Czech Republic enters talks with Embraer for C-390 aircraft deal

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  1 mars 2019 | International, Aérospatial

  Simulation manufacturer expands its footprint in support of Australian Seahawk operations

  By: Mike Yeo MELBOURNE, Australia — Synthetic training aids are an integral part of educating the crews that operate Australia's Sikorsky MH-60R Seahawk anti-submarine helicopters, as its Navy balances training needs against operational requirements for its helicopter fleet. The Royal Australian Navy, or RAN, operates a fleet of 24 MH-60Rs, known locally as the Romeo, from Nowra, south of Australia's largest city Sydney when the helicopters are not deployed at sea. The helicopters were ordered from the United States under the Foreign Military Sales program in 2011 and delivered to Australia between 2013 and 2016. Australia's MH-60Rs are split among two squadrons at the RAN base at Nowra, HMAS Albatross, with the 725 Squadron primarily assigned to training duties, while its sister unit 816 Squadron handles operational duties. According to Cmdr. Stan Buckham, the commanding officer of 725 Squadron, splitting up the fleet into two squadrons allows each to concentrate on their respective primary tasks, while operating next door to each other means they can interact and support one another. Both units operate out of new, purpose-built facilities at the base designed just for the MH-60R. These facilities include a suite of synthetic training devices that have helped the RAN train personnel while reducing demand on the aircraft. This suite of training devices, operated and maintained on site by the Canadian-based CAE, include two tactical operational flight trainers, or TOFT, a composite maintenance trainer, an avionics maintenance weapons loading trainer, and four other devices to train RAN MH-60R pilots, flight crew and maintenance crew. The two TOFTs, which can be linked so crews can operate together, are certified by an independent simulator evaluation authority to level D, the highest qualification for flight simulators. These have six degrees of freedom and can replicate a variety of day, night and weather conditions. CAE is also due to deliver an aircraft flight control system trainer to the RAN, completing its suite of nine training devices to support the country's MH-60R training program. Buckham describes the MH-60R as a “great capability” and has called the work between the RAN and CAE at HMAS Albatross “a step change in integration with industry.” The company has an extensive footprint across Australia and New Zealand, delivering training and simulator services across 13 sites in both countries. Together, these training devices have enabled the RAN to stand up eight flights of MH-60R crew that are either deployed or ready for deployment. Each flight consists of two sets of flight crews and a maintenance team that totals about 18 personnel. The first RAN MH-60R flight deployed onboard an RAN ship in 2016, and have since made numerous deployments onboard various ships to the Middle East and the Indo-Pacific region. https://www.defensenews.com/digital-show-dailies/avalon/2019/02/25/simulation-manufacturer-expands-its-footprint-in-support-of-australian-seahawk-operations/

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  11 juin 2019 | International, Aérospatial, Sécurité

  Why the new Raytheon Technologies will eschew platforms for new technology development

  By: Aaron Mehta WASHINGTON — “Platform agnostic.” It's a term getting a lot of play from United Technologies CEO Greg Hayes and Raytheon CEO Tom Kennedy, in the wake of this weekend's surprise announcement that the two companies would be merging into a new firm,known as Raytheon Technologies Corporation. Neither company works as a platform producer, eschewing the production of aircraft or ground vehicles and instead focusing on the technology that makes them work. It's a business model that has produced well for both firms, and in a Monday interview with Defense News, the two CEOs made it clear they see no need to deviate now. “One of the first and foremost things we absolutely agree on is, we want to be platform agnostic,” Hayes said, noting that UTC sold off its Sikorsky helicopter unit almost five years ago because “we didn't like the programmatic risk associated with platforms.” “We'll supply all the content and all the systems, all of the offensive, defensive capabilities necessary to make the system successful, but we really think it's important that we remain agnostic among the platform providers,” Hayes added. Said Kennedy, “Neither of us essentially develop platforms or sell platforms. Why that's important is, really, the amount of capital that you have to go and spend in maintaining and creating these platforms kind of takes your eye off the ball relative to investing in technology moving forward. So that was a big feature, that both companies are platform agnostic.” Instead, both men said the new firm will remains focused on developing high-end technologies which can be inserted on, or in, platforms developed by the other major defense primes. With that goal in mind, the company is preparing to spend $8 billion in R&D funds in the year following its merger. When the merger is completed in early 2020, Kennedy will become chairman of the board, with Hayes serving as CEO. Two years later, Kennedy will step down, with Hayes adding the chairman title. One area Kennedy highlighted as having good synergies is hypersonic weapons, a major interest for the Pentagon. Raytheon has already been working on hypersonic missiles, including the guidance and control systems, but UTC's experience with propulsion and materials science might be able to help deal with a specific challenge for Raytheon's weapon designers. “It just turns out when you're flying at Mach 5, you really increase your temperature on all your surfaces," Kennedy said. "If you have a propulsion system, the air is coming in at such a high speed, that creates a significant amount of heat; it has to be dissipated in a very efficient way,” Kennedy said. “And one of the areas that the United Technologies has, really based in the Pratt & Whitney guys, is all the technology that they've developed over the years in working very high temperatures internal to their turbine engines,” he continued. “So not only do they have, I would call it the heat management capabilities, but also the material science to go implement those.” Hayes identified two areas where shared R&D will have a near-term impact, and they underline the benefit of having a new company that will be roughly 50-50 defense and non-defense business. The first is on aircraft control systems, where each company has technologies that can be brought to bear for the FAA's next-generation air traffic control networks. The second comes in the form of cybersecurity. “I think Raytheon is second to none as it relates to cyber, and we view this as a core competency that can benefit the entire commercial aerospace ecosystem,” Hayes said. “Not just the connected aircraft, which is probably the first order of business, but the whole ecosystem. How do you protect passenger data, how do you protect the equipment that's on the ground? How do you protect the airplane while it's flying? “I think we'll see that shortly in the marketplace.” https://www.defensenews.com/industry/2019/06/10/why-the-new-raytheon-technologies-will-eschew-platforms-for-new-technology-development/

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  8 novembre 2019 | International, Aérospatial

  Fewer airmen, fewer bombs and delayed F-15s: Goldfein outlines effects of continuing resolution

  By: Stephen Losey With Congress flailing in its attempt to pass a budget and the prospect of a lengthy continuing resolution growing, Air Force Chief of Staff Gen. Dave Goldfein on Wednesday outlined how bad that would be. A year-long CR, funding the Air Force at fiscal 2019 levels, would cost the service the $11.8 billion increase called for in President Trump's proposed fiscal 2020 budget, Goldfein said at a breakfast hosted by the Air Force Association in Washington. “It's truly damaging for all the services, and certainly the United States Air Force,” Goldfein said. Even if a CR only lasts for six months, the effects would be significant, he said. The Air Force would lose $1.1 billion that would go to Boeing's development and production of new F-15EX fighters, postponing their acquisition and driving up prices, according to a fact sheet Goldfein distributed. It would also force the Air Force to keep flying F-15Cs for longer than it expected, resulting in further cost increases due to the extensive maintenance needed to keep the aging fighters, plagued by structural health issues, in the air. A six-month CR would also hit the Air Force's effort to re-arm. It would reduce munitions procurement by 1,000 tailkits to convert unguided bombs into guided Joint Direct Attack Munitions, as well as cut 99 Sidewinder air-to-air missiles and 665 Small Diameter Bomb II munitions. And that CR would cost the Air Force $188 million intended for improvements to almost one-third of its F-35 fleet. But a year-long CR would be even worse, Goldfein said, hitting airmen directly and limiting the planned 3.1 percent pay raise for troops. It would also scuttle the Air Force's plans to grow its total force end strength by 4,400, he said, which would hurt its efforts to grow vital — and undermanned — career fields such as operations, maintenance, space, cyber, and intelligence, surveillance and reconnaissance. Efforts to fix the pilot shortfall would take a hit, cutting $123 million from undergraduate flight training, Goldfein said. This would mean contractor instructor pilots would be reduced, a new maintenance training center's opening would be delayed, and trainer fleet maintenance would be delayed. A CR for all of fiscal 2020 would also delay the procurement of the GPS IIIF space vehicle to replace a satellite that has now been orbiting for twice as long as it was designed, which would place the Air Force in a contract breach. It would withhold $466 million in facility sustainment, restoration and modernization funds, as well as Defense Department emergency funding, slowing the efforts to recover from natural disasters at Tyndall and Offutt Air Force bases. In all, a six-month CR would delay the start of 26 new programs, 7 production increases, and eight military construction projects. A year-long resolution would prevent 88 new starts, 14 production increases and 41 military construction projects. F-22 sensor upgrades would also be delayed if a budget is not passed, the Air Force said. But as rocky as the 2020 budget process may be, Goldfein sees even darker days to come. “If you look at the projections of funding in the years ahead, many believe that [2021] may very well be the last really good year of funding," Goldfein said. “It may not be true. But it may go flat after that, or it may start coming down. And so, how do you achieve irreversible momentum if you have one good year left of reasonable resources before a potential downturn?” https://www.airforcetimes.com/news/your-air-force/2019/11/06/fewer-airmen-fewer-bombs-and-delayed-f-15s-goldfein-outlines-effects-of-continuing-resolution/