12 février 2018 | Local, Aérospatial, Naval, Terrestre, C4ISR

Les militaires du monde s’intéressent aux recherches sur le givre de l’UQAC

Vingt-deux conseillers militaires de dix-neuf pays sont dans la région ces jours-ci pour visiter le Laboratoire international des matériaux antigivre (LIMA) de l'UQAC, le seul laboratoire au monde qui se spécialise sur la question.

Car le givre est un ennemi contre lequel bombes, obus, balles et autres projectiles sont généralement inefficaces, alors que sa présence peut constituer une sérieuse menace.

« On a beaucoup de conseillers militaires étrangers qui sont des pilotes, ou qui sont rattachés d'une façon comme d'une autre à l'aviation », précise le capitaine Christian Courtemanche, officier de liaison diplomatique au sein des Forces canadiennes. « Le dégivrage d'avion, et le dégivrage d'ailleurs de vaisseaux maritimes et tout, c'est quelque chose qui intéresse tous les pays, surtout avec les changements climatiques des dernières décennies. »

Et contrairement à ce qu'on pourrait croire, le givre n'est pas un problème limité aux pays froids.

« Le problème de givrage en aviation ce n'est pas seulement pour les pays nordiques parce que ça se passe à haute altitude », ajoute le lieutenant-colonel Marc Ferron, directeur de liaison avec l'étranger. « Donc ça affecte pas mal toutes les forces armées représentées ici. »

L'intérêt que portent les militaires aux travaux du LIMA réjouit le directeur du laboratoire.

"Ils voient ce qu'on est en mesure de faire ou de proposer. Donc je pense que ça peut dans le futur, amener à certaines collaborations."

Christophe Volat, directeur du LIMA

C'est ce que croit aussi le lieutenant-colonel Ferron.

« Les attachés militaires sont très impressionnés par ce qu'ils ont vu », assure-t-il, soulignant que son rôle est justement de favoriser ce genre d'échanges.


Sur le même sujet

  • The military SAR machine – complex and dedicated

    10 septembre 2020 | Local, Aérospatial

    The military SAR machine – complex and dedicated

    From air and ground crews involved in endless operations and maintenance of search and rescue (SAR) aircraft, to the SAR technicians who often imperil their own lives to save others, the Canadian Armed Forces (CAF) SAR is an astoundingly complex and dedicated machine, executing its daily mission with such quiet professionalism that these heroes walk amongst us largely unnoticed and uncelebrated. Yet the typical SAR mission that we have grown familiar with through the occasional news clip is a far cry from the reality facing those personnel in the SAR community. “SAR is an incredibly multifaceted activity involving numerous federal, provincial/territorial, municipal and volunteer agencies,” noted Maj Kevin Grieve. “The public thinks only of yellow helicopters and orange jump suits but there's so much more to it than this.” As a veteran of the Royal Canadian Air Force (RCAF) for more than 30 years, he should know. The former bush-pilot turned SAR expert flew dozens of SAR missions out of 8 Wing Trenton, Ont., flying his CC-130 Hercules into some of the most remote regions throughout Canada searching for those in distress. At one stage in his career, Grieve left the skies behind for a ground job as a Joint Rescue Co-ordination Centre (JRCC) co-ordinator, monitoring and responding to distress signals as they came into the centre. The rate of those distress calls boggles the mind. Each year, the three JRCCs log almost 10,000 cases. But these statistics only begin to tell the exceedingly complicated narrative behind SAR in this country. Although no set of statistics can ever reveal SAR's full story, this small community is one of the busiest and most operational groups in the CAF today. Military SAR — Military lead with an interagency approach “The nature of the search determines who has the lead in a SAR mission,” said Grieve. “The Government of Canada has mandated the responsibility for the search for missing aircraft in Canada to be that of the CAF with maritime SAR the mandate of the Canadian Coast Guard (CCG).” To simplify the process, the CAF has partnered with the CCG to stand up three Joint Rescue Coordination Centres (JRCC) which are responsible for the coordination of aeronautical and maritime SAR. “Generally, other SAR within Canada that do not fall into either of these two categories will fall under the local police force of jurisdiction (i.e., RCMP or a municipal police force),” Grieve explained. “For example, if an airplane goes missing the CAF have responsibility for its SAR and it will be co-ordinated by the appropriate JRCC. If a fishing vessel puts out a mayday call, the CCG are responsible for its SAR and it will be co-ordinated by the appropriate JRCC which can involve military or civilian aircraft as well as CCG and/or civilian vessels in the area.” To illustrate a local police force jurisdiction in a SAR mission: if a camper goes missing in rural Ontario, and the missing person is reported to the Ontario Provincial Police (OPP), the OPP will have the search lead and review their own assets first to conduct the search. If the OPP determine they do not have the capability to continue the search, they can request the assistance of the CAF through the JRCC. The process then becomes multilayered. “With all the players that can be involved in a search, one can begin to appreciate how each SAR mission is different and how numerous agencies and volunteers work together,” said Grieve. “Really, it's about picking the right tool as a search evolves, but there has to be great co-operation and communication between all partners in the military and civilian SAR worlds. We can't do this alone.” Volunteer engagement — Civil Air Search and Rescue Association (CASARA) CASARA is a national volunteer organization funded by the Department of National Defence to assist the RCAF in its SAR mandate. There are 2,800 volunteer CASARA members from coast to coast, and they cover all 10 provinces and three territories. There are 104 zones responsible for providing search and rescue assistance. “CASARA is vital to the overall SAR mission,” Grieve stated. “They extend our eyes and ears into the furthest reaches across the country, actively assisting us to help those people in danger. CASARA contributions are truly immeasurable and they are not to be underestimated in their skills and abilities.” CASARA's membership boasts pilots, navigators, spotters, search coordinators, electronic search specialists, radio operators and administration staff. They also have trained spotters who deploy on military aircraft, literally looking out of an aircraft window acting as a force multiplier. SAR — Community of communities Today, the military manages thousands of distress calls each year through the JRCC that co-ordinate RCAF and CCG responses. CAF personnel requested to physically assist local police forces of jurisdiction in searches for missing people are co-ordinated through the Canadian Joint Operations Command. As distress calls come in from across Canada's landmass, lakes, river systems and coastal regions, those duty personnel who receive the calls are peppered across the country in Halifax, Trenton, and Comox. And while it seems at first glance that the almost 10,000 distress calls the JRCCs receive every year is beyond the CAF's capabilities, nothing is further from the truth. But no SAR mission is conducted in isolation either. And although the CAF deals with a relentless stream of distress calls and missions each day, these activities are typically conducted in co-operation with other SAR community actors. Theirs is a unique calling — “so that others might live” — setting this group of professionals in a league of their own. CAF SAR classifications As SAR is practised across Canada today by the CAF, three broad categories are referred to which details the type of CAF SAR response to a distress: Aeronautical SAR (JRCC coordinates RCAF aircraft to search for missing aircraft). Maritime SAR (JRCC coordinates CCG and other maritime vessels, as well as RCAF aircraft, in the search for missing vessels. Humanitarian SAR (a SAR incident not aeronautical or maritime that requires a response by the CAF SAR system usually in response to a request from another agency. A common example of this is Ground SAR — a search for a missing person led by the local police force of jurisdiction). Although the categories are broadly defined encompassing thousands of scenarios, the lead agency is based on the nature of the distress. For example, even though the CCG leads the maritime SAR mandate, they may call for an RCAF Cormorant helicopter to assist in a search for a missing boat off the coast of Nova Scotia since the CCG may not have the appropriate assets in-tow at the time of the distress. Likewise, a missing boater off Toronto's waterfront would likely see the deployment of the Toronto Police Marine Unit since this municipal authority has the appropriate tools to quickly respond to the incident. Military SAR — Historic overview of an aeronautical responsibility Aeronautical search and rescue wasn't a responsibility the Canadian government had considered prior to 1944. The commercial airline industry was in its infancy and although Canada and her allies were embroiled in a death struggle against the Axis powers, the end was near and international post-war planning took shape. An international aviation conference met that year to consider international participation in an agreement binding nations together to search for downed aircraft, irrespective of the plane's country of origin. Canadian delegates attended and signed the International Civil Aviation Organization covenant on behalf of the people of Canada. The government deferred to the RCAF as lead search agency given its massive fleet of aircraft as it emerged from the Second World War. At the time, the RCAF SAR function only included the “search” mandate. The “rescue” function wasn't part of the RCAF mission although this gradually evolved over time to include the RCMP, provincial and municipal police forces as well as civilian volunteer agencies such as CASARA (Civil Air Search and Rescue Association). This explains the multifaceted agency approach to SAR today. https://www.skiesmag.com/press-releases/the-military-sar-machine-complex-and-dedicated


    5 mars 2020 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité


    CDR recently sent Ottawa Bureau Chief, James Careless, to interview Canada's newly re-appointed Minister of National Defence, and with a number of high profile capital projects, such as CSC and FFCP currently in play, there was a lot to talk about. Sajjan is now a veteran in this portfolio and he spoke candidly about international missions, defence policy, procurement, and Canada's role in NATO. There were some surprises too. Here is our in-depth conversation with the Minister. CDR: Minister, it's good to speak with you again for, what's become, our annual chat. Can we start by looking what progress is being made on major capital projects like Future Fighter, and as a corollary to that, what new procurements do you think we'll be seeing in 2020? Minister Sajjan: When it comes to procurement projects and our defence policy, one of the things that Canadian defence industry asked us to do is to provide predictability. We've done that. Even though the defence policy is a 20 year program, we have put out a 10 year defence investment plan to industry. This gives them an idea of where we're at – and we're updating that. Obviously, we've got major procurement projects that are ongoing, but within that there are multiple projects. I'm happy to say that the vast majority are in implementation. Some are already closed and, and there's only a few that still have to be started. The Canadian Surface Combatant ship has been selected, while the Future Fighter is obviously an extremely important one that is under way. But there's a lot of other projects happening that are just as important. STARTING LAV PROJECT SOONER CDR: What role has your ‘Strong, Secure, Engaged' defence policy played in speeding up defence procurement? Minister Sajjan: One of the things about our defence policy is that it gives us authorization to move money around. This allows us to do projects faster when opportunities make this possible. The LAV support projects that we just announced in the summertime was a great example of that. We're going to be getting those five years sooner, because we can start these projects five years sooner. So we were able to move money quicker and get that going. Because we're learning and creating a lot more efficiency in our procurement system, we're able to save money. When we save some of that money, we're able to use it in other projects. As you know, procurement is extremely complex; especially on larger projects. There's going to be times where you're going to have to make some changes. Because we have that flexibility, we're able to provide a lot more efficiency to the system. When we created the defence policy, it involved a thorough consultation where every part of the policy had to be approved by cabinet. Now when projects go through, they know that we've already had really good discussions on the capabilities that we want to bring in. So when we bring those projects to Treasury Board, the policy discussions have already been done. So then we just focus on, “do we have the right process in place?” The nice thing about it – just like the current LAV projects – is we're able to streamline things when a competitive process is extremely important and we can get the best equipment at the best price. But there are some times when going for a sole source is more efficient and better for the Canadian Armed Forces. CDR: Many ofCDR's readers are small and medium-sized defence contractors (SMEs), and they're always concerned about getting their fair share of procurement contracts. So what steps has the government taken to make sure that their share doesn't just go to the big players? Minister Sajjan: Depending on the size of the project, we've actually taken a lot of time to consult our defence industries; not just the big companies, but the small and medium size businesses as well. One thing we've done as we build the requirements, is to ask, “how does it benefit Canadian companies?” So now the bids that come in have much greater Canadian content to them. Just for example, when you look at the AOPS (Arctic and Offshore Patrol Ships) that are being built by Irving: The systems integration on the bridge is actually (being done by) a company that is working out of the Lower Mainland (B.C.). That's just one company; a lot of companies are able to benefit from this. So when we look at a project, I tell people, “don't just look at the hull or the plane, look at all the systems that need to go inside it. The LAV project has a massive impact on indirect jobs across the country as well. The final thing I say to this is the IDEaS (Innovation for Defence Excellence and Security) program. The IDEaS program is something very unique that is having a really good impact on small and medium-sized businesses; as well as universities and individuals who have great ideas. It allows us to throw challenges out to suppliers, where we get to compete the ideas. That's something that industry has been asking for, for a very long time. Imagine trying to guess where DND is going, and then having to spend all this money and time only to find out that's not the direction that we're going. So due to the defence investment plan that we lay out, or the challenges that we throw out, they know exactly what we're looking for. They get to compete early, and we get the benefits of their ingenuity. BATTLE GROUP IN LATVIA CDR: NATO recently celebrated its 70th anniversary, and President Trump used the occasion to once again pressure member countries to increase defence spending up to 2% of their GDP, as they have promised to in the past. Given that Canada's defence spending is only about 1.3% of GDP, where does the country stand in terms of meeting this 2% target? Because, I'm sure our readers in Canada's defence and aerospace industries would be more than happy to see Canada increase defence spending as much as it can. Minister Sajjan: I think we should go back to even before Trump. Many U.S. administrations have been asking NATO member nations to step up when it comes to their defence spending. When we formed the government in 2015, we looked at this. This is one of the reasons why the prime minister asked me to do a thorough defence policy review, because it's only then you're going to find out what is the appropriate defence investment that's actually needed -- not just for us, but for our allies. I think many people don't know that this is probably one of the first defence policies that's actually has come with all the money attached to it. That allows us to do a thorough analysis about which capabilities are important; not just a shopping list of things we need to buy. If you focus on the capabilities, you're able to evolve what's needed. What that has allowed us to do is look at how do we need to be Strong in Canada, Secure in North America, and Engaged in the world; investing in the right capabilities with a 70% increase in spending. That's the way it just turned out, based on our plan. But more importantly, it allows us to make appropriate contributions internationally. If you look at the number of operations our government has authorized, it's quite significant. Just for NATO alone, it includes a battle group in Latvia; plus a naval task force that, from one ship that was being consistently there, were actually taking rotation commanding the naval task force there. We have started air policing again in Europe. We're back in the AWACs program. We have increased our common funding to NATO for a second year. We're taking command of the NATO training mission in Iraq as well. So, when you look at that alone, that's just NATO Operation Artemis, which is this counter-terrorist interdiction in the Arabian Gulf. Plus, we're also doing Operation NEON, which is the sanctions monitoring against North Korea. Then there is the capacity building work that we're doing at different times of the year; including Africa. For the first time, we actually had our submarines deploy for training; one in the Pacific and the other in the Atlantic. So when you look at all the things that we're doing, defence spending has led to something. So that contribution piece is extremely important. Our increased spending is being driven by a national plan that's bringing unity into DND. This allows us to make those contributions in a very meaningful way; not just to NATO, but to coalition partners and the United Nations. CONTRIBUTIONS TO NATO CDR: Given this, do you think NATO should stop focussing on 2% of GDP and instead focus on tangible contribution to international security? Minister Sajjan: I would say that we shouldn't be having strictly a conversation about 2%. That's why the NATO Secretary General has always talked about the three Cs: Cash, capabilities and contributions; because if you need all three of them to be effective. The plan that we have proposed to NATO is something that they welcome. They know that we're going to be investing in types of capability, and what kind of impact that it actually can have. For example, when it comes to the ships that we provide, they know that our Cyclone helicopters are also very good at working with our aircraft when it comes to submarine detection. So it's not just about one ship, it's about what capability we're bringing in. And when you have capabilities from different nations, you're able to look at what type of NATO work that we can do; especially when it comes to our readiness. It is not just us offering up things that we have. These are capabilities that are plugging into a much wider system at NATO that can have an impact and ultimately send a very strong message of deterrence to any adversary – which is why NATO is there. CDR: In last year's interview with CDR, you spoke about the importance of retaining Canadian armed forces members and trying to do better for them and their families. What have you been able to do in the last year and what are you hoping to do going forward? Minister Sajjan: The Number One priority has always been to look after our people and their families. We have made a lot of policy changes in how we support our people. The biggest one that we did right when we launched the defence policy was to make every authorized international operation tax-free for our members. This sends a very strong message to the families. People think that this is about CAF members but it's actually about their families. Now the family can have more flexibility on choices. If their family is younger, they can have more daycare opportunities; making sure a spouse can continue with their career. Relocation has been a significant challenge. A year and a half ago, we dealt with the 10 Biggest Dissatisfiers to relocation and there's a little bit more work needs to be done with that. We've also now been working on what's called Seamless Canada, working with the provinces and the territory to look at where families get posted. For reserve members, their base pay is now equivalent to the regular force. So there's all these things that are happening. One focus that I'm putting more emphasis on this year is infrastructure across Canada. Do we have the right infrastructure for our people; especially when it comes to military family resource centres, health care clinics and accommodations for people? And we have to look at it differently now than we did in the past, because things have significantly changed. We know that in Comox, there is a challenge for people to actually find housing because the vacancy rate is so low. So we're looking at a project to build apartment-style complexes there, and I'll be working with the deputy minister on this. In other places, we are looking at how PLD (Post Living Differential) changes need to be made. The study is almost complete with a much wider analysis. My thought going into this was instead of just looking at the immediate fixes which we have been doing to ease the burden on our members -- like, for example, in places like Cold Lake -- we need to do a thorough analysis done so that, when we make a much wider decision, it can actually last longer. The PLD decision that was made a long time ago is not as relevant today, because it is based on how people live here in Ottawa. Those are the aspects that we're putting a lot more focus into. I think because we're putting a lot of emphasis on looking after people and their families, it's having an impact on retention. How we move people around is also something that the Chief of Defence Staff has been looking at very closely. MORE EMPHASIS ON CYBER SECURITY CDR: You've been Minister of National Defence since 2015. You're now very well versed with the requirements of the job and long past getting to know the ropes and dealing with immediate crises. What do you want to achieve going forward? What do you want your legacy to be at DND? Minister Sajjan: It's not about legacy. We spent a lot of time and very extensive consultations with experts, key people, and more importantly, civilians at the department and the Canadian Armed Forces to come up with the plan for the Defence Policy. And because it comes with money attached, this plan has enough focus and flexibility to adjust to any situation that we have to deal with around the world. My goal is for us to be thinking long-term about how we look after people, how we look at threats and where we need to be to make sure that we have a very strong deterrence. This is one of the reasons why we're putting a lot of emphasis on cyber-security. I'm working very closely with CSE as well. One aspect that I'll be driving home a little bit stronger this time around is going to be innovation. We have such great ingenuity inside the Canadian Armed Forces, but we also have absolutely brilliant people across the country. I want to take a greater look at innovation in the long-term; how we look after people, how we do logistics, and how we keep a technological edge against adversaries. There's a lot of interesting work that's happening. Making sure that we're set up for the future is something that I'm going to be putting a lot more emphasis on. WORKING OUT TO TRANCE CDR: Finally, on a more personal note, we've heard that you do a mean workout to the beat of electronic music, is that correct? Minister Sajjan: Yes! I listened to a lot of a particular type of electronic music known as Euro Trance and I've evolved it a little bit. DJ Markus Schulz is somebody I listen to, and there's a number of other deejays there as well. (Editor's Note: DJ-mixed club music known as Euro Trance is often very uplifting, it is usually around 140 - 145 bpm and has a lot of big rifts. It emerged from the 1990s German techno and hardcore scenes. Leading proponents of this genre have included DJs Armin Van Buuren and Tiesto.) It drives my wife crazy. But I love working out and getting into a high energy pace; it just keeps me motivated. I know it sounds nuts, a 49 year-old listening to Trance. People think I should grow up, but I can't knock everything out of me from high school. CDR: How did you get into this music? Minister Sajjan: I've always liked the mixes and I went to a lot of clubs in my younger days. Then when I was in the UK, they had a really good Euro mix and I used to listen to that a lot. When I was in Germany, I realized that they have a lot of different ways of doing it as well. So, I would try to find that music, which wasn't that popular back then. But now it's everywhere. And, it's easy to download that music. My wife always says, “it's the same beat.” I say, “exactly!” CDR: Thank you very much, Minister. http://www.canadiandefencereview.com/Featured_content?blog/161

  • NRC COVID-19 response

    27 mars 2020 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    NRC COVID-19 response

    The Government of Canada is taking strong and quick action to protect our economy, and the health and safety of all Canadians during this global outbreak of the novel coronavirus (COVID-19). We are working with our partners as part of the collective effort to help find solutions to the COVID-19 outbreak: 1. The COVID-19 Challenges Procurement Program: NRC Industrial Research Assistance Program and Innovative Solutions Canada Purpose: This program will post challenges seeking near-to-market solutions from small and medium-sized businesses (fewer than 500 staff) that need financial support from the National Research Council of Canada Industrial Research Assistance Program (NRC IRAP) to refine and sell their product or solution to meet a COVID-19 related need. NRC IRAP works with roughly 8,000 small and medium-sized businesses every year through its cross-Canada network of 255 industrial technology advisors and provides over $300 million in support to more than 3,000 technology development projects annually Through this initiative, the Public Health Agency of Canada (PHAC) and Health Canada (HC) will establish a number of challenges corresponding to needs of health providers to deal with COVID-19 NRC IRAP will partner with Innovative Solutions Canada to launch calls for proposals over the next few weeks to address challenges, fund development of solutions, and buy successful products and services needed to address COVID-19 Together, NRC IRAP and Innovative Solutions Canada will: post the PHAC and HC challenges (Innovative Solutions Canada) award Phase 1 funding to successful small and medium-sized businesses to develop a proof of concept for their solution (NRC IRAP) award Phase 2 funding to the firms with the best concepts so they can develop a working prototype (NRC IRAP) The NRC, PHAC, HC or another federal department or agency will then be able purchase the product for use against COVID-19. Innovative Solutions Canada already has challenges in development, which they will begin posting to their website in the coming days. These will continue as PHAC, HC, and health care providers request new topics. Companies with promising technology relevant to the COVID-19 challenges can register their technology or product by clicking on the Register button below. Register 2. The Pandemic Response Challenge Program: National Research Council of Canada Purpose: This program will build teams to address challenges requiring further research and development for solutions to meet COVID-19 related needs. The NRC will build these teams drawing on internal-to-government capacity and academic researchers who register using the button below to indicate their interest, and related areas of expertise and capabilities. The NRC will receive $15M to form dedicated teams to address challenges in the areas of greatest research and development (R&D) need in the fight against COVID-19. The NRC Pandemic Response Challenge Program will accelerate the development of diagnostics and medical countermeasures for a rapid front-line response to protect and treat Canadians. This national vehicle will convene the best Canadian and international researchers from academia and small and medium-sized businesses to collectively accelerate R&D to address specific COVID-19 gaps and challenges as identified by Canadian health experts. The Pandemic Response Challenge Program is currently structured around 3 main research areas: Rapid detection and diagnosis Therapeutics and vaccine development and Digital health. Researchers at Canadian and international universities, government departments, colleges, and highly innovative firms with relevant expertise can now register their interest to work with us on these challenges by clicking the Register button below. Funding is available to help cover the costs of research for academic institutions, small and medium-sized businesses, and other eligible recipients participating in the challenge teams. Over the coming weeks, we will post the specific R&D challenges, send information to registered researchers, and invite them to indicate the expertise and capabilities they can bring to a team. Register 3. Biomanufacturing capacity at Royalmount: NRC Human Health Therapeutics Research Centre Purpose: This initiative will result in a Good Manufacturing Practices platform to develop and scale up COVID-19 Canadian vaccine and therapy candidates. The NRC Biomanufacturing facility, located in the NRC's Royalmount Avenue building in Montréal, is used to develop and scale up processes to produce biological medicines and is managed by the Human Health Therapeutics Research Centre. As part of its development capacity, the facility is equipped with pilot-scale bioreactors (200 L and 500 L), which will be operationally available to produce up to 100,000 doses of vaccine per month within 6 months once a vaccine suitable for front-line responders is available. A $15 million investment will fund the certification of the facility for Good Manufacturing Practices compliance, and will enable production of material that will be used in humans, particularly for vaccines or therapeutics. This certification can also greatly increase the capacity for candidate vaccines or therapeutics to be quickly rolled out and clinically tested, particularly those originating from Canada. The work to refine and certify quality systems at the facility will include: bringing the existing facility to regulatory standards, installing equipment to expand capacity, and managing information. Once certified, this facility will be able to accelerate the scale-up production and testing of various types of vaccine candidates in the context of the current COVID-19 outbreak, including protein-based, viral vector-based, and antibody-based products. https://nrc.canada.ca/en/research-development/research-collaboration/nrc-covid-19-response

Toutes les nouvelles