Germany buys more Patriots as it supplements Ukraine’s air defense

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  18 septembre 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Defence Secretary keynote speech at DSEi 2019

  Defence Secretary outlines global influence of UK defence in keynote speech at the 2019 Defence and Security Equipment International. I don't intend to speak for too long. The kit, not the speeches, are the real reason you're here today. But if you're going to take home one message from the UK, it is this - we are global. We are alive to the global threats. And we have the world class industrial base and the game-changing capability to deal with the danger. To prove the point I want to briefly dwell on the success of our Defence and security sector. It is a story seldom told. This is a sector that brings in sales worth more than £19bn to our economy. A sector that is the second largest in the world – accounting for 19 per cent of global export value over the past decade. A sector that according to reports supports around 260,000 jobs directly and indirectly in the UK. What's more our Defence is the spine of our nation, spreading wealth across our entire union from the South of England to the North of Scotland. Our average expenditure with UK industry equated to £290 spent on the security of every person living in the UK. There is always the challenge of selling to wider Government what we in Defence do. It is true that what our Armed Forces do is often over a distant horizon, or below the deep ocean. But the reality is, what we do, makes an enormous global difference. Defence is often upstream focusing on keeping danger away from these shores. On this day, 18 years ago, terrorists hijacked American Airlines Flight 11 and United Airlines Flight 175, and flew them into the twin towers in New York. For many it was the first awakening of the full horror of global terrorism. But it was because of our investment in Defence, because of the strength of our capability, that the UK was able to fight alongside our allies. And because of key procurement decisions we were able to operate side-by-side across the globe. Look at how we've been taking the fight to Daesh in the past few years with our Typhoons, attacking the terrorists both day and night with power and precision, while our cyber capability eroded their communication channels and exposed the so-called caliphate for the sham it always was. Our expertise was on display last year too when Russia deployed nerve agent on British streets to murder British civilians. We immediately called on our internationally renowned medical and scientific community at DSTL in Porton Down. Their chemical and biological know-how identified the deadly use of novichok. But you do not grow the corporate knowledge of the UK's defence capability overnight. Which is why when that knowledge is channelled into the British forces' next generation needs, we provide world leading products to go alongside. In more recent times, when the arteries of worldwide trade have been threatened by hostile Iranian state action in the Strait of Hormuz, we've enlisted the global capacity of our Type 23s and Type 45s, built on shipyards on the Clyde, to defence the red ensign. And, with Hurricane Dorian ravaging the Caribbean, we were the first nation to send support, dispatching RFA Mounts Bay, equipped with amphibious vehicles and helicopters to work alongside international aid colleagues, providing residents in the Bahamas with much needed humanitarian help. A stark demonstration of Britain's ability to match global capability with global presence to deal with any eventuality. But that what's so remarkable about the British defence industry, is that we have strength and depth. We don't just make the big platforms. We machine engineer the parts. We shape the electronic systems behind them. We devise the niche capability and we innovate with the very best. For example, here today we have remarkable companies like Wiltshire-based companies Avon Protection, a world leader in Respiratory Protective Equipment (RPE). Not only does it supply the UK and its NATO allies with kit, it is also the primary supplier of Chemical Biological, Radiological and Nuclear respiratory equipment to the United States Department of Defense Army, Navy, Marines, Air Force and Special Operations. Then we have dynamic firms like Reaction Engines in Oxfordshire currently building a hypersonic engine capable of reaching orbit. And my Lancashire constituents would never forgive me if I didn't mention their contribution, building the aft fuselage, horizontal and vertical tails of every F-35 built as well as on the tried and test Typhoon. We're surrounded by brilliant examples of British expertise in the hall today. As the UK's new Defence Secretary we do however need to break the traditional cycle where our appetite didn't match our stomachs which led to the annual hollowing out of capability and plans, which ultimately lets down the men and women of our Armed Forces. We have to invest in our global defence force if we want to make a global difference and last week's Spending Round announcements signalled our intent. For those who didn't catch the headlines it's worth summarising. UK Defence secured an extra £2.2 billion. An increase of 2.6 per cent above inflation between 2019/20 and 2020/21. Well above government's commitment to grow the defence budget by 0.5% above inflation every year of this Parliament. It means that by 2020/2021 this year's £39 billion defence budget will rise to over £41 billion by 2020/21, the first time it's topped the £40bn mark. It means that we'll continue to exceed our NATO commitment to spend 2 per cent of GDP on Defence. It means that the UK remains the largest NATO defence spender in Europe by far. Above all, it means more money to keep investing in key capabilities such as offensive cyber, nuclear deterrent and shipbuilding. Defence will always continue to require sustained investment for the long-term. But we're already making sure we put our money where our mouth is. Look at what's happening across the domains. Let's start with shipping. Today 11 major warships are in build or on contract not to mention our next-generation of nuclear deterrent submarines. We're looking to build Type 31 frigates and we're building Type 26 global combat ships, whose designs have won plaudits and contracts in Australia and Canada. And with HMS Queen Elizabeth off to Westlant, our carrier strike is back after an absence of a decade, giving us the unparalleled ability to project power and influence across the seven seas. We're also investing in cutting-edge Artificial Intelligence. Yesterday on board the HMS Argyll I witnessed the first exercise involving our Maritime Autonomy Surface Testbed (MAST). Effectively this is the next generation underwater drone swarm, operating autonomously but collectively, to scout ahead of a ship and spot trouble in advance. Switching from sea to land, our Army is upgrading not only our Challenger 2 and Warrior vehicles but bringing in multi-role armoured vehicles to operate alongside AJAX, with a main gate decision due at the end of October. Together these vehicles will deliver the Army's new transformational Strike Force, contributing to NATO Readiness and creating as well as sustaining more than a thousand jobs. Companies like Qioptiq, less than 100 miles from my own constituency are involved in the sighting systems. They are here exhibiting today. As a former infantryman, I'm delighted we're doing more to lighten the load of our soldiers in the field. MOD has been working with BAE Systems to develop lighter ammunition, replacing the brass in the cartridge cases with stainless steel or titanium, reducing the load our troops have to carry by up to 26 percent along with the costs of transporting rounds to the front line. We're applying the same blue-skies thinking to the air domain as well. Last year at Gatwick and Heathrow we saw the peril drone technology poses to our airspace. Today I can announce that, from early next year, the RAF will be working with Leonardo on a three-year programme, looking at how to detect, track, identify and defeat rogue drones as this technology continues to evolve. And I'm pleased that we've signed a statement of intent with Italy who, alongside Sweden, will support joint working on the Tempest and our Future Combat Air Strategy. I'm looking forward to working with Italian and Swedish counterparts, as well as others, to put the Tempest programme into hyper-drive and take Global Britain into the stratosphere. Fifty years ago Britain put its first satellite, Skynet1, in space. Today we're having to deal with increasing threats to satellite-based navigation. So the need for robust communications has never been more vital. That's why we're developing Skynet6 which will give our forces unparalleled capacity to talk to each other in any hostile environment. And I can announce the launch of a new competition for an industry partner to operate and manage the Ground Stations, infrastructure and technology involved in this programme. And just as we upgrade our capability in space we're also bolstering our strength in cyber too. The nature of warfare is changing. In an Information Age the challenge is not just to prepare for contingency but to operate and engage constantly. That means we need to be able not just to repel threats from our online frontline but the ability to strike out. We need to gather, co-ordinate and exploit the information we receive across all the domains much more effectively. That's why we're initiating a major programme of change, managing our people differently, adjusting the way we run our operations and maintaining our long-standing association of working with GCHQ in this area so we can be more agile in tackling dangers and grasping opportunities. But we know that you only produce great kit if you have great partnerships between policy makers and product makers. That's why I want to see a step-change in our partnership with industry. We're determined to go out of our way to help you giving you the certainty and confidence you need to create great capability. So as well as investing we're planning for the future. A few days ago we published our Defence Technology Framework. It will help concentrate our collective minds by assessing the technologies needed to drive our defence modernisation and deliver battle-winning technologies. Now you need to help us. So we're helping you. But we expect something in return We need industry to show willing. Willingness to strengthen your competitiveness, willingness to benefit our own procurements, willingness to seize those export opportunities. The Army's newly announced industrial engagement framework marks the start of that journey. But the end point will see a fundamental shift in mindset from the regional to the global. Britain has long been a nation of makers, from the steam engine to the turbo jet, from Watt to Whittle. We remain a world leading exporter and as DSEI shows, the potential of our Defence sector is limitless. But seizing our opportunities, realising our potential, demands we think big. It demands we all have a vision. My vision for Defence is one that returns pride to the places in which things are made. A vision where our kit is wanted not simply because it carries a stamp saying made in Britain. But because it carries a stamp that proudly proclaims made in Barrow or made in Birkenhead. It's a vision where every part of the country is famed for its particular brand of expertise from air to autonomy. So we might be living through challenging times but if you're looking for solutions you've come to the right place. Tomorrow is here today. I hope you leave with the message that UK Defence is on the up, that our Defence industrial base remains the spine of our nation, allowing our forces to be the tip of our spear for Global Britain. https://www.gov.uk/government/speeches/defence-secretary-keynote-speech-at-dsei-2019

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  4 août 2023 | International, Sécurité

  New Zealand defence review calls for more money to meet great power rivalry

  New Zealand is facing the most challenging strategic environment in decades amid a great power rivalry and with a military not fit for future challenges, according to a government review that lacked concrete plans to reverse the situation.

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  5 décembre 2019 | International, Aérospatial

  F-35 Lightning II: A 21st century concept

  by Alan Stephenson The F-35 Lightning II is not only a fifth-generation fighter aircraft, but a 21st century tooth-to-tail concept. I recently had the privilege to join a Canadian media trip sponsored by Lockheed Martin to visit the F-35 production facility in Fort Worth, Texas, as well as the 63rd Fighter Squadron, at Luke Air Force Base, Ariz., which is responsible for F-35 pilot training. Industry executives and F-35 operators presented detailed briefings on the latest aircraft improvements, maintenance concepts and operational considerations, as well as a tour of the production line and an up-close look at the aircraft itself. Without a doubt, the F-35 system represents a progressive leap in technology and life cycle management. Design concept Although some have questioned the very idea of a “fifth-generation” designation, the F-35 is the result of an evolutionary process in the design of low-observable (stealth) fighter aircraft for the United States Air Force (USAF). It draws upon the experiences of creating and operating the F-117 Nighthawk and the F-22 Raptor fighters. The lessons learned went beyond simply enhancing aircraft performance; the F-35 ameliorates fundamental life cycle cost issues through leveraging emerging technologies and leading-edge concepts to maximize readiness, logistic and maintenance efficiencies. In effect, the F-35 is built for sustainment. The fighter aircraft makes use of a modular avionics architecture with fusion technology, rather than a federated architecture where Line Replaceable Units (LRU or “black boxes”) are placed in a sequence. In this manner, maintainers no longer need to remove the first and second boxes to replace the third; they simply replace an easily accessible modular LRU. Roughly 95 per cent of the LRUs are first line removeable and virtually all first line maintenance functions are accessible through the weapons bay doors, nose wheel well, and behind panels that can be opened and closed without causing any low observable skin repairs. Ease of maintenance is further achieved from simple redesigns such as a front-hinged canopy that facilitates ejection seat removal without the need to remove the canopy. ALIS, the state-of-the-art Autonomic Logistics Information System, provides real-time digital information that also significantly reduces maintenance demands. “ALIS integrates a broad range of capabilities including operations, maintenance, prognostics, supply chain, customer support services, training and technical data,” according to Lockheed Martin. Maintenance staff can quickly determine the health of the aircraft upon landing through Prognostic Health Management (PHM) and quickly resolve any anomalies, increasing the serviceability rate and minimizing technician fault-finding time through fewer maintenance steps. PHM is a maintenance system that monitors the actual condition of an aircraft to decide what maintenance needs to be done. As all aircraft fleet operators know, unscheduled maintenance and lack of spare parts increases manpower demands and decreases aircraft availability. ALIS is designed to reduce maintenance hours, increase readiness, and decrease labour related costs by offering greater control in sustainment functions and providing actionable information to military decision-makers. Cost drivers From an initial reported cost of over US$100 million, the per-unit costs for the F-35 have fallen to US$77.9 million for Lot 14 fighters. The nine-nation co-operative development and the economies of scale of 12 current customers have greatly contributed to bringing life cycle costs closer to those of contemporary fourth-generation fighters. Costs have been lowered in assembly of the aircraft through use of an automated production line, designed to produce 180 aircraft per year, which has seen a 75 per cent reduction in “touch-labour” since 2010. Each aircraft is personalized by purchase order, allowing all three models to be produced in tandem, and unlike other fighters, the jet is essentially combat-ready when it leaves the production facility, having complete indigenous offensive and defensive avionic suites. With respect to sustainment, the F-16 had 24 different stovepipes supporting worldwide operations. ALIS logistics functions are networked with all F-35 users and supports a consolidated global supply chain that aggressively sources and produces the most cost-effective parts available, making them available as required and thereby minimizing costly inventory. A mandated Reliability and Maintainability (R&M) program has established metrics within automated processes designed to ensure constant systemic evaluation and facilitate continuous improvements that lower support costs and expedite fleet upgrades. At a reported six hours of maintenance per flight hour, the F-35A is at the forefront of fighter operations. Conscious design features such as internal weapons carriage and the use of pneumatic (air pressure) weapons ejection rather than explosive cartridges has significantly reduced maintenance personnel hours required to clean and service fourth generation weapons delivery systems. Another example of manpower savings occurs in routine checks on the fuel tanks and valves, where only one F-35 technician with a Portable Maintenance Aide (a laptop computer the technician connects to the F-35) is now required to conduct the same task that requires six maintainers to perform on the F-16. In manpower savings alone, anecdotal evidence suggests a 60 per cent reduction in personnel to perform routine maintenance functions. Operations At the flight line, significant changes have occurred to USAF military occupations and employment through innovative maintenance developments such as the Blended Operational Lightning Technician (BOLT) and the Lightning Integrated Technicians (LIT) programs. The BOLT program combines six USAF technical trades into two streams. The Air Vehicle stream includes crew chiefs, fuels, and low observable technicians, while the Mission Systems stream focuses on avionics, weapons, and egress trades. This streaming not only economizes manpower but allows deployed operations to be conducted with a smaller personnel footprint. In addition, the LIT program was introduced to increase maintenance efficiencies and effectiveness by integrating these two streams into one co-ordinated team through establishing commonality in training and dedicating each team to a single aircraft. The low observability of the F-35 is more than just a means to penetrate adversary defences; it is a “nose-to-tail” concept that increases performance and survivability from reduced drag and a low platform electromagnetic signature. The embedded antennas in the radar absorbent skin, internal fuel tanks and weapons carriage, and full line-of-sight radar reflection blockage not only help define the F-35 as a fifth-generation fighter, but the addition of an advanced sensor suite with sensor fusion, an electro-optical Distributed Aperture System (DAS) electronic warfare suite and networked enabled operations cement the fifth-generation classification. The Active Electronically Scanned Array (AESA) radar is a computer-controlled array antenna in which individual radar beams can be electronically steered to point in different directions without moving the antenna. This feature allows the F-35 to perform multiple functions such as detecting, tracking, and attacking airborne targets while simultaneously countering or attacking ground-based radar systems. When combined with the embedded sensors and advanced CNI (communications, navigation, identification) capabilities, the F-35 becomes an ISR (intelligence, surveillance, reconnaissance) as well as a command and control (C2) platform. These radical innovations elevate the F-35 from a tactical fighter to an operational asset with strategic value. The F-35, with commonality shared amongst its three variants, can perform air-to-air, air-to-surface, electronic attack, ISR gathering, and localized C2 roles during a single mission. Tactically, the increase in situational awareness allows F-35 pilots to fly farther apart and with more individual freedom, changing the manner in which fourth-generation fighters are employed. Operationally, a flight of F-35s flying missions in the Arctic can also provide localized ISR and C2 functions in a region devoid of such assets. Additionally, the F-35 requires fewer operational support platforms such as AWACS, Joint STARS and stand-off electronic warfare aircraft to conduct combat operations. The F-35 could be considered a strategic asset that would allow Canada to offer NATO the flexibility of employing Canada's fighter commitment strategically to support either the traditional northern flank or send its assets to central Europe. In either case, eight NATO nations will already have their own F-35 infrastructure in place to operationally facilitate Canadian integration. Conclusion Given the innovative design, leading-edge avionics suites, automated production line, networked sustainment program, globalized supply chain, and fundamental changes to how air forces conduct business, it is hard to argue that the F-35 is not only a fifth-generation fighter, but that the F-35 system is a transformational 21st century concept. The F-35 is more than a simple multi-role fighter, it is multi-mission platform. There are indeed identified problems as the F-35 program matures that are part of the evolution of any new platform. However, with the weight of the U.S. government and 12 customer nations, the chances are that these challenges will be resolved satisfactorily. With the cost to own an F-35 fighter in the same range as other fighter aircraft on the market today, the real discriminators are in the costs to operate and the value-added to military operations. Alan Stephenson (Col ret'd) holds a PhD from Carleton University and is a former CF-188 pilot with 3,600 hours flying fighters. He is currently an aviation consultant and a Fellow at the Canadian Global Affairs Institute. https://www.skiesmag.com/news/f-35-lightning-ii-a-21st-century-concept/