29 novembre 2021 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

Vol 27-Iss 5

Sur le même sujet

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

    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/

  • Annex B: Overview of long-term funding commitment to Canadian Armed Forces capabilities

    14 juillet 2020 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Annex B: Overview of long-term funding commitment to Canadian Armed Forces capabilities

    To ensure that the women and men of the Canadian Armed Forces have the capabilities required for Canada to be Strong at home, Secure in North America and Engaged in the world, this policy commits to significant long-term investment. This includes $33.8 billion for 52 critical new capital projects. In addition, the policy provides $74.2 billion for existing assets and previously planned equipment, infrastructure and information technology projects. As part of Strong, Secure, Engaged, these projects underwent a thorough costing review, which resulted in the provision of an additional $5.9 billion over 20 years on top of what had previously been budgeted for these projects, to better reflect their true costs. In total, this new vision for defence provides $108 billion for the development and acquisition of capital equipment over the next 20 years. All of these projects have been costed and the costing methodologies used were independently verified by five external accounting firms. Throughout the process, Defence also worked with costing experts from Deloitte who brought expertise gained from its involvement in recent defence reviews of close Canadian allies. This rigorous and unprecedented process ensures that the vision laid out in this policy is credible and realistic. Table 1 reflects the planned use of the accrual budget over the 20-year horizon of this policy. It is important to note that this table does not represent the total cost of all planned equipment acquisitions. For example, the first new Canadian Surface Combatant is not scheduled to be delivered until 2026, followed by the remaining 14 ships. As these ships have an expected service life of 30 years, much of the accrual costs will be incurred outside the 20 years reflected in the table. Furthermore, as these are 20-year estimates, there needs to be flexibility to adjust the accrual budget to reflect changes in major capital projects. The process to adjust or re-profile these estimates over time is through the investment planning process. Defence will publish the next Defence Investment Plan in 2018. The Defence Investment Plan will include all approved capital projects under the policy and will be updated every three years. This will help ensure that Parliament and Canadians can clearly understand future changes to the budget, and deliver on the Government’s commitment to transparency, results, and accountability. Table 1: 20-year accrual and cash view of planned projects and new investments ($ billions) 20-year - Accrual basis 20-Year - Cash basis Capability Investments to fully fund and complete planned projects table 1 note1 New investment Strong, Secure, Engaged table 1 note2 Total planned projects and new investments Total planned projects and new investments Royal Canadian Navy 14.6 2.9 17.5 53.5 Canadian Army 10.1 8.8 18.9 23.2 Royal Canadian Air Force 26.4 20.1 46.4 64.4 Special Operations Forces 1.2 0.4 1.5 1.2 Joint/Emerging Domains 3.4 1.2 4.6 9.7 Infrastructure 4.5 0.4 4.9 12.0 Total Capabilities 60.1 33.8 93.9 164.0 Accrual Expenditure for Existing Equipment and Infrastructure table 1 note3 14.1 - 14.1 - 20 Year Total table 1 note4 74.2 33.8 108.0 164.0 Table 1 Note 1 Strong, Secure, Engaged commits $74.2 billion over 20 years to fully fund 281 projects that were planned, but for which Defence had insufficient funding to acquire. Adequate funding has now been allocated to deliver these core equipment projects. Return to table 1 note1referrer Table 1 Note 2 Strong, Secure, Engaged commits $33.8 billion over the next 20 years to 52 new equipment, infrastructure, and information technology projects for the Canadian Armed Forces. Return to table 1 note2referrer Table 1 Note 3 This amount ($14.1 billion), on an accrual basis, represents previously acquired equipment and infrastructure. As they are already in service, there is no future cash requirement to purchase these assets. Return to table 1 note3referrer Table 1 Note 4 Totals may not add up due to rounding. Return to table 1 note4referrer Below is an overview of capital funding commitments in Strong, Secure, Engaged, described in terms of investments in the Royal Canadian Navy, Canadian Army, Royal Canadian Air Force, Special Operations Forces, Joint Capabilities and Infrastructure. Investment in the Royal Canadian Navy The Government will provide $17.5 billion to fund equipment projects for the Royal Canadian Navy over the next 20 years. This includes: $2.9 billion over the next 20 years for two new equipment investments in the Royal Canadian Navy to replace obsolete components of current systems and improve the Royal Canadian Navy’s ability to meet evolving underwater threats. $14.6 billion over the next 20 years to fully fund planned equipment projects. For example, this policy includes sufficient funding to acquire the full complement of 15 Canadian Surface Combatants. It is important to note that Table 1 only captures a 20-year view of the equipment investments committed to in this policy. As the first ship is not scheduled to be delivered until 2026 and the fleet is expected to be in service for 30 years, there will be significant expenditures outside this timeframe. Investment in the Canadian Army The Government will provide $18.9 billion for Canadian Army equipment projects over the next 20 years. This includes: $8.8 billion over the next 20 years for 20 new equipment projects. As examples, this investment will replace existing light and heavy trucks for use in domestic and expeditionary operations. We will also improve the Canadian Army’s ability to operate in Canada’s North with a new family of Arctic-capable land vehicles, as well as close critical capability gaps such as the Canadian Army’s lack of ground-based air defence equipment, which will allow it to defeat threats posed by airborne weapons such as remotely piloted vehicles and aircraft used by potential adversaries. $10.1 billion over the next 20 years to fully fund planned equipment projects. For example, the upgrade of the Light Armoured Vehicle fleet will improve mobility and survivability. Investment in the Royal Canadian Air Force The Government will provide $46.4 billion to fund equipment projects for the Royal Canadian Air Force over the next 20 years. This includes: $20.1 billion over the next 20 years for 17 new equipment projects for the Royal Canadian Air Force. For example, this will deliver a Canadian Multi-Mission Aircraft to replace the CP-140 Aurora Long Range Patrol Aircraft, allowing us to maintain our technological advantage over potential adversaries. Under the Royal Canadian Air Force’s responsibility for space capabilities, portions of new investment will expand the Canadian Armed Forces’ ability to use space-based assets in support of operations. This includes projects for enhanced communications in the North. $26.4 billion to fully fund planned equipment projects. The new fighter program has been enhanced to ensure the Royal Canadian Air Force can acquire 88 new advanced fighters, which will allow us to deliver on NORAD and NATO commitments without compromise. Investment in Special Operations Forces The Government will provide $1.5 billion to fund equipment projects for Canada’s Special Operations Forces over the next 20 years. This includes: $366 million over the next 20 years for four new projects. For example, integrated soldier system equipment will be modernized to enhance interoperability and maintain technological advantage against potential adversaries. $1.2 billion over the next 20 years to fully fund planned equipment projects. As an example, we will acquire an airborne intelligence surveillance and reconnaissance platform that will enhance the ability of our Special Operations Forces to improve their understanding of the operational environment. Investment in joint capabilities The Government will provide $4.6 billion for joint capability projects in domains such as cyber, intelligence as well as joint command and control over the next 20 years. This includes: $1.2 billion over the next 20 years for five new equipment projects and one information technology project. For example, the Combined Joint Intelligence Modernization project will provide a modern deployable intelligence centre for land-based operations, building on the lessons learned in recent operations. Additionally, the Secure Radio Modernization project will upgrade encryption capability of radios to maintain security and interoperability with our Five-Eyes partners. $3.4 billion over the next 20 years to fully fund planned equipment projects. For example, we will improve the capabilities of the Joint Deployable Headquarters and Signals Regiment. This will include the acquisition of portable structures to house the deployed headquarters and the equipment employed by its staff for command, control and communications. Investment in infrastructure The Government will provide $4.9 billion over the next 20 years to infrastructure projects across Canada in order to maintain the necessary portfolio of real property holdings. This includes: $446 million over the next 20 years for three new infrastructure projects. For example, this funding will enable the construction of new buildings to house the expanded and enhanced Canadian Armed Forces Joint Incident Response Unit. This will ensure that the unit is able to provide chemical, biological, radiological, and nuclear defence support to the Canadian Special Operations Forces Command. $4.5 billion to fully fund planned projects over the next 20 years. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-b.html

  • Tribunal orders feds to postpone contract in $60B warship project

    28 novembre 2018 | Local, Naval

    Tribunal orders feds to postpone contract in $60B warship project

    The Canadian Press, Lee Berthiaume OTTAWA — The $60-billion effort to build new warships for Canada’s navy is facing another delay after a trade tribunal ordered the federal government to postpone a final contract for the vessels’ design. The federal government announced last month that U.S. defence giant Lockheed Martin beat out two rivals in the long and extremely sensitive competition to design replacements for the navy’s frigates and destroyers. Lockheed’s design was based on a brand-new class of frigates for the British navy called the Type 26. The company is now negotiating a final contract with the government and Halifax-based Irving Shipbuilding, which will build the ships. But one of the other two bidders, Alion Science and Technology of Virginia, has asked the Canadian International Trade Tribunal and the Federal Court to quash the government’s decision. It says Lockheed’s design did not meet the navy’s stated requirements and should have been disqualified. Two of those requirements related to the ship’s speed, Alion alleged, while the third related to the number of crew berths Late Tuesday, the tribunal released a one-page statement ordering the government to “postpone the awarding of any contract … until the Tribunal determines the validity of the herein complaint.” Alion has argued that the rules of the competition required the federal procurement department and Irving, which helped evaluate the bids, to reject Lockheed’s bid because of its non-compliance. Instead, they selected it as the preferred design. The company also maintains that its own proposed design, which is based on a Dutch frigate, met the navy’s requirements. It has said that it has received no information about why Lockheed’s bid was selected over its own, despite requests for answers. Lockheed Martin and Public Services and Procurement Canada declined to comment because the matter is before the tribunal and federal court. The third company in the competition, Spanish firm Navantia, has remained largely silent on Lockheed’s successful bid. The government is planning to build 15 new warships starting in the next three or four years, which will replace Canada’s aging Halifax-class frigates and retired Iroquois-class destroyers. They’re to be the navy’s backbone for most of the century. The bid by Lockheed, which also builds the F-35 stealth fighter and other military equipment, was contentious from the moment the design competition was launched in October 2016. The federal government had originally said it wanted a “mature design” for its new warship fleet, which was widely interpreted as meaning a vessel that has already been built and used by another navy. But the first Type 26 frigates are only now being built by the British government and the design has not yet been tested in full operation. There were also complaints from industry that the deck was stacked in the Type 26’s favour because of Irving’s connections with British shipbuilder BAE, which originally designed the Type 26 and partnered with Lockheed to offer the ship to Canada. Irving also worked with BAE in 2016 on an ultimately unsuccessful bid to maintain the Canadian navy’s new Arctic patrol vessels and supply ships. Irving and the federal government have repeatedly rejected such complaints, saying they conducted numerous consultations with industry and used a variety of firewalls and safeguards to ensure the choice was completely fair. But industry insiders had long warned that Lockheed’s selection as the top bidder, combined with numerous changes to the requirements and competition terms after it was launched — including a number of deadline extensions — would spark lawsuits. Government officials acknowledged last month the threat of legal action, which has become a favourite tactic for companies that lose defence contracts, but expressed confidence that they would be able to defend against such an attack. https://nationalpost.com/pmn/news-pmn/canada-news-pmn/tribunal-orders-feds-to-postpone-contract-in-60b-warship-project

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