VSR700 prototype performs first flight

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  16 avril 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  UK hits pause on defense review due to coronavirus

  By: Andrew Chuter LONDON — The British government has hit the pause button on its integrated defense review as it pours its efforts into battling the coronavirus crisis, Cabinet Office officials have told the parliamentary Defence Committee. “The Cabinet Office has informed the defence select committee that work on the integrated review has been formally paused across Whitehall,” the committee announced April 15. Committee chair Tobias Ellwood said in a statement that the move by the Cabinet Office, the department leading the review, was the right move to take given the crisis. “There would be no point in conducting an in-depth review of the nation's defence and security challenges to an artificial deadline, especially at a time when Whitehall is rightly focusing on tackling conronavirus,” Ellwood said. The recently appointed Defence Committee chair said that when the review restarts it will have to do so “with the added consequences of the pandemic to be considered.” A spokesperson for the Defence Committee said the Cabinet Office had not given any indication as to when it might start to ramp up the review effort again. However, two sources tell Defense News that the review could go on ice for up to a year. In a letter announcing the pause, deputy national security adviser Alex Ellis said that while the review was on hold, the government would be retaining a “small core capacity to think about the long-term effects of COVID-19 and issues expected to be covered in the Integrated Review." This team will be very limited in size and function, he added. The Ministry of Defence already faced mounting budget problems before the pandemic struck. Now, the massive economic crisis facing the British government makes it highly unlikely any additional cash will be found for defense, despite the prominent role the military is playing here combating the virus. The review was initiated immediately following Boris Johnson's election as prime minister in early December. Johnson promised it would be the most fundamental review of its kind since the end of the Cold War. Defense, security, foreign policy and international development strategy were to all be part of the effort. The review was scheduled by the government to be completed by July, a timescale the Defence Committee, analysts, lawmakers and others all said was too quick. Johnson first signaled his intention to slow down work on the review in a letter to Ellwood and two other committee chair dated March 24. “We have diverted resources from across Government and the Civil Service to work on COVID-19, scaling back efforts on the Integrated Review,” Johnson said at the time. Quizzed last month by parliamentarians about a possible delay to the review, Defence Secretary Ben Wallace said the government was open-minded about putting the work on hold. “There is no ideological block or determination to carry on come what may," Wallace said then. “With this coronavirus growing, if it is the right thing to do, we will absolutely pause the review if necessary; if not, we shall move forward.” Jon Louth, an independent defense analyst, believes the government may have to start the review process over again, given the changing circumstances. “I think we are close to going back to square one, if the budget settlement for defense is to be unpicked and secured as part of a late Autumn or Spring [2021] government-wide spending review,” he said. “Who could have any confidence in what the defense equipment program funding settlement would actually be? It could involve unpacking current contracts, but also unpick some of the ambition we have in terms of new things. “What we have and what we would like are going to be colored by a budget settlement smaller than people were anticipating; in fact, quite substantially smaller. Whether that means the MoD starts to think about reprofiling things to the right or really starts taking strategic choices, we will have to wait and see,” added Louth, who until recently was a senior analyst at the Royal United Services Institute think tank in London. https://www.defensenews.com/global/europe/2020/04/15/uk-hits-pause-on-defense-review-due-to-coronavirus/

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  3 février 2021 | International, C4ISR

  HENSOLDT South Africa launches new radar business

  Pretoria, South Africa, February 1, 2021 – HENSOLDT South Africa has launched its new radar business after acquiring the Air Traffic Management (ATM) and Defence & Security business units of Tellumat at the end of 2020. Together with the company's existing radar and other capabilities, these business lines are integrated to form the Radar Business Unit of HENSOLDT South Africa. The acquired activities represent an extensive portfolio, more than 50 years of expertise in the defence electronics landscape and a workforce of over 100 employees. “With the integration of the Tellumat Defence & Security and ATM business units into HENSOLDT South Africa, we are now representing the three major sensor solution business lines of the HENSOLDT Group here in South Africa,” says Rynier van der Watt, Managing Director of HENSOLDT South Africa. “Expanding from Optronics and Spectrum Dominance to now also include radar, identification friend or foe (IFF) and datalinks therefore creating a complete sensor solutions offering,” says Van der Watt. Through this acquisition, HENSOLDT South Africa's capabilities are expanded with a new portfolio area, centring around radar, IFF and datalinks. The radar offering focuses on naval and land radar, which will include leading-edge new development in this product range. Identification friend or foe (IFF) and datalinks will also be offered, where HENSOLDT is inheriting a world-class product range that it aims to enhance even further. Finally, air traffic management (ATM) and radar services become part of the overall portfolio, with the aim of expanding the ATM services and developing existing radar support services into full-blown maintenance, repair and operations (MRO). Heading up these activities is Bennie Langenhoven, Chief Executive of the Radar Business Unit, previously the head of Tellumat's ATM business unit. “Launching the Radar Business Unit of HENSOLDT South Africa is a strategic expansion of HENSOLDT's radar business with the goal to become the leading manufacturer and exporter of air-surveillance and defence radars on the African continent,” says Langenhoven. The South African radar capability will integrate with and expand on the Group's existing radar products. “Our long track record in the maintenance, repair and operation of radar systems puts us in a very good position to not only support the Group's radar portfolio, but also those of our partners and OEMs, including legacy systems,” says Langenhoven. In addition to providing the latest radar technology, HENSOLDT South Africa also offers midlife upgrades to extend the life of existing radar systems, especially in cases where budget constraints limit or prevent the acquisition of new radars. The acquisition also gives rise to strong synergies between HENSOLDT South Africa's Radar, Optronics and GEW business units, with collaboration envisioned on various fronts. The ASTUS tactical surveillance unmanned aerial system (UAS), previously part of the Defence & Security business unit in Tellumat, is being integrated into HENSOLDT South Africa's Optronics portfolio as part of the company's strong airborne capability. The ASTUS' exceptional product offering, combined with HENSOLDT's design, manufacturing and certification competency, gives ASTUS the opportunity to become a world-class product and game changer in the market. Through its Optronics and GEW business units, HENSOLDT South Africa has already achieved significant success as a sensor solutions house in the world market, delivering more than 55 products into 40 export countries, with a combined heritage of 70 years. HENSOLDT South Africa now increases its portfolio to more than 60 products, exported to over 43 countries. HENSOLDT South Africa aims to be a leader in driving innovation and fostering local capability and expertise. To further expand its technical capability in South Africa, “the Radar business unit will also become the custodian of the HENSOLDT South Africa engineering hub, where we will be incubating new radar products to support the HENSOLDT Group,” says Van der Watt. The HENSOLDT Group is expanding its radar product portfolio through the development of a next generation air defence radar product range in HENSOLDT South Africa. “This development marks the first time that a new HENSOLDT tactical air defence radar for land and sea is developed outside Germany,” says Erwin Paulus, head of HENSOLDT's Radar Division. “The opening of the HENSOLDT Radar Business Unit in South Africa is of high strategic importance to continue our efforts to further internationalise the HENSOLDT Radar Business,” says Paulus. The company is pleased that this development will also contribute to the country's wider technical and defence industry, as well as the growth of the economy. “Partnerships with local industry players are currently one of our focus areas,” says Langenhoven. “These partnerships aligns well with HENSOLDT South Africa's strategy to maintain strong relationships with suppliers and local OEMs,” continues Langenhoven. With an extensive portfolio representing all HENSOLDT's major business lines, five sites in South Africa and now employing a workforce of more than 700 employees, HENSOLDT South Africa is the Group's biggest industrial footprint outside Europe. Therefore, this expansion strategy is central to HENSOLDT's vision to become the leading, platform-independent provider of defence and security sensor solutions worldwide. About HENSOLDT South Africa HENSOLDT South Africa is a global pioneer of technology and innovation in defence and security electronics. With its combined experience, creativity and innovation, HENSOLDT South Africa brings together a comprehensive range of products, systems and services across defence and civil markets, from electronic warfare and optronics, spectrum monitoring and security solutions, as well as radar, IFF and datalink. With more than 700 local employees and combined revenues in excess of R1.7 billion, HENSOLDT South Africa is one of the largest defence and security electronics companies in South Africa. About HENSOLDT HENSOLDT is a pioneer of technology and innovation in the field of defence and security electronics, with more than 150 years of heritage through predecessor companies such as Carl Zeiss, Airbus, Dornier, Messerschmitt and Telefunken. Based in Taufkirchen near Munich, Germany, the company is a leading strategic player in the field of sensor solutions for defence and non-defence applications. HENSOLDT develops new products to combat a wide range of threats based on innovative approaches to data management, robotics and cybersecurity. With more than 5,500 employees, HENSOLDT generated revenues of 1.11 billion euros in 2019. Since September 2020, HENSOLDT has been listed on the Frankfurt Stock Exchange and the SDAX stock market index there. www.hensoldt.net Press contact Ferri Erasmus Tel.: +27 (12) 421 6290 ferri.erasmus@hensoldt.net View source version on HENSOLDT: https://www.hensoldt.net/news/hensoldt-south-africa-launches-new-radar-business/

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  28 juillet 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  We know why innovation is important. Here’s how to do it.

  Tommy Sowers This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate. From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate. Until now. For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed. Leadership In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority. A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities. Buy-in He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking. The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly. Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees. At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems. Experimentation with new problem solvers New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate. As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers. Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country? One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends. Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD. NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.) Speed The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.” Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate. A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation. The innovation playbook The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems. The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook. https://www.c4isrnet.com/opinion/commentary/2020/07/27/we-know-why-innovation-is-important-heres-how-to-do-it/