibility over their respective functions. Harnessing the power and authority of these organizations through the training and enabling of good business practices is a much more natural fit for the DoD. Devolving responsibility in and of itself is not the answer, however. The other part of the solution is accountability. Commercial businesses do not have a CMO function. Instead, well-run businesses are led by strong executives who are responsible and accountable for delivering results to their employees and shareholders. Those that succeed are rewarded, while those that fail are replaced. The same goes for the DoD. DoD leadership should focus on establishing business-reform objectives for each major DoD organization, and then holding leaders of these respective organizations accountable to the achievement of measurable business goals. This should be driven by the secretary and the deputy, and enabled by a much smaller CMO function. Secretary Mark Esper appears to be headed in that direction in his recent memo on 2020 DoD reform efforts, which focuses the CMO's efforts on the fourth estate and makes the services directly responsible “to establish and execute aggressive reform plans.” That is the right approach. In short, the DoD does not need a management organization to oversee the business of defense; it needs to enable its leaders to utilize business best practices, and then hold these leaders accountable for results. Jerry McGinn is the executive director of the Center for Government Contracting at George Mason University. He previously served as the senior career official in the Office of Manufacturing and Industrial Base Policy at the U.S. Defense Department. https://www.defensenews.com/opinion/commentary/2020/01/15/does-the-pentagon-need-a-chief-management-officer

By Yasmin Tadjdeh The Pentagon will soon stand up a counter-unmanned aerial system office that will be headed by the Army, said the Defense Department's top weapons buyer Jan. 14. Following the Dubai Air Show in November, Undersecretary of Defense for Acquisition and Sustainment Ellen Lord visited numerous locations across the Middle East including U.S. military installations in Iraq and Afghanistan. “The thing that was really top of everybody's mind were counter-UAS,” she said during a meeting with reporters hosted by George Washington University's Project for Media and National Security in Washington, D.C. “We see that small UAS are becoming a more popular weapon of choice ... [and] we need to be agile and pivot to that challenge.” Pentagon leaders recently decided to designate the Army as the executive agent for counter-drone technologies, Lord said. The new office will be stood up in Arlington, Virginia, in the Crystal City neighborhood. It will be staffed by around 60 people. “We are just finishing off on the policy that directs the activities,” she said. The office will examine the many counter-UAS efforts across the Defense Department and come up with three to five systems that are best for the military writ large and make sure they are effectively leveraged, Lord said. The Defense Department is bringing together a number of organizations, including the office of the director of operational test and evaluation and Defense Digital Service, to work on the effort. Robert Behler, the head of DOT&E, has a group conducting independent tests and evaluation of currently fielded systems, Lord noted. “Come April we will have that evaluation completed and written up. And that coincides [with] when we want to make some decisions about downselecting ... to the three to five systems that would be utilized,” she said. The department is examining a variety of sensor modalities and defeat mechanisms. “One size does not fit all,” Lord said. “You need a system with multiple sensors ... or defeat systems. And the key is really the command-and-control and then the communication across theater.” The office aims to thwart both small and large adversary UAS, she added. Countering rogue and enemy drones has long been an objective for the Defense Department, but recent high-profile events have thrown the technology into the spotlight. That includes an alleged Iranian attack on Saudi Aramaco facilities in September using unmanned aircraft. “One of the challenges is that we know that the adversary is very agile and updates their [tactics, techniques and procedures] ... very quickly,” Lord said. “We are looking at a very nimble system where we can push patches in the same day, if you will, so that we again can stay ahead of" the threat. The Pentagon is gung-go about tackling the issue, and senior leadership involvement and funding are increasing, she noted. In terms of the industrial base, counter-UAS is one of the acquisition and sustainment office's four key focus areas, Lord said. Others include microelectronics, 5G networks and hypersonics. The department plans to establish a hypersonics "war room." “We just decided last week that we would stand up a hypersonics war room to begin to look at the defense industrial base and begin to have different companies [come] in,” Lord said. The technology is the Pentagon's top research-and-development priority and it plans to buy large numbers of systems when they are mature enough to be fielded. Last week, Secretary of the Army Ryan McCarthy said missile manufacturers and other suppliers need to do more to boost their hypersonics manufacturing capability. “What we need to see is industry step up,” he said Jan. 10 during remarks at the Brookings Institution. “They've got to come forward and ... first and foremost, invest the time to work with our national lab network to understand how we've come forward with these technologies. But they're going to have to make investments to be able to produce these at scale.” https://www.nationaldefensemagazine.org/articles/2020/1/14/just-in-defense-department-to-stand-up-counter-drone-office

Over the last five years Rolls-Royce has been pioneering world-first technology that will contribute to the UK's next-generation Tempest programme. In an aim to be more electric, more intelligent and to harness more power, Rolls-Royce recognised that any future fighter aircraft will have unprecedented levels of electrical power demand and thermal load; all needing to be managed within the context of a stealthy aircraft. Before the launch of the Tempest programme, Rolls-Royce had already started to address the demands of the future. Back in 2014, the company took on the challenge of designing an electrical starter generator that was fully embedded in the core of a gas turbine engine, now known as the Embedded Electrical Starter Generator or E2SG demonstrator programme. Conrad Banks, Chief Engineer for Future Programmes at Rolls-Royce said: "The electrical embedded starter-generator will save space and provide the large amount of electrical power required by future fighters. Existing aircraft engines generate power through a gearbox underneath the engine, which drives a generator. In addition to adding moving parts and complexity, the space required outside the engine for the gearbox and generator makes the airframe larger, which is undesirable in a stealthy platform." Phase two of this programme has now been adopted as part of Rolls-Royce's contribution to the Tempest programme. As part of this journey, the company has been continuously developing its capabilities in the aerospace market, from gas turbine technologies through to integrated power and propulsion systems. The goal being to provide not only the thrust that propels an aircraft through the sky, but also the electrical power required for all the systems on board as well as managing all the resulting thermal loads. Rolls-Royce is adapting to the reality that all future vehicles, whether on land, in the air or at sea will have significantly increased levels of electrification to power sensors, communications systems weapons, actuation systems and accessories, as well as the usual array of avionics. The launch of phase one of the E2SG programme saw significant investment in the development of an integrated electrical facility – a unique test house where gas turbine engines can be physically connected to a DC electrical network. The launch of the second phase of the project in 2017 saw the inclusion of a second electrical generator connected to the other spool of the engine. It also included an energy storage system in the electrical network and the ability to intelligently manage the supply of power between all these systems. The two-spool mounted electrical machines allows, by combination of operation as either a motor or a generator, the production of a series of functional effects on the engine, including the transfer of power electrically between the two spools. As part of the E2SG programme, Rolls-Royce is investigating the feasibility of using dual spool generation to influence the operability, responsiveness and efficiency of the engine. Another key technology under development is the Power Manager intelligent control system, which uses algorithms to make real time intelligent decisions about how to supply the current aircraft electrical demand while optimising other factors including engine efficiency to reduce fuel burn or engine temperature to extend component life. Throughout the Tempest programme, Rolls-Royce will be continuing to mature the electrical technologies demonstrated by the E2SG programme, with a third phase of testing likely to include a novel thermal management system being integrated with the overall system, as well as more electric engine accessories. The company also intends to showcase a full-scale demonstrator of an advanced power and propulsion system. There will be new technologies in all parts of the gas turbine, including twin spool embedded generation to higher power levels, an advanced thermal management system, an energy storage system tailored to the expected duty cycle of the future fighter and an intelligent power management system which will be able to optimise the performance of both the gas turbine and the power and thermal management system. Press release issued by Rolls-Royce plc Defence Aerospace on January 9, 2020 http://www.airframer.com/news_story.html?release=73226

Finland, which is considering the same aircraft as Canada, for its new jet fleet, is requiring each competing aerospace company to provide two aircraft to test at low temperatures and in real world operating conditions. DAVID PUGLIESE, OTTAWA CITIZEN Updated: January 15, 2020 Canada won't conduct a fly-off between fighter jets competing to become the country's new warplane nor conduct testing to see how such aircraft perform under cold weather conditions. The decision not to proceed with such tests under Canada's $19-billion future fighter procurement program stands in contrast to Finland, which is considering the same aircraft as Canada, for its new jet fleet. Each competing aerospace company is required to provide Finland with two aircraft to test at low temperatures and be evaluated in real world operating conditions. Public Services and Procurement Canada has confirmed that Canada will not do any fly-offs among competing jet or tests for cold-weather operations like Finland has underway. “We do not have plans for an exercise of this nature,” stated department spokeswoman Stéfanie Hamel. Finland and Canada are considering the Boeing Super Hornet, Lockheed Martin F-35 and Saab Gripen. The Finnish Air Force is also testing the Dassault Rafale and the Eurofighter Typhoon, both of which pulled out of the Canadian competition because of worries the process was rigged to favour the F-35. Finland hopes to buy 64 aircraft. Canada will purchase 88 aircraft. Canadian aerospace industry representatives say the competing companies as well as allied air forces could provide Canada with results from tests they have conducted on the competing aircraft. Finland could have taken the same route but its procurement staff want to ensure the country is getting value for money since the project will cost around $14 billion. Finnish defence ministry program manager Lauri Puranen outlined in a blog post the extensive tests that will be conducted and the reasons for not relying on tests conducted by others. “The Finnish operating environment and operating methods may differ from other users' weather and lighting conditions,” Puranen stated. “Winter conditions affect the operation of the multi-function fighter and especially the performance of electro-optical systems, but possibly other active and passive systems as well.” The fighter jet candidates will be tested on the ground, in the air, and during takeoff and landing, he added. The testing of the competing aircraft is currently underway. Another series of tests involving the jets taking part in flight operations and a simulated lengthy war game will be conducted by the Finnish Air Force later this year. Finland expects to select a winner for the aircraft program in 2021. The planes, which will replace Finland's current fleet of F-18s, are expected in 2025. The Canadian government expects bids for its fighter jet program to be submitted by the end of March. A winning bidder is to be determined by early 2022. The first aircraft would be delivered to the Royal Canadian Air Force by 2025. Information about how Canada intends to evaluate the jets is limited. But Public Services and Procurement Canada has noted that technical merit will make up the bulk of the assessment at 60 per cent. Cost and economic benefits companies can provide to Canada will each be worth 20 per cent. Concerns have been raised by Lockheed Martin's rivals that the competition has been designed to favour the F-35. This newspaper reported last year the requirements for the new jets put emphasis on strategic attack and striking at ground targets during foreign missions. That criteria is seen to benefit the F-35. In addition, the federal government changed criteria on how it would assess industrial benefits after the U.S. government threatened to pull the F-35 from the competition. The Conservative government had previously selected the F-35 as the air force's new jet but backed away from that plan after concerns about the technology and growing cost. During the 2015 election campaign, Justin Trudeau vowed that his government would not purchase the F-35. But at the same time, Trudeau stated his government would hold an open competition for the fighter purchase. The Liberal government backed away from its promise to freeze out the F-35 and the aircraft is now seen as a front-runner in the competition as it has many supporters in the Royal Canadian Air Force. Many of Canada's allies plan to operate the plane. Canada is a partner in the F-35 program and has contributed funding for the aircraft's development. https://ottawacitizen.com/news/national/defence-watch/unlike-finland-canada-nixes-cold-weather-tests-fly-off-among-competing-fighter-jets

OTTAWA — The federal government is planning to invest hundreds of millions of dollars more to ensure Canada's aging CF-18s can still fight while the country waits for replacement jets, which were originally expected years ago. The extra money comes after the federal auditor general warned in late 2018 that Canada's fighter jets risked being outmatched by more advanced adversaries due to a lack of combat upgrades since 2008 and will result in new weapons, sensors and defensive systems for the fleet. Royal Canadian Air Force commander Lt.-Gen. Al Meinzinger estimated the added cost will be around $800 million, which is on top of the $3 billion the government has already set aside to extend the lives of the CF-18s and purchase 18 secondhand fighter jets from Australia. “Canada has a history of upgrading their fighter aircraft,” Meinzinger said in a recent interview with The Canadian Press. “It's a consequence of the fact that over time, threats ... advance as technology advances.” The air force did not initially plan any upgrades to the CF-18s' combat systems after 2008 because it expected to retire the last of the fleet by 2020, when a new fleet of jets was to have taken over. Instead, thanks to how successive governments have managed — or mismanaged — the jet file over the past decade, a competition to select a new fighter for the air force is only now underway. Even then, the last CF-18 isn't scheduled to be retired until 2032. The air force “imagined perhaps transitioning the fighter force a little bit earlier,” Meinzinger acknowledged, which is why the need to invest in the CF-18s' combat systems wasn't taken — or even apparent — earlier. “Because we anticipate flying the aircraft longer, this is why we're doing what we're doing to ensure we've got at least parity with the threats that we would see over that timeline before we can transition to the new fighter,” he added. The federal auditor general flagged concerns with the combat effectiveness of Canada's CF-18s in a report in November 2018, warning that the planes “will become more vulnerable as advanced combat aircraft and air defence systems continue to be developed and used by other nations.” The auditor general also found that even though the Department of National Defence had decided to invest money into the CF-18s to keep them flying past 2020, it “removed upgrades to combat capability,” in part because of “cost concerns.” Documents obtained by The Canadian Press through the Access to Information Act show the auditor general's office initially wanted to say the fleet was “not fully capable for combat.” But defence officials said that could “compromise operational security” and suggested toned down language. “We've got an excellent capability,” Meinzinger said when asked about the state of the fleet. “The fighter force has got an outstanding reputation globally. They stand the watch 24/7, 365 under the NORAD rubric. ... I don't want Canadians to be worried about where we're at today.” The U.S. Marines are looking at keeping their F-18s — upon which the CF-18 is based — in the air until the 2030s, and Meinzinger said the two forces are working together to identify the best ways to do that. “We've made it a priority and we're moving as fast as we can to get it delivered,” he said. “Obviously our intent is always to ensure that we're making the investments such that we believe that we've got at least parity against the threats that we would face.” https://nationalpost.com/news/air-force-to-spend-hundred-of-millions-more-to-keep-cf-18s-fighting-fit