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  13 février 2019 | Local, Naval

  MDA Selected for Design Phase of Canadian Surface Combatant Program

  RICHMOND, BC, Feb. 8, 2019 /CNW/ - MDA, a Maxar Technologies company (NYSE: MAXR) (TSX: MAXR), today announced that Canada's Combat Ship Team was selected by Irving Shipbuilding for the design contract for Canada's Surface Combatant (CSC) ships. Irving Shipbuilding is the Canadian Surface Combatant Prime Contractor and will build all 15 ships at Halifax Shipyard. As a core member of the design team, MDA's primary role will be to design the Electronic Warfare suite system for the CSC program. The CSC is a globally deployable, multi-role warship designed to meet the distinctive mission requirements of the Royal Canadian Navy. MDA is partnered with other industry leaders including BAE Systems, CAE, Lockheed Martin Canada, L3 Technologies, and Ultra Electronics as Canada's Combat Ship Team to provide the Royal Canadian Navy the most advanced and modern warship design. Purposely designed for anti-submarine warfare and capable of performing a variety of missions in any part of the world, the CSC is acoustically quiet, versatile, highly survivable, and reconfigurable for future modernization. The most recent Canadian Defence Policy stated that 15 of these ships will be built in Canada over the next 25 years and will serve the Royal Canadian Navy for decades to come. "MDA is proud to play such a critical role in supplying systems and subsystems for the Canadian Surface Combatant program," said Mike Greenley, group president of MDA. "Our low-risk, lower life-cycle cost CSC solutions are based on proven technologies and will enable Canadian security and peacekeeping operations around the world by providing advanced intelligence and protection for our brave sailors. These Canadian-built solutions further unlock enormous economic benefits and return on investment to the nation, particularly in Quebec, Ontario, British Columbia and Nova Scotia, as we seek to export these technologies globally in the years ahead secure our position as a global technology leader." This contract is for the CSC design phase within which MDA is responsible for the Electronic Warfare design. Over the life of the program, MDA expects to perform multiple roles on the Lockheed Martin Canada team for CSC. Work on four pivotal areas of the program would create more than 200 new, high-quality jobs in MDA's Quebec, Ontario, British Columbia, and Nova Scotia facilities. MDA's roles include: Lead the Electronic Warfare system integration by procuring best-value subsystems for each functional element and providing an advanced Electronic Warfare solution for installation onto each CSC ship, leveraging MDA's deep Canadian expertise in project management, system engineering, electronics, antennas, signal processing and software. Build an advanced radar system critical to the integrated CSC weapons system, which is well positioned to be exported to the global naval market. Partner with L3 WESCAM to build a Laser Warning and Countermeasures System that is part of the overall Electronic Warfare system suite and will defend against emerging laser-guided threats that are particularly dangerous for the CSC and its crew in littoral environments. Partner with Lockheed Martin Canada to develop an advanced Electronic Warfare jamming subsystem, based on proven components and electronics similar to those used by MDA for both its space and terrestrial communications and radar programs. About MDA MDA is an internationally recognized leader in space robotics, space sensors, satellite payloads, antennas and subsystems, surveillance and intelligence systems, defence and maritime systems, and geospatial radar imagery. MDA's extensive space expertise and heritage translates into mission-critical defence and commercial applications that include multi-platform command, control and surveillance systems, aeronautical information systems, land administration systems and terrestrial robotics. MDA is also a leading supplier of actionable mission-critical information and insights derived from multiple data sources. Founded in 1969, MDA is recognized as one of Canada's most successful technology ventures with locations in Richmond, Ottawa, Brampton, Montreal, Halifax and the United Kingdom. MDA has supported the Royal Canadian Navy for over two decades. For more information, visit www.mdacorporation.com. About Maxar Technologies As a global leader of advanced space technology solutions, Maxar Technologies is at the nexus of the new space economy, developing and sustaining the infrastructure and delivering the information, services, systems that unlock the promise of space for commercial and government markets. As a trusted partner, Maxar Technologies provides vertically integrated capabilities and expertise including satellites, Earth imagery, robotics, geospatial data and analytics to help customers anticipate and address their most complex mission-critical challenges with confidence. With more than 6,100 employees in over 30 global locations, the Maxar Technologies portfolio of commercial space brands includes MDA, SSL, DigitalGlobe and Radiant Solutions. Every day, billions of people rely on Maxar to communicate, share information and data, and deliver insights that Build a Better World. Maxar trades on the New York Stock Exchange and Toronto Stock Exchange as MAXR. For more information, visit www.maxar.com. https://www.newswire.ca/news-releases/mda-selected-for-design-phase-of-canadian-surface-combatant-program-836299961.html

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  12 mars 2019 | Local, Aérospatial

  Simulating the ‘SuperScooper’

  by Lisa Gordon The Viking CL-415 “SuperScooper” is more akin to a pick-up truck than a sports car. It's a hardworking, amphibious turboprop that was built to fight wildfires. It flies low, battling blistering heat and blinding smoke, before releasing 13,500 pounds of water in six seconds – and then returning to a nearby lake where it skims the surface to reload. Introduced in 1993 by Bombardier, the CL-415 was essentially a turboprop version of its predecessor, the piston-powered CL-215. Today, there are close to 170 CL-215/415 aircraft in operation, mostly in Europe and North America. They are now supported by Viking Air, which acquired the program from Bombardier in 2016. Pilot training in the CL-415 has historically been done in the aircraft, but TRU Simulation + Training says that due to the unique mission it performs, those training flights can be dangerous. The South Carolina-headquartered company is a division of industry giant Textron Inc., and was formed following the amalgamation of several specialty flight simulation and pilot training companies, including former Montreal-based Mechtronix. About two years ago, TRU's commercial aviation division in Montreal began designing the world's first CL-415 full flight simulator (FFS) with the capability to replicate operations not only in the air, but also on the water. The company was able to draw on its recent experience of successfully building a Series 400 Twin Otter FFS for Canada's Pacific Sky Aviation in Calgary, Alta. – the world's first seaplane simulator with water-handling capabilities. “Before the Twin Otter project, hydrodynamic modelling is something we hadn't done before,” acknowledged Thom Allen, TRU's vice-president of Technology and Innovation. “It's like a boat simulator because you're modelling the buoyancy of the floats or the fuselage in the water. Interestingly, our engineers working on the Twin Otter program actually went to the library and researched how boats work on the water. Mixing the boat sim with the aerodynamic sim is the whole package.” He said the CL-415 experience took things one step further by adding the mission component – scooping the water – to the Twin Otter build. “From a safety point of view, the types of missions you do in a waterbomber are quite a bit different from a commercial aircraft. When you're scooping water and dropping it over a fire, training in those conditions is very dangerous. The tradeoff has always been between the quality of the training and the danger of doing that sort of training.” TRU's CL-415 FFS was delivered to Ansett Aviation Training in Milan, Italy, in September 2018 and certified by the European Aviation Safety Agency (EASA) in December to Level D standards. Although training courses have yet to be completed in the simulator, the hope is that both initial and recurrent pilot training will be done exclusively in the device. Allen said the operational characteristics of a CL-415 are complex and unique. “When you're flying over a very hot fire, you drop your water and the mass of the aircraft is cut in half. The turbulence effect is quite significant when you hit the updraft. The fire is creating turbulence, smoke, reduced visibility – and pilots are dropping every five or 10 minutes repeatedly, usually in rugged terrain at low altitudes. This is the part that made this project something new.” To gather accurate performance data, TRU rented a CL-415 and equipped it with flight test instrumentation. “We weren't doing fire drops with our engineers on board, but we did all the manoeuvres around that, and we brought in a number of senior CL-415 pilots to evaluate our work.” The result is the world's first high fidelity CL-415 simulator with the capability of replicating not just air and water operations, but various types and intensities of forest fires and changes in related environmental conditions. The cockpit noise level is accurately reproduced by a secondary audio system that – like the real aircraft – requires crewmembers to wear a noise-cancelling headset. Full article: https://www.skiesmag.com/news/simulating-the-superscooper

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  29 octobre 2020 | Local, Terrestre

  Fight the Information War Without Sacrificing Canadian Values

  David Scanlon Defence Watch Guest Writer Recent news reports have shown the Canadian Armed Forces are struggling to define ethical boundaries as they expand their capability to meet the rising threats of the information age. A global information war is now being fought in a “grey zone” where malign state and non-state actors are trying to sow confusion and division across the international community. American professor of strategy and author Sean McFate writes that future military victories “will be won and lost in the information space, not on the physical battlefield.” But he warns that “some democracies may be tempted to sacrifice their values in the name of victory.” Recent mishaps by Canada's military underscore this temptation. In April, the Ottawa Citizen published this headline: “Canadian Forces ‘information operations' pandemic campaign quashed after details revealed to top general.” The article reported that the “IO” campaign was targeted at Canadians and “called for ‘shaping' and ‘exploiting' information” with the aim of maintaining civil order and ensuring “public compliance with suppression measures” during the coronavirus pandemic. A parallel effort involved the “data mining” of personal social media accounts in Ontario by a team assigned to military intelligence. The military shared data with the province, including findings that some of its citizens were unhappy about its response to the pandemic. Defence Minister Harjit Sajjan ordered a review of the information operations campaign and an investigation into the legality of the data-mining activities. Given the Canadian Armed Forces were tasked with helping the provinces of Quebec and Ontario deal with the cruel impact of the coronavirus in long-term care homes, it is disquieting that such a campaign would be contemplated, let alone put in writing. Chief of the defence staff General Jon Vance reportedly avowed that, “as long as he was in charge information operations tactics wouldn't be used in a domestic situation, except in the case where an enemy had invaded the country.” Despite the defence chief's promise, only six months later the armed forces were caught conducting a disinformation campaign on Canada's Atlantic coast. Under the headline, “Canadian Soldiers Cry Wolf, Alarming Residents,” the New York Times reported that a military psychological training exercise had “gone wrong,” and that a “fake disinformation exercise had become a real one.” For reasons as yet unexplained, military personnel circulated a forged letter from the province of Nova Scotia warning certain residents to be wary of a wandering wolfpack, backed by loudspeakers blaring the sounds of growling wolves. It took some time for the armed forces to accept responsibility and apologize. Meanwhile, baffled local officials assured affected residents the province had not issued the letter and there were no wolves in the area. The defence minister rightly supports training the military “on how best to respond to foreign actors who use influence activities.” But to avoid further mistakes he ordered such training paused until an investigation into the wayward wolfpacks was concluded. Emma Briant, a US-based British academic and author who specializes in propaganda and political communication, told the New York Times she finds the recent incidents “appalling,” a “failure of governance,” a “failure to ensure restraint,” and a “failure to ensure ethics are built into training and planning operations.” “They seem to have introduced a policy of weaponization of influence, domestically,” Briant observes. Instead, she advises, Canada's military needs to be building “a relationship of trust with the public.” The military's pattern of ethical breaches appears to reveal an embedded operational mindset fixed on tactics, as opposed to a strategic one focussed on building public trust. British military historian Hew Strachan wrote that armed forces are attracted to the operational level of war, as opposed to the strategic. It allows them to “appropriate what they see as the acme of their professional competence,” enabling them to operate in “a politics free zone.” This may in part explain General Vance's decision in 2015 to “operationalize” the military's public affairs branch, which is responsible for public communication. The branch was seen as not delivering tangible “effects” in support of so-called “operations in the information environment.” By operationalizing a strategic function like public affairs, the military was in effect reducing it to an operational or tactical capability, like special operations forces or precision-guided missiles. Ostensibly, these can deliver precise, tangible “effects” under direct military control. Some of the perils of this new approach were exposed when a senior public affairs officer, Brig.-Gen Jay Janzen (then a colonel), began using his Twitter account to target journalists, commentators, and politicians. In April 2018, for instance, he sparked a heated Twitter exchange with opposition defence critic James Bezan. The defence committee had been debating a military deployment to Mali to help defeat cancerous African offshoots of ISIS and al-Qaeda. Janzen tweeted that questions about the mission from opposition Members of Parliament were “nonsensical.” He even proposed “better” questions for opposition parties to ask. For a serving senior officer to publicly criticize elected officials was unprecedented. Government ministers must have been perplexed to see a high-ranking service member tweeting better debate questions to opposition MPs. Janzen's tweets, which appear to have at least the tacit approval of his superiors, set an example for other service members. Another perplexing public information moment occurred last April when the Canadian military reported that a Canadian frigate patrolling off the Greek coast had “lost contact” with its Cyclone maritime helicopter. It was later revealed the helicopter was moments from landing on the ship when, as the CBC reported, “it went down in full view of horrified shipmates.” Tragically, all six aboard the Cyclone were killed in the crash. The military was widely criticized for misrepresenting the facts—contact was in fact never “lost” and officials failed to explain the miscommunication. Some practitioners of public affairs and information operations have been telling their military bosses that with scientific techniques like “target audience analysis” they can change people's perceptions and behaviours with astounding precision. Canada's defence department recently paid over a million dollars to Emic Consulting Limited (whose founder worked at the UK's controversial and now defunct Strategic Communication Laboratories) to teach public affairs officers and others how to conduct “actor and audience analysis” and otherwise weaponize behavioural science. But is this training being misapplied? One aim of information operations is to change the perceptions and behaviours of target audiences using a range of influence techniques, including “psychological” and “deception” operations. As the defence chief alluded, such techniques should not be approved for use in Canada, other than in exceptional circumstances against clearly defined foes, such as terrorists. Military public affairs, by contrast, is about ensuring Canada's armed forces follow federal communications policy, which calls for maintaining “public trust,” and directs that federal communications “must be objective, factual, non-partisan, clear, and written in plain language.” In a free and democratic society, public trust is a priceless strategic “effect.” As malign actors seek to create confusion and division, Canadians need trusted sources of information. Surveys consistently show that Canadians trust their military. Military leaders and their public affairs advisors must preserve this trust. As called for in defence policy, Canada's armed forces do need the tools to wage information and cyber warfare. They are already facing such threats on missions overseas. But the armed forces also need the tools to communicate with Canadians and other friendly audiences in a timely, truthful, and accurate fashion. Transparency is a potent democratic deterrent against disinformation. Informed by the investigations into recent mishaps, the defence minister and chief of the defence staff should consider the following: o To ensure that information operations have proper approvals and oversight, and are conducted ethically, robust policy, doctrine, and governance are essential. o To ensure broad awareness of ethical considerations when conducting influence activities, related training and education needs to be incorporated at all rank levels. o To explain their actions and help build public trust, the armed forces need to field uniformed spokespersons more often. (The military's “chief spokesman” cited by the New York Times in the “wolves” story was a civilian.) o To ensure coherent doctrine and effective implementation of information-related capabilities, a professional total force cadre of practitioners should be created. o Military public affairs must be reinvigorated as a strategic capability that promotes transparency, provides unhindered advice to commanders at all levels, and ensures close coordination with the civilian communication arms of government. o Policy and doctrine, along with leaders, operators, and information practitioners, must clearly differentiate between activities intended to inform Canadians, such as public affairs, and information operations designed to influence or deceive adversaries. Fighting disinformation is a serious whole-of-nation challenge. It requires an informed public, ethical and transparent government, an engaged private sector, a vigorous and valued free press, and armed forces that respect and reflect Canadian values. https://www.thechronicleherald.ca/news/canada/fight-the-information-war-without-sacrificing-canadian-values-513691/