Minister Sajjan Wraps Up 12th Annual Halifax International Security Forum

Sur le même sujet

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  2 novembre 2018 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Defence Business Planning in Canada

  by Ross Fetterly CGAI Fellow October 2018 “Running any complex organization during a period of major change, especially large and complex organizations, requires careful attention to the essentials of management.”1 The history of defence reform in Canada has been one of a constant struggle to renew both core military capabilities and personnel strengths, while searching for increased efficiency within a limited budget. Indeed, the Canadian Armed Forces/Department of National Defence (DND/CAF) operates on a magnitude and complexity across a broad range of diverse responsibilities unique in Canada. At a time when global security demands our constant attention, and when the CAF operates outside Canada in a less permissive and uncertain environment, resource management is important. The environment is increasingly one of unilateralism and multi-dimensional conflict, with unconventional means used to disrupt both national institutions and long-standing multi-national arrangements. While state organizations commit many non-military actions such as cyber-security attacks, defence organizations have a significant role to play in this domain. This requires resourcing defence to build capacities that support whole-of-government initiatives which enhance the Canadian government's resiliency in response to the multi-dimensional actions taken by illiberal or non-democratic states. Defence business planning has a key role in realigning resources and activities in response to shifting geopolitical realities. Management of defence resources is about transforming them into military capabilities in a relevant manner and in accordance with government policy. Defence establishments are unique within national government institutions, as well as in organizations in general. Nevertheless, they are required to produce certain outputs and are given a range of resources to achieve that. To accomplish assigned tasks, those resources need to be put through a deliberate business-process mechanism. The objective of the defence business planning process is to provide a pragmatic method of documenting organizational priorities and objectives, and communicating them internally while highlighting and addressing any constraints. Business planning is well established within the Canadian defence establishment. In recent years, the business planning approval process has become a key focal point in the departmental Investment Resource Management Committee (IRMC) leading up to the start of a fiscal year. Yet, the 2017 defence policy, Strong, Secure, Engaged (SSE), has dramatically changed the dynamics of resource management at National Defence Headquarters (NDHQ). From a relatively stable status quo, to an environment where programmed personnel, equipment and funding increases are significant, managing change and the new initiatives as articulated in SSE, becomes a central institutional priority. Business planning is the primary process to manage implementation and execution of this relatively ambitious program. The discussion of defence business planning will begin with its challenges, and then provide an overview of factors inherent in resource demands. The third section will examine defence resource management reforms and the impact on implementing SSE, and then address factors affecting change in business planning, as well as consideration of enduring challenges. The final section will highlight that defence business planning is the bridge between near- and long-term planning and then articulate why it will need to act as a primary enabler in implementing SSE-directed activities. Full report: https://www.cgai.ca/defence_business_planning_in_canada

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  20 août 2019 | Local, Terrestre

  General Dynamics costs double original estimates

  DAVID PUGLIESE, OTTAWA CITIZEN The Liberal government is buying new armoured vehicles for the Canadian Forces but the sole source deal will cost taxpayers double what was originally estimated. Defence Minister Harjit Sajjan announced Friday that the government would buy 360 combat support Light Armoured Vehicles from General Dynamics Land Systems-Canada, with the project costing $3 billion. The project was originally announced by the Liberal government with an estimated cost between $500 million and $1.5 billion. The plan was to award the contract in 2023 after a competition. But with the federal election looming the deal was fast-tracked by the Liberals, joining a series of recent defence-related funding announcements. A competition was jettisoned, replaced with a sole-source deal with General Dynamics, based in London, Ont. The deal includes a $650 million repayable loan, but the Department of National Defence said it had no details on that arrangement. It referred questions to Global Affairs Canada, which noted in an emailed statement that the federal government is “willing to provide a loan to General Dynamics Land Systems Canada to ensure the timely delivery of the Light Armoured Vehicles for our men and women in uniform. The Government of Canada is providing a loan to GDLS-C to support jobs and suppliers as GDLS-C navigates a challenging and dynamic international defence market.” The terms of the loan would be negotiated over the coming weeks, Global Affairs Canada added. The DND noted that the project costs include not only the vehicles but logistics support and new infrastructure to house and maintain the equipment. General Dynamics will provide the new vehicles in eight variants. They will be used as ambulances and in other roles such as vehicle recovery, engineering, mobile repair, electronic warfare and as command posts. The current fleet of armoured support vehicles is comprised of the LAV II Bison and the M113 tracked vehicle. The federal government said it is in the final stages of contract negotiations with General Dynamics. The contract is expected in the coming weeks. It noted in a news release that fast-tracking the deal would allow the Department of National Defence to save costs associated with maintaining or extending the life of the current fleet. The DND stated the contract was sole-sourced to General Dynamics as the firm builds most other armoured vehicles for the Canadian Forces and having a vehicle based on the same chassis allows for savings in maintenance and training. The company's light armoured vehicle is the core of the Canadian Forces armoured vehicle fleet. In addition, as the company has recently completed the conversion of the light armoured vehicle fleet to a new configuration so it has the skilled workforce in place, according to the DND. That would reduce the risk of delays in delivery of the new vehicles, stated the DND in an email. “For these reasons, we believe it would not be in the public interest to solicit bids,” it added in an email. General Dynamics Land Systems – Canada is also building similar light armoured vehicles for Saudi Arabia in a deal worth $15 billion. The Liberal government launched a review of that controversial contract after the murder of journalist Jamal Khashoggi inside the Saudi consulate in Turkey. Earlier this year a United Nations report determined that Saudi Arabia was responsible for the killing of Khashoggi who was a critic of that country's regime. Saudi Arabia has also faced severe criticism for its role in the ongoing war in Yemen, with allegations it has conducted unlawful airstrikes on civilians. A dozen organizations sent Prime Minister Justin Trudeau a letter earlier in August, questioning the status of the review and pointing out that no updates on progress have been provided. The lack of such information has brought “the sincerity of the effort into question,” according to the letter endorsed by organizations such as Oxfam Canada and Amnesty International. Various groups have demanded the Liberals cancel the Saudi deal, which was negotiated by the previous Conservative government. https://ottawacitizen.com/news/national/defence-watch/sole-source-armoured-vehicle-deal-with-general-dynamics-costs-double-original-estimates

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  7 mai 2019 | Local, Aérospatial

  Swedish companies like Saab, a best-fit for Canada’s innovation agenda

  By Simon Carroll Like Canadians, Swedes are natural innovators. When faced with challenges like a shifting global economy, the threat of climate change or the rapidly evolving landscape of modern national defence – both countries adapt and innovate based on evidence, reason and shared progressive values. This is so much the case that Swedish and Canadian governments are both actively implementing innovation agendas intended not only to grow their respective high-tech and aerospace industries (among others) from the inside-out, but to help them access and leverage the very best global talent and expertise in these fields. Canada's Innovation and Skills Plan, for instance, seeks to encourage greater business investments in research and to capitalize on Canadian inventions through “shared risk taking and partnerships”. The more Canada and Sweden build and use these partnerships to innovate together, the stronger both countries will be, now and in the future. At Saab, we believe opportunities to develop and grow partnerships with Canadian government and industry are not only a ‘good fit' – we believe these opportunities will help actualize Canada's ambitious innovation vision for decades to come. In large part, Swedish companies are well-positioned to help Canada reach its innovation goals because innovation is inherent in their DNA. Sweden is consistently judged one of the world's most innovative countries by the annual Bloomberg Innovation Index, which placed Sweden second in 2018 (behind South Korea and ahead of Singapore, Germany and Switzerland), and by the World Intellectual Property Organization's Global Innovation Index, which ranks Sweden among the top three countries. This level of recognition is well-earned. Swedes are early adopters of new technologies, are highly trend-sensitive and, collectively, produce one per cent of the world's knowledge while constituting less than one-thousandth of the world's population. The Swedish government formalized this innovative spirit in 2001 when it created the national Innovation Agency, Vinnova – one of the first of its kind in the world. Of course, Sweden has long been home to a suite of classically innovative and instantly-recognizable brands like Volvo, Ikea, and Ericsson, but its government's exceptional focus on innovation in recent decades has grown this small but mighty nation's startup hub into a full-blown entrepreneurial powerhouse. By no coincidence, Sweden has produced more “$100 million-plus IPO exits” than any other country in the world, with examples including popular music streaming platform Spotify and the financial technology company iZettle. Having research-intensive companies, such as Saab, is yet another reason Sweden does so well in global innovation rankings. The majority of Saab's people are trained engineers and around 23 per cent of its total revenues are spent on research and development (R&D) every year. That's a lot compared with other companies, but it's what it takes to think ahead and develop products and solutions with future capabilities in mind. The Swedish approach to future technology generation is one that actively combines government- and university-based research and development capabilities with those of industry to solve common problems and to develop new, unique solutions. Harnessing the unique talents and energy contributed by each of these spheres builds a strong engine for innovative thinking and new technology development – all of which is central to Saab's corporate ethos. Saab Canada is already an extensive supplier of military equipment to the Canadian Armed Forces – from radars and sensors for the Royal Canadian Navy to ground combat weapons and signature management systems for the Canadian Army – as well as supplying transponders to the Canadian Coast Guard and maritime traffic management systems to the Great Lakes Pilotage Authority. Saab is also partnered with many small, medium and large-sized Canadian companies up and down its supply chain, across all of its product areas from Nova Scotia-based MilAero for electrical cable assemblies, to Bombardier with its Global 6000 business jet used for GlobalEye, an airborne early warning and control solution. As a contender for Canada's future fighter jet program, Saab's ‘future-proof' Gripen E aircraft presents even greater opportunities for collaboration and development activities between the military and aerospace sectors of both countries. These kinds of partnerships mean that Canadian companies not only benefit from Saab's innovative thinking, but are also empowered to further develop their own, Canadian-made innovations that can then be exported worldwide – generating economic benefits right here in Canada. Looking to the future, Saab will continue working closely with our Canadian partners to pursue opportunities here and abroad, where we can build on existing collaboration and continue to strengthen the innovation that runs deep in our respective countries. https://ipolitics.ca/2019/05/06/swedish-companies-like-saab-a-best-fit-for-canadas-innovation-agenda/