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Monsieur le ministre : Merci d'avoir accepté de servir les Canadiens à titre de ministre de la Défense nationale. Le jour de l'élection, les Canadiens ont choisi de continuer d'avancer. D'un océan à l'autre, les gens ont choisi d'investir dans leurs familles et leurs communautés, de créer de bons emplois pour la classe moyenne et de lutter contre les changements climatiques, tout en maintenant la vigueur et la croissance de notre économie. Les Canadiens ont indiqué qu'ils veulent nous voir travailler ensemble pour faire avancer les dossiers les plus importants, qu'il s'agisse de rendre la vie plus abordable et de renforcer le système de santé, de protéger l'environnement, d'assurer la sécurité de nos communautés ou d'avancer sur le chemin de la réconciliation avec les peuples autochtones. Les gens s'attendent à ce que les parlementaires travaillent ensemble pour obtenir ces résultats, et c'est exactement ce que fera cette équipe. Il est plus important que jamais pour les Canadiens d'unir leurs forces en vue de b'tir un pays plus fort, plus inclusif et plus résilient. Le gouvernement du Canada est l'institution centrale chargée de promouvoir cet objectif commun et, en tant que ministre de ce gouvernement, vous avez l'obligation et la responsabilité de contribuer à l'atteinte de cet objectif. Pour y arriver, il faut d'abord s'engager à gouverner d'une manière positive, ouverte et collaborative. Notre plateforme, Avancer : Un plan concret pour la classe moyenne, est le point de départ de notre gouvernement. Je m'attends à ce que nous collaborions avec le Parlement pour donner suite à nos engagements. D'autres questions et idées surgiront ou nous seront communiquées par les Canadiens, le Parlement, les intervenants et la fonction publique. Je m'attends à ce que vous établissiez un dialogue constructif et réfléchi et à ce que vous ajoutiez, au besoin, des priorités au programme du gouvernement. Lorsqu'une mesure législative est requise, vous devrez travailler avec le leader du gouvernement à la Chambre des communes et le Comité du Cabinet chargé des opérations pour établir les priorités au sein du Parlement minoritaire. Nous continuerons d'obtenir des résultats concrets pour les Canadiens et de mettre à leur disposition un gouvernement efficace. Pour obtenir les résultats que les Canadiens exigent de nous à juste titre, nous devons effectuer un suivi des progrès réalisés par rapport à nos engagements et produire des rapports publics connexes, évaluer l'efficacité de notre travail, aligner nos ressources sur nos priorités et nous adapter aux événements à mesure qu'ils se produisent. Bon nombre de nos engagements les plus importants nécessitent un partenariat avec les gouvernements provinciaux et territoriaux et les administrations municipales ainsi qu'avec les partenaires, les communautés et les gouvernements autochtones. Même en cas de désaccord, nous garderons à l'esprit que notre mandat nous a été confié par les citoyens qui sont servis par tous les ordres de gouvernement et qu'il est dans l'intérêt de tous de travailler ensemble pour trouver un terrain d'entente. La vice-première ministre et ministre des Affaires intergouvernementales est la responsable de toutes les relations avec les provinces et les territoires à l'échelle du gouvernement. Il n'y a pas de relation plus importante pour moi et pour le Canada que celle que nous entretenons avec les peuples autochtones. Au cours de notre dernier mandat, nous avons réalisé des progrès considérables en ce qui concerne l'appui à l'autodétermination, l'amélioration de la prestation des services et la progression de la réconciliation. Je vous demande, en tant que ministre, de déterminer ce que vous pouvez faire dans le cadre de votre portefeuille pour accélérer et renforcer les progrès que nous avons réalisés avec les Premières Nations, les Inuits et la Nation des Métis. Je m'attends également à ce que nous continuions de relever la barre en matière d'ouverture, d'efficacité et de transparence au sein du gouvernement. Autrement dit, je veux que notre gouvernement soit intrinsèquement ouvert et qu'il soit capable d'offrir une meilleure capacité numérique et de meilleurs services numériques aux Canadiens. Notre fonction publique doit être forte et résiliente. Nous devons aussi faire preuve d'humilité et continuer à reconnaître nos erreurs lorsque nous les commettons. Les Canadiens n'exigent pas de nous que nous soyons parfaits; ils s'attendent à ce que nous soyons diligents, honnêtes, ouverts et sincères dans nos efforts pour servir l'intérêt public. En tant que ministre, vous êtes responsable de votre style de leadership et de votre capacité à travailler de façon constructive au Parlement. Je m'attends à ce que vous collaboriez de près avec vos collègues du Cabinet et du caucus. Vous devrez également établir un dialogue productif avec les membres du caucus du gouvernement et les députés de l'opposition, le Sénat, qui est de moins en moins partisan, et les comités parlementaires. Il est également de votre responsabilité d'engager un dialogue fructueux avec les Canadiens, la société civile et les intervenants, y compris les entreprises de toutes tailles, les syndicats, le secteur public en général ainsi que les organismes de bienfaisance ou à but non lucratif. Vous devrez agir de manière proactive pour solliciter des conseils auprès d'un grand nombre de personnes, et ce, dans les deux langues officielles et dans toutes les régions du pays. Nous nous sommes engagés à prendre des décisions fondées sur des données probantes qui tiennent compte des répercussions des politiques sur tous les Canadiens et qui respectent pleinement la Charte canadienne des droits et libertés. Les décisions que vous prendrez devront s'appuyer sur l'analyse comparative entre les sexes plus (ACS+). Il est essentiel que vous mainteniez des relations professionnelles et régulières avec les médias canadiens, qui jouent un rôle crucial. La Tribune de la presse parlementaire et, en fait, tous les journalistes canadiens et étrangers, posent des questions pertinentes et contribuent grandement au processus démocratique. Vous devrez aider le gouvernement à continuer d'honorer son engagement à faire des nominations transparentes et fondées sur le mérite, pour veiller à ce que les personnes de toutes les identités de genre, les peuples autochtones, les personnes racialisées, les personnes handicapées et les minorités soient représentés dans les postes de direction. En tant que de ministre de la Défense nationale, vous continuerez de veiller à ce que les Forces armées canadiennes forment une force militaire agile, polyvalente et apte au combat, composée de femmes et d'hommes hautement formés et bien équipés, qui ont l'appui de leur gouvernement et de leurs concitoyens. Cette responsabilité se fonde dans la mise en œuvre de Protection, Sécurité, Engagement: la politique de défense du Canada. Je m'attends à ce que vous travailliez avec vos collègues et dans le respect des lois, règlements et processus du Cabinet établis pour mener à bien vos grandes priorités. Notamment, vous devrez: Veiller à ce que les Forces armées canadiennes disposent des capacités et de l'équipement nécessaires pour s'acquitter de leurs responsabilités par la mise en œuvre du programme Protection, Sécurité, Engagement, y compris les nouvelles acquisitions et les augmentations de financement prévues. Renforcer l'engagement du Canada envers nos partenariats de défense bilatéraux et multilatéraux afin de défendre la souveraineté du Canada, de protéger l'Amérique du Nord et de rehausser la sécurité internationale : Travailler avec le ministre des Affaires étrangères pour veiller à ce que tout déploiement des Forces armées canadiennes soit conforme à l'intérêt national du Canada, à nos engagements multilatéraux et aux objectifs stratégiques du gouvernement; Poursuivre l'importante contribution du Canada à l'Organisation du Traité de l'Atlantique Nord (OTAN) et travailler avec les États-Unis pour veiller à ce que le Commandement de la défense aérospatiale de l'Amérique du Nord (NORAD) soit modernisé afin de surmonter les défis actuels et à venir, conformément à la politique de défense Protection, Sécurité, Engagement; Collaborer avec le ministre des Affaires étrangères pour accroître l'appui du Canada aux opérations de maintien de la paix des Nations Unies, notamment en ce qui a trait aux nouveaux investissements dans le programme pour les femmes, la paix et la sécurité, la prévention des conflits et la consolidation de la paix; Assurer l'efficacité des déploiements des Forces armées canadiennes, y compris dans le cadre de l'opération IMPACT au Moyen-Orient, de l'opération NEON dans la région de l'Asie-Pacifique, de la présence avancée renforcée de l'OTAN en Lettonie, de la mission de l'OTAN en Irak et de l'opération UNIFIER en Ukraine; Élargir le rôle d'assistance et de formation du Canada, notamment en tirant profit de l'expertise des Forces armées canadiennes pour aider d'autres pays exposés à un risque plus élevé de catastrophes liées aux changements climatiques. Collaborer avec la ministre des Services publics et de l'Approvisionnement dans la gestion du processus concurrentiel pour choisir un fournisseur et conclure un contrat pour la construction de la flotte d'avions chasseurs du Canada. Collaborer avec la ministre des Services publics et de l'Approvisionnement pour poursuivre le renouvellement de la flotte de la Marine royale canadienne, afin de poursuivre la revitalisation de l'industrie de la construction navale au Canada, créer des emplois pour la classe moyenne et assurer que la Marine du Canada dispose des navires modernes dont elle a besoin. Appuyer la ministre des Services publics et de l'Approvisionnement dans l'élaboration d'options et d'analyses par rapport à la création d'Approvisionnement de défense Canada, afin de veiller à ce que les projets d'approvisionnement les plus importants et les plus complexes pour la Défense nationale et la Garde côtière canadienne soient livrés à temps et de manière plus transparente à l'égard du Parlement. Cette priorité doit progresser en même temps que les projets d'approvisionnement en cours et dans le respect des échéanciers établis. Comme le prévoit le Cadre stratégique pour l'Arctique et le Nord, collaborer avec le ministre des Affaires étrangères, le ministre des Affaires du Nord et nos partenaires pour augmenter les capacités de surveillance (notamment le renouvellement du Système d'alerte du Nord) de défense et d'intervention rapide dans le Nord et dans les zones d'approche maritimes et aériennes du Canada afin de renforcer la défense continentale, protéger les droits et la souveraineté du Canada, et faire preuve d'un leadership international relativement à l'utilisation et aux règles de navigation dans les eaux de l'Arctique. Continuer d'améliorer le soutien aux membres des Forces armées canadiennes et assurer un milieu de travail professionnel et inclusif qui favorise la diversité : Collaborer avec les haut gradés des Forces armées canadiennes afin d'établir et de maintenir un milieu de travail exempt de harcèlement et de discrimination; Créer une nouvelle prestation libre d'impôt de 2 500 $, destinée aux familles militaires qui doivent déménager afin de couvrir les coûts associés au renouvellement de la formation, de l'accréditation et des autres coûts liés à la recherche d'un nouvel emploi; Faire augmenter à 25 % la proportion de femmes parmi les membres des Forces armées canadiennes d'ici à 2026. Avec l'appui du ministre de la Sécurité publique et de la Protection civile, mettre en place un nouveau cadre régissant la collecte, la gestion et l'utilisation des renseignements de défense par le Canada, comme le recommande le Comité des parlementaires sur la sécurité nationale et le renseignement. Collaborer avec le ministre des Anciens Combattants et ministre associé de la Défense nationale pour renforcer les partenariats entre le ministère de la Défense nationale et Anciens Combattants Canada afin de revoir la prestation des services et réduire la complexité. Ces priorités sont largement tirées des engagements pris dans notre plateforme électorale. Comme je l'ai déjà mentionné, je vous encourage à chercher des occasions de travailler avec tous les membres du Parlement pour donner suite à ces engagements et cerner d'autres priorités. Je m'attends à ce que vous travailliez en étroite collaboration avec votre sous‑ministre et ses cadres supérieurs pour veiller à ce que les travaux en cours dans votre ministère soient effectués de manière professionnelle et que les décisions soient prises dans l'intérêt public. Votre sous-ministre vous informera des nombreuses décisions quotidiennes nécessaires pour assurer la réalisation de vos priorités, le bon fonctionnement du gouvernement et la prestation de meilleurs services aux Canadiens. Je m'attends à ce que vous mettiez en pratique nos valeurs et nos principes dans la prise de décisions, afin que ces décisions soient prises en temps opportun, de manière responsable et conformément à l'orientation globale de notre gouvernement. Pour que notre gouvernement puisse donner suite à ses priorités, il doit tenir compte des conseils professionnels et non partisans des fonctionnaires. Chaque fois qu'un employé du gouvernement se présente au travail, il le fait au service du Canada, dans le but d'améliorer notre pays et la vie de tous les Canadiens. Je m'attends à ce que vous établissiez une relation de travail basée sur la collaboration avec votre sous‑ministre, dont le rôle, tout comme celui des fonctionnaires sous sa direction, est de vous appuyer dans la réalisation de vos responsabilités ministérielles. Nous nous sommes engagés à être un gouvernement transparent, honnête et redevable envers les Canadiens; un gouvernement qui respecte les normes d'éthique les plus rigoureuses, qui porte une attention soutenue à la gestion des fonds publics et observe la plus grande prudence dans ce domaine. Je m'attends à ce que vous incarniez ces valeurs dans votre travail et que vous ayez une conduite éthique irréprochable dans tout ce que vous faites. Je veux que les Canadiens regardent leur gouvernement avec fierté et confiance. À titre de ministre, vous devez vous assurer que vous connaissez bien la Loi sur les conflits d'intérêts et les politiques et lignes directrices du Conseil du Trésor, et que vous les respectez à la lettre. Vous recevrez une copie du document Pour un gouvernement ouvert et responsable afin de vous aider à mener à bien vos responsabilités. Je vous demande de le lire attentivement, y compris les parties qui ont été ajoutées pour le renforcer, et de vous assurer que les membres de votre personnel en prennent connaissance également. Je m'attends à ce que vous embauchiez des personnes qui reflètent la diversité du Canada et à ce que vous respectiez les principes de l'égalité entre les sexes, de l'égalité des personnes handicapées, de l'équité salariale et de l'inclusion. Portez une attention particulière au code d'éthique qui figure à l'annexe A de ce document. Ce code d'éthique s'applique à vous et à vos employés. Comme il est indiqué dans le code, vous devez observer les normes les plus élevées en matière d'honnêteté et d'impartialité, et l'accomplissement de vos t'ches dans le cadre de vos fonctions officielles de même que l'organisation de vos affaires privées devraient pouvoir faire l'objet d'un examen public scrupuleux. On ne s'acquitte pas de cette obligation simplement en se contentant de respecter la loi. Je souligne qu'il est de votre responsabilité de faire en sorte que votre cabinet respecte les normes les plus élevées en matière de professionnalisme et qu'il constitue un milieu de travail sûr, respectueux, enrichissant et accueillant pour votre personnel. Je sais que je peux compter sur vous pour exercer ces importantes responsabilités. La vice-première ministre et moi-même sommes là pour vous appuyer dans votre rôle de ministre, et je m'attends à ce que vous communiquiez régulièrement avec nous. Veuillez agréer, cher collègue, l'expression de mes sentiments distingués. Le très hon. Justin Trudeau, c.p., député Premier ministre du Canada *Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle du ministre. https://pm.gc.ca/fr/lettres-de-mandat/lettre-de-mandat-du-ministre-de-la-defense-nationale

DAVID PUGLIESE, OTTAWA CITIZEN Chris Henderson, who is Assistant Deputy Minister for Public Affairs at the Department of National Defence, is heading back to the Canadian Coast Guard. Henderson came from the Coast Guard in October 2017 to fill the ADM PA job at DND. Henderson had been serving as Director General, National Strategies at the coast guard. Sources said Henderson has informed senior DND and Canadian Forces leadership that he will take over as ADM for Operations at the coast guard on Jan. 6. Henderson is a former Royal Canadian Navy officer who had served as a public affairs officer for around 20 years. In 2007, Henderson was appointed as DG, Public Affairs and Strategic Planning, a post he occupied for two years. After leaving DND public affairs Henderson was off to Canada Border Services Agency. Then in 2014 he was named Director General, Strategic Communications in the Privy Council Office during the government of Prime Minister Stephen Harper. In that role, he oversaw a team of strategic communications specialists responsible for the coordination of all Government of Canada public communications. Henderson came into the ADM PA branch at a pivotal time. Many of the old guard public affairs officers were in the process of leaving the military, somewhat discouraged, because of being restrained by the Harper government in communicating with the public and journalists. Much of the communication with journalists was done via email statements. That, however, has not changed much. https://ottawacitizen.com/news/national/defence-watch/defence-department-adm-chris-henderson-to-return-to-canadian-coast-guard

EUGENE LANG Eugene Lang is an adjunct professor at the School of Policy Studies, Queen's University, and a fellow at the Canadian Global Affairs Institute. “It's Canada, they have money,” Donald Trump said at last week's NATO summit. Most of what the U.S. President says is either exaggerated or false, but occasionally he sums up in a sentence what everyone knows to be true. After admonishing Prime Minister Justin Trudeau at the summit for Canada's failure to meet, or strive toward, the North Atlantic Treaty Organization's defence-spending target of 2 per cent of Gross Domestic Product (GDP), Mr. Trump pointed out an inconvenient truth. The President was saying Canada is rich and cheap. But just how rich is Canada? Among the Group of Seven -- a group of the richest countries in the world -- Canada enjoys the third-highest per-capita income and, since 2016, has led the G7 in economic growth. Canada also has the lowest net-debt-to-GDP ratio among those same seven countries, and the second-lowest national-government-deficit-to-GDP ratio. Which means, in essence, that Canada is the third-richest country in the G7 and the best in class with government finances. Successive governments in Ottawa have spent 20 years boasting about this strong national balance sheet to Canadians at every turn, and telling anyone abroad who would listen. This is why Mr. Trump knows that Canada does indeed have money. We are rich, at least compared with most other countries. But are we cheap? Canada spends about 1.3 per cent of GDP on national defence, tying us for fourth with Italy within the G7. Yet, Ottawa has never fully accepted the validity of the defence-spending-to-GDP measure. Both the Harper government – which signed the Wales Declaration, enshrining the 2-per-cent NATO target – and the Trudeau government have claimed input measures such as the GDP ratio don't tell the full story, and that output indicators are more meaningful. The defence output measure that is best understood is the extent to which a country's military is engaged in operations internationally. On that score, Canada looks terrible. We have fewer troops deployed abroad today on NATO, United Nations and other multilateral missions than in decades. To be sure, having influence internationally and carrying your fair share of global responsibility entails much more than the size or engagement of your military. Official Development Assistance (ODA), or foreign aid, is another important measure in this connection. Canada also ranks fourth among G7 countries in ODA as a percentage of gross national income (GNI). However, Ottawa is spending only 0.28 per cent, up slightly from 0.26 per cent last year, the lowest level this century. Fifty years ago, a World Bank Commission report, titled Partners in Development, recommended developed countries spend 0.7 per cent of GNI on aid. That Commission was chaired by Lester Pearson, former prime minister of Canada, recipient of the Nobel Peace Prize and a Canadian icon. Over the years, various Canadian governments have paid homage to Mr. Pearson's vision. Yet in the five decades since his report was published, Canada has rarely reached half of the Pearson target in any given year. Whether Ottawa likes or doesn't like input or output measures, or GDP or GNI ratios, doesn't really matter in the world of international politics. For better or worse, these are the indicators that are used to compare and assess the degree to which countries are living up to their obligations and responsibilities internationally. Imperfect as they are, these are measures of burden sharing. They are the statistics countries look at when considering whether Canada or any other country is pulling its weight globally. And on these measures, Canada looks middling at best, and bad at worst, by both international comparative standards. At the same time, we are among the world leaders in economic growth among developed countries, and we have held the gold medal in public finances for years. Rich and cheap, as it were. That was the essence of Mr. Trump's criticism of Canada this week at the NATO Summit. And foreign governments the world over know it to be true. https://www.theglobeandmail.com/opinion/article-canada-is-rich-and-cheap/

by Chris Thatcher As Members of Parliament return to the House of Commons this week, aerospace eyes will be on the cabinet ministers and MPs most likely to support a new vision for the industry. With the return of Marc Garneau to Transport Canada, Navdeep Bains to Innovation, Science and Industry, Harjit Sajjan to National Defence and Mary Ng to Small Business and Export Promotion, and the introduction of Anita Anand to Public Services and Procurement and Carla Qualtrough to Employment, Workforce Development and Disability Inclusion, the government's front benches include ministers well acquainted with key issues that need to be addressed if Canada is to retain its position as a leading global aerospace nation. Last fall, the Aerospace Industries Association of Canada (AIAC) asked Jean Charest, a former premier of Quebec and deputy prime minister of Canada, to lead a cross-country discussion on the sector's future and a possible course forward. His ensuing report, “Vision 2025,” delivered at the Paris Air Show in June, offered recommendations centred on six core themes: expanding the skilled workforce; growing small- and medium-sized enterprises (SMEs); promoting innovation; investing in Transport Canada's aircraft certification and regulation capacity; sustaining Canadian leadership in space; and better leveraging defence procurement to drive industry growth. The recommendations were drawn from five months of meetings with industry executives, provincial premiers and their economic development ministers, federal ministers, opposition parties, academia and the general public. “Our goal was to re-start the discussion between the industry and its partners in government, education, research and the business community,” Patrick Mann, president of Patlon Aircraft & Industries and the former chair of AIAC, reminded the sector during the recent Canadian Aerospace Summit in Ottawa. “It has been a truly pan-Canadian event that has reached all through the industry . . . [and] into every level of government.” If Charest's report provides a guide for how to address some of the challenges generated by a multitude of countries and technology companies now seeking to gain a larger footprint in aerospace, the task of implementing it rests in part with Keith Donaldson. Donaldson assumed the chair of AIAC during the summit and acknowledged the report will drive much of the association's activities over the next 12 months. “I'm all in on Vision 2025,” he told Skies. “This is the time to re-engage as an industry, to recognize that [aerospace] is a jewel we have in Canada. It's R-and-D intensive, it's pan-Canadian, it has the highest input for STEM (science, technology, math and engineering)-type jobs, men and women – let's grow this. We need the support and partnership of the federal government. That is how we combat [other entrants].” A chartered accountant by training who previously worked with KPMG, Donaldson is vice-president of APEX Industries, a machining, components, subassembly and structures manufacturer in Moncton, N.B. Over his 15 years with the company, he served as president of the New Brunswick Aerospace and Defense Association and co-founded the Atlantic Canada Aerospace and Defence Association. He's also been a fixture on AIAC's technical committees, from audit and finance, to small business, defence procurement and supply chain access. That experience could be crucial, as much of the heavy lifting to make the report's recommendations reality will come from the technical committees. Under Mann's leadership, AIAC spent part of the past year restructuring the committees to align with the direction of Vision 2025. “We spent a lot of time . . . making sure their mandates were going to match the recommendations,” said Donaldson. “We wanted to make sure the chairs were well aligned. [They] are some of the heavy hitters in the industry, from Bombardier, UTC, Cascade, Collins Aerospace . . . [They have] industry interest, company interest and personal interest for the success of these recommendations.” Winning the skills battle Because of ministerial familiarity with the report's recommendations, AIAC will be hoping it can move quickly to implement some of them. The appointment of Qualtrough, who has spoken at previous AIAC conferences, to a portfolio that will focus on the sector's top priority of skills development is seen as “an early win,” Donaldson noted. “When AIAC did the industry engagement, it was very evident that to maintain and grow, we have to win the skills battle,” he said. “A lot of the other recommendations are going to move forward, but we have to solve the skills one. Failure is not an option here.” Other sectors are going to be competing for the same STEM talent, but the Vision 2025 blueprint might give aerospace a leg up with government, he suggested. That means offering ideas not only to retain and retrain the current workforce where necessary, but also to recruit and support more women in the sector, attract First Nations, and collaborate with immigration initiatives. “It is not going to be a one size fits all. We are going to have to work on each one of those areas,” said Donaldson. For APEX, a medium-sized business of about 250 people, 70 of whom work specifically in aerospace, finding and retaining talent is the issue that keeps most senior managers awake at night, he added. The association will also be looking for quick progress on some of the recommendations aimed at strengthening the capacity of Transport Canada. “They are already a world class organization. We are not starting from zero on that one,” noted Donaldson. However, much of the early effort will go to growing SMEs, which account for over 95 per cent of the aerospace sector. It's terrain Donaldson knows well and believes can be improved through initiatives to build on government programs that are already in place. “We are going to be taking what's already working and say, we want to expand some of these programs. That is going to give us some early wins,” he said. One possible tool could be the expansion of Quebec's MACH program, which has provided mentorship from OEMs and Tier 1s to SMEs to help improve business processes and make the transition to digital systems. “From an SME perspective, that program is one of the ways to go because it involves a larger company, the SME, the province, and support nationally,” observed Donaldson. Support and mentoring from larger businesses for digitization and best cyber practices are a critical need for smaller companies, he added, noting that many capture “thousands of pieces of data every day” and don't make as much use of the information as they should. “The new protocol for Cybersecurity Maturity Model Certification in the U.S. is going to be applied to every single company in aerospace and defence, no matter where you are,” he said. “[These are areas] where a MACH-type program could hugely benefit SMEs across the country.” He cautioned, though, that while the emphasis must be on growing SMEs, those small companies often rely on strong OEMs (original equipment manufacturers) and Tier 1 suppliers for their export opportunities. In APEX's case, that's about 50 per cent of the business. “We need to keep the OEMs and large Tier 1s healthy in Canada,” he said. “The MACH [programs] of the world are only going to work well if Pratt & Whitney, Bombardier, Bell, IMP, Magellan, if they grow and invest in Canada. That goes back to a part of the overall Vision 2025.” During separate addresses to the aerospace summit, both Donaldson and Mann appealed to fellow executives to get involved in the process. Committees are the “place where our company can impact and shape the issues that are important to our business,” observed Mann. “There is a lot to making Vision 2025 a reality . . . and we need everyone's help to do that, to make sure aerospace is a key part of our new government's new strategy.” AIAC will continue to lobby the federal and provincial governments on the Vision 2025 recommendations, especially the 48 MPs whose ridings including substantial aerospace activity, and will serve as secretariat to a newly re-created all-party aerospace caucus in Ottawa. Speed is of the essence said Donaldson, noting the pace with which other jurisdictions are growing their aerospace capabilities. “We do not have the luxury [of time],” he said. “It's not like we have Vision 2025 and then there's a whole other plan. Vision 2025 is going to drive the industry. Period.” https://www.skiesmag.com/news/incoming-aiac-chair-discusses-aerospace-vision

By Marc Montgomery Most alliances historically don't last more than a couple of decades, but the North Atlantic Treaty Alliance is 70 this year, and has grown over that time to its now 29 members. Originally formed as a protection against the Soviets, new and much different types of threats lurk, and there are divisions in the organisation. Colin Robertson, a former Canadian diplomat and a Vice President of the Canadian Global Affairs Institute. discusses the issues. U.S. President Donald Trump has been forcefully scolding many members of the Alliance for not living up to defence spending. In 2018, the Alliance widened the rules as to what counts as defence spending. Canada is among several members, including France and Germany, not living up to the commitment to spend at least two per cent of GDP on defence. This now includes for example, pensions paid to former soldiers. The Liberal government has been meticulously searching for any expense that might be counted as defence spending including RCMP expenses for members involved in peacekeeping, costs for Canada's spy agency-the Communications Security Establishment (CSE) and even death benefits for veteran's survivors. Canada now spends about 1.27 per cent of its Gross Domestic Product on defence. Robertson notes that the Alliance is burdened with disagreements, but that this is not unusual in NATO's history. It now faces new and much different threats from the more simpler Cold War period, such as new state actor threats, social but somewhat fluid and unorganised threats like piracy and mass migration, and non-state actors like Al Queda and DAESH, and a move by Russia and China to militarise space. While it has its hurdles to overcome, Robertson feels the Alliance will remain strong coming out of this week's meetings. https://www.rcinet.ca/en/2019/12/03/nato-at-70-leaders-meet-in-london-today/

By: Valerie Insinna WASHINGTON — As the U.S. Air Force looks increasingly toward virtual reality for speeding up and cutting the cost of pilot training, Canadian defense firm CAE is stepping forward with own courseware and virtual reality system with the hopes of attracting interest from the U.S. and international militaries. CAE will debut its CAE TRAX Academy curriculum and Sprint Virtual Reality trainer this week at the Interservice/Industry, Training, Simulation and Education Conference. Throughout the show, the company plans to conduct T-6 flight demonstrations using both products. CAE was inspired by the U.S. Air Force's Pilot Training Next program, which uses virtual reality and other cutting-edge simulation technologies to immerse new pilots in flight training, allowing airment to move more quickly and effectively through training. But CAE is hoping to build on the principles of Pilot Training Next and package it to be purchased by the U.S. Air Force and international militaries, said Phillipe Perey, the head of technology for CAE's defense business. “With Pilot Training Next, everyone is looking with big eyes saying, ‘Wow, oh wow,' but [some generals] are sort of like, ‘Would you really embrace this and do that for your entire air force?'” he said. “So perhaps this is a way of taking the great mission of Pilot Training Next and bringing into that environment with many of the key capabilities that customers have been used to, [such as] true aircraft simulation and many other aspects like a force-feedback stick.” All of the Sprint virtual reality trainer's hardware — including the Varjo VR-2 headset — are commercial off-the-shelf products and can be modified or swapped with a different device to meet the customer's needs. The real value, Perey said, is the software and courseware of TRAXX Academy, in which students progress from mobile apps and VR trainers to a higher fidelity flight simulator. “I think it really drives efficiencies at two levels. One, it reduces costs because the students in there are able to progress at their own pace. Them being alpha personalities; they don't want to be average. They want to be top of class, and they will see how other students are performing and they will be able to pick up their pace,” he said, adding that a six month class could take four months or less to complete if students are driven to complete the coursework. Secondly, the use of self-paced tools and virtual instructors decreases the need for human instructors that could be filling other needed functions within an air force, Perey said. In developing the Sprint VR trainer, CAE started with same kit as used in the Pilot Training Next program, and tweaked it to create “a better self-paced learning environment," he said. CAE made a number of adjustments: Using the same software on the virtual reality trainer as the full flight simulator, substituting a joystick that better simulates G forces, and adding haptics so that pilots can feel vibration or other sensory feedback that they would normally expect while operating the aircraft. Perey said CAE is looking forward to briefing the U.S. Air Force on TRAXX Academy and the Sprint VR trainer during I/ITSEC and getting officials' feedback. “That's really the priority now in the next coming months, is to build out these devices, get them in the customer's hands, get their feedback and develop a solution that is tailored to their particular training needs,” he said. https://www.defensenews.com/digital-show-dailies/itsec/2019/12/02/cae-launches-new-virtual-reality-trainer

by Chris Thatcher It's an old mantra among defence and aerospace companies: You first need success in your home country before you can export a capability or service internationally. That certainly rings true for Top Aces. You can draw a straight line between the Royal Canadian Air Force (RCAF) Contracted Airborne Training Services (CATS) program and the announcement in October that Top Aces' Arizona-based unit was among seven companies awarded part of the United States Air Force's $6.4 million Combat Air Force Contracted Air Support (CAFCAS) contract, said Paul Bouchard, president and chief executive officer. A pioneer of aggressor or “red” air training for militaries, Top Aces received an indefinite-delivery/indefinite-quantity (IDIQ) contract that will allow it to compete with Air USA, Airborne Tactical Advantage Company, Blue Air Training, Coastal Defense, Draken International and Tactical Air Support for adversary air services at 12 USAF bases, including Nellis, Luke, Hollman, Langley, Eglin and Tyndall. “Contractors will provide complete contracted air support services for realistic and challenging advanced adversary air threats and close air support threats,” the Department of Defense (DoD) said in a statement. The contract is being run by the Air Combat Command's Acquisition Management and Integration Center at Joint Base Langley-Eustis in Virginia and runs until October 2024. “Their intention is to stand up a contracted adversary service, almost like a unit, at all of the major air combat command bases for training on a daily basis,” explained Bouchard. “Once you have an IDIQ, you are then allowed to bid as a prime contractor at any or all of these operating locations, depending on what category of service you are positioned to provide.” Whether companies become the sole provider at a base or deliver services as part of a teaming arrangement where the demand for full spectrum training is exceptionally high remains to be seen. The USAF estimates the contract could involve between 30,000 and 40,000 hours of flying annually once the program is fully ramped up. The award is a major breakthrough in the U.S. for the Montreal-based company, which is also pursuing a U.S. Navy fighter services contract likely to be released in late 2019. Top Aces launched the interim CATS program in the mid 2000s and has spent the past 15 years gaining experience and investing in aircraft and advanced technology. In October 2017, under the banner of Discovery Air Defence, it retained the CATS program with a 10-year deal worth about $480-million that includes options to extend the service to 2031 and the value to as much as $1.4 billion. Success to the south would not have been possible without the “industry leading” certification and airworthiness standards demanded by the RCAF and Transport Canada, said Bouchard. “It is as close to a commercial equivalent certification standard as you will find in the world. With small exceptions, we are certified to the same standards as a commercial airliner or business jet. At the same time, we are fully audited and certified under military airworthiness regime. The quality, airworthiness and safety requirements were very high from the beginning ... That is where the USAF and other first-tier air forces want to go to.” To meet the training requirements of next-generation fighters such as the F-35 Lightning II and F-22 Raptor, Top Aces will be the first commercial provider to acquire and configure the F-16 Falcon to replicate a wide range of threats. The company has a binding contract with an undisclosed allied country to acquire 12 Block 15 A /B models. “The F-16 really is our growth platform for the future, especially for advanced adversary training,” explained Bouchard. “It is the most prolific adversary aircraft in the western world. It is the adversary aircraft of choice just because of its performance characteristics. It is a fourth-generation aircraft, so from an aircraft architecture standpoint, it can be equipped and configured in so many different ways ... And it is also scalable given there were more than 4,000 F-16s built. It is still a production aircraft. It has a lot of existing support in terms of sustainment.” The F-16 was proposed as a possible addition to the Canadian program, and may still come into play once a replacement for the CF-188 Hornets is selected. The USAF contract, however, gave the company the green light to file an application with the U.S. State Department for acquisition and transfer of the frontline aircraft. Under the terms of the CAFCAS deal, Top Aces must have an initial 12 aircraft in service by October 2020, though Bouchard hopes to be ready sooner. The fleet will be based at the F-16 Center of Excellence, near the company's U.S. headquarters in Mesa, Ariz. Top Aces has developed an advanced adversary mission system over the past five years for its principle fleets of Dornier Alpha Jets, Douglas A-4 Skyhawks and Bombardier Learjet 35A aircraft. While portions of the system are specific to each aircraft type and training mission, much of the common architecture will be transferable to the F-16, he said. To deliver the F-16 as a cutting-edge training platform, however, the company will also have to invest in advanced sensors, encrypted datalinks, high-end jamming and weapons capabilities that can realistically represent the latest adversary threats at exercises like Red Flag. “We need to be able to seamlessly integrate into that (encrypted network) and have both the aircrew and the systems to fly the scenario that the blue force wants on a given a day,” said Bouchard. “That requires advanced aircraft with advanced systems.” Critical to that capability is the experience of Top Aces' pilots. All are former air force with over 3,000 flight hours and many were aggressor pilots, fighter weapons instructors or U.S. Navy Top Gun pilots. But the secret sauce may be the maintainers and engineers, he said. Most have decades of experience maintaining legacy aircraft in a commercial context and understand the challenge of managing obsolescence issues. At a time when many air forces are struggling to retain talent enticed by the commercial sector, highly specialized aggressor training services are a way to return a dividend to the military for its investment. The combination of embedded service experience, platforms and technological capabilities provides a pedigree that can be readily exported as air forces grapple with the high costs of training for fighter pilots, naval crews and ground forces, including joint terminal attack controllers. Bouchard noted that current customers such as the German Armed Forces and possible future customers like the U.S Navy and Australian Defence Force, with whom the company recently completed a two-year trial, are predicting significant increases in their red air training volumes. “These are signals of where the industry is going,” he said, “and I think we bring a piece of the solution.” “We are committed to delivering a flexible, cost-effective and unique readiness training solution,” said Russ Quinn, president of Top Aces Corp and a former USAF aggressor pilot with over 3,300 flight hours in an F-16. https://www.skiesmag.com/news/top-aces-credits-rcaf-experience-for-usaf-adversary-air-contract

Top Aces Inc., a world leader in airborne training, announced that it will receive a new investment in share capital from Clairvest Group Inc., its lead shareholder, the Caisse de dépôt et placement du Québec (CDPQ) and its other existing investors. This financing will support Dorval, Que.-based Top Aces' international expansion, allowing it to acquire new aircraft to enhance and diversify its service. “This investment provides major support for the growth of our airborne training services, particularly in rapidly-expanding international markets,” said Paul Bouchard, president and chief executive officer of Top Aces. “By joining our existing investment partners, CDPQ further solidifies a strong and long-term shareholding base that will enable Top Aces to take on new challenges in new countries.” “Top Aces is a Quebec company recognized for the quality of its services and its unparalleled safety record within the air training sector,” said Charles Émond, executive vice-president, Québec, Private Equity and Strategic Planning, at CDPQ. “With this investment, Top Aces will pursue international growth and consolidate its leadership position within its industry.” https://www.skiesmag.com/press-releases/top-aces-secures-100-million-in-financing-for-international-expansion

by Chris Thatcher Complications with the technical manuals for the Royal Canadian Air Force (RCAF) CC-295 search and rescue (SAR) aircraft could delay delivery of the first plane. Manufacturer Airbus Defence and Space unveiled the first C295W (CC-295 is its Canadian designation) in its distinctive RCAF search and rescue paint scheme in mid-October at its production facility in Seville, Spain, and was anticipating handover by the end of the year. While members of the SAR test and evaluation flight of 434 Operational Test and Evaluation Squadron have been in Seville since early fall to assess the aircraft and complete various flight and technical manuals, the Air Force has yet to accept the aircraft. “There have been challenges in the completion of the required technical manuals, which are required for all aspects of safe aircraft operation — from flying to maintenance,” the RCAF and assistant deputy minister (materiel), the military's acquisition branch, said in a statement. “Technical manuals are a critical component when it comes to the safe operation of any fleet. The safety of our aviators is simply not something we are willing to compromise on. We continue to collaborate with Airbus, prioritizing the work required in order to deliver the new search and rescue aircraft safely and effectively.” In a statement to CTV News, an Airbus spokesperson said, “Work on operational technical publications is under review to ensure these are tailored to the customer's requirements and additional time is required.” Airbus will deliver 16 of the twin-propeller CC-295 aircraft to replace the de Havilland CC-115 Buffalo and Lockheed Martin CC-130 Hercules used in a search and rescue role. Despite the delay, the RCAF is still expecting to bring the first aircraft to 19 Wing Comox. B.C., by April 2020. “While it is not yet known if this will cause a delay in final delivery, we remain optimistic that the supplier can work towards an acceptable solution so that our on-site testing and evaluations can be done prior to flying the first aircraft to Canada next spring, as previously planned,” said a spokesperson. In its statement to CTV, Airbus said it had been working “tirelessly to meet the demanding delivery milestones of the Canadian [fixed-wing search and rescue] FWSAR program and to date the company has successfully completed design, development, certification and manufacture of the aircraft, as well as the first stages establishing the program's support operations in Canada.” In addition to the first aircraft, six more CC-295s are in final assembly or completing flight test. Aircrew and maintainers with 418 Search and Rescue Operational Training Squadron, reactivated on July 11, 2019, began initial cadre training on the CC-295 at Airbus' facility in Spain in September. The aircraft will operate from four main bases in Comox, Winnipeg, Man., Trenton, Ont., and Greenwood, N.S. https://www.skiesmag.com/news/first-delivery-of-airbus-c295w-to-rcaf-could-be-delayed