Nouvelles

By: Jen Judson WASHINGTON — The Sikorsky-Boeing SB-1 Defiant coaxial demonstrator flew more than 100 knots in a Jan. 13 flight test as the aircraft — built for the U.S. Army's Joint Multi-Role Technology Demonstrator program — continues to expand its flight envelope in weekly sorties. The aircraft also maneuvered at 30-degree bank turns during the flight in a test of its agility at the Lockheed Martin-owned Sikorsky's Development Flight Test Center in West Palm Beach, Florida. Defiant has been flying for nearly a year. Its first flight was in March 2018 after a delay to the program to challenges mostly related to the manufacturing its rotor blades. The program seems to have picked up the pace. In October, Ken Eland, Boeing's director and manager of its Future Long-Range Assault Aircraft program, told reporters that the aircraft flew three times in March and April, but the company took a pause in flight operations after discovering an issue with the gearbox of the propulsion system test bed, or PSTB, which the team is using for extensive ground tests of the aircraft. Defiant was back up in the air by Sept. 24 when it flew in every direction at speeds of 20 knots. The company said last fall that it planned to push the aircraft to 40 knots and believed it would be able to hit top speeds of 250 knots, which is more than the 230-knot requirement set by the Army. The aircraft is one of two demonstrators flying as part of the Army's Joint Multi-Role Technology Demonstrator, or JMR TD, program, which is meant to inform the service's Future Vertical Lift programs of record, specifically a future long-range assault aircraft the Army wants to field by 2030. The other demonstrator is Bell's V-280 Valor tilt-rotor demonstrator, which as been flying for more than two years and recently completed autonomous test flight series in December. While the official JMR TD phase has ended, according to the Army, both Valor and Defiant continue to fly as each team works to drive down risk related to technology development that would ultimately help a possible program of record move more quickly down the road. Even though the two demonstrators are in different places in their flight test plans, Maj. Gen. Thomas Todd, the program executive officer for Army aviation, said earlier this month that the service wasn't planning to wait for each competitor to reach the same goal posts before proceeding. The only advantage a vendor might have in meeting timelines is that it is able to burn down risk in technology development, he added. The Army is preparing to award an other transaction authority contract to begin a competitive demonstration and risk reduction, or CDRR, effort in March. An OTA is a type of contract that enables rapid prototyping. The CDRR will consist of two phases that last approximately one year each. “In the CDRR, we're really trying to develop a weapons system, not the tech demonstrator,” Brig. Gen. Wally Rugen, who is in charge of the Army's aviation modernization, recently said. “So we're trying to take it to the next level.” https://www.defensenews.com/land/2020/01/17/defiant-exceeds-100-knots

By: Nigel Pittaway MELBOURNE, Australia – Australian defense leaders this week denied claims that their department was urged to consider alternatives to the navy's plans of buying 12 large conventionally-powered submarines from France's Naval Group. The claims, reported by local news media in the wake of an Australian National Audit Office (ANAO) report about the program earlier this week, suggested negotiations with Naval Group were at such a poor state the Commonwealth-appointed Naval Shipbuilding Advisory Board had earlier recommended drawing up contingency plans. However, in a statement released Wednesday by Secretary of Defence Greg Moriarty, Chief of Defence Force Gen. Angus Campbell, Chief of Navy Vice Admiral Mike Noonan and Deputy Secretary Naval Shipbuilding, Tony Dalton, denied the claims. “Contrary to media interpretations of ANAO's latest report on the Future Submarine Program, Defence was not advised to ‘walk away' from Naval Group by the Naval Shipbuilding Advisory Board,” the statement read. “In line with best practice and following the advice of the Advisory Board, Defence has continued to assess all of the risks that attend this highly complex program. At each stage, we are adopting relevant risk mitigation strategies. The ANAO acknowledges that Defence has taken steps to manage risks.” The 12 Attack-class submarines are being acquired under Australia's Sea 1000 (Future Submarine) program to replace six existing Collins-class boats which, without a major service life extension program, will need to be retired by 2036. The design is based on the French Barracuda-class nuclear attack boat, and the program is valued at either $34.5 billion (50 billion Australian dollars), or $55.2 billion (AUD 80 billion), depending on accounting practices. Either way, it is Australia's largest-ever defense acquisition program. The ANAO report, titled “Transition to Design,” found that the design phase of the program is already nine months behind schedule and two important milestones had been missed. It said Defence “could not demonstrate” its expenditure of $396 million (US $273 million) on the design to date has been fully effective in achieving the two milestones to date. The Defence Department has spent 47 percent of all program expenditure thus far on design work and, despite the risk mitigation strategies, it continues to describe program risk as “high”. “While the first scheduled major milestone under the Submarine Design Contract was reached five weeks later than planned, Defence and Naval Group are working towards the recovery of this delay by the next contracted major milestone in January 2021. Importantly, the delivery of the Attack-class submarine has not been delayed,” the statement continued. “Acknowledging the scale of this program, we remain confident that our work on the Attack-class program with Naval Group and Lockheed Martin Australia (as the Combat Systems Integrator) is progressing thoroughly and will result in the delivery of a regionally-superior submarine from the early 2030s, establishing a truly sovereign capability as we maximize the involvement of Australian industry.” The Sea 1000 program timeline calls for delivery of the first Attack-class boat in 2032 with service entry around 2034. https://www.defensenews.com/2020/01/17/australian-defense-leaders-defend-submarine-buy-with-frances-naval-group

Michael Bruno Woodward, Hexcel, United Technologies, Raytheon, L3 Technologies and Harris at first glance have relatively little in common, except they are mostly midsize suppliers and specialists primarily serving the aerospace and defense (A&D) market. Increasingly, that is exactly why they are pairing up—and if other recent deals are an indication, it could be one of the leading trends this year in A&D mergers and acquisitions (M&A). On Jan. 12, aircraft motion-control specialist Woodward and composites leader Hexcel proposed stock merger to create one of the largest independent A&D suppliers, with capabilities running from wing and engine parts to advanced materials used to make aircraft construction lighter. The companies have minimal sales overlap, which could help ease approval by antitrust regulators. The combined company, Woodward Hexcel, would hold key supplier positions on most major A&D programs, including: the Airbus A220, A320neo, A330neo and A350; the Boeing 737 MAX, 777X, 787 and Apache helicopter; Bombardier Global 7500; Embraer E-Jets E2; Gulfstream G500/600; and Lockheed Martin F-35 and CH-53. Perhaps more important for shareholders, the “merger of equals” between Woodward and Hexcel could become a lucrative stake. According to the companies, their combined revenue of $5.3 billion would place the new Woodward Hexcel sixth among major A&D suppliers (see graph). What is more, the combined company, which will be based in Fort Collins, Colorado, should generate about $1 billion in free cash flow—the proceeds used to fuel shareholder returns—in its first year. In turn, around $1.5 billion is expected to be sent to shareholders within 18 months of the deal's completion. The deal is expected to close in the third quarter of 2020. Initially, financial analysts who cover publicly traded A&D companies were surprised by the proposed combination. But tie-ups that see midsize specialists combining to provide greater portions of A&D systems and parts are likely to become more commonplace. Last summer, L3 Technologies and Harris paired to form L3Harris Technologies. By the summer of 2020, United Technologies and Raytheon are expected to close their own “merger of equals” to become Raytheon Technologies. “I think this deal is very similar to several other aerospace deals that we've seen the last 3-4 years,” Credit Suisse analyst Rob Spingarn says of Woodward Hexcel. “Right off the bat, it looks a lot like Harris and L3. If you line up the PowerPoint presentations from the two deals, they are almost mirror images of each other.” To that end, all of these companies have talked about increasing the amount of dollars spent on research and development (R&D). However, the so-called synergies from the combination of Raytheon Technologies are years off—assuming they occur at all—while rewards for shareholders will be almost immediate. The CEOs of Woodward and Hexcel assert that they will spend $250 million on R&D in the first full year after the deal closes, which according to analysts, is roughly in line with what they were going to spend separately. At the same time, the combined company expects to cut at least $125 million worth of recurring and redundant costs. Of course, each deal has its own criteria for justification: United Technologies looked to gain heft to fight off Airbus and Boeing supply-chain squeezes; Raytheon needed deeper pockets to fund defense technology plays; and L3 and Harris each wanted to become defense primes. Last but not least, Woodward and Hexcel CEOs say they see genuine opportunities to help commercial aviation become more sustainable through the lighter, more efficient design of aircraft and engines. A&D M&A consultants are preparing to release their year-end summaries for 2019, but dealmakers already are telling Aviation Week they expect a robust environment for M&A deals in 2020, albeit not universally across the industry. For instance, sub-tier commercial aviation suppliers like “mom and pop shops” will continue to be gobbled up, especially by private equity investors directly or through holding companies as they seek to form new middleweight suppliers. Defense technology specialists also remain hot targets, as evidenced by the mid-December announcement that government services heavyweight Leidos is buying boutique aircraft and defense systems provider Dynetics for $1.65 billion. But consolidation in space may take top billing amongst the bevy of startups funded by a venture capital surge in recent years, with major assets such as Maxar Technologies' MDA subsidiary being sold to private equity investors at the end of December. Space-sector combinations could be another major trend for 2020, according to Matt O'Connell, managing partner at Seraphim Capital—the firm that funded the buildup of GeoEye, now a core part of Maxar after MDA. “I think there are a lot of deals out there waiting to be done,” he says. https://aviationweek.com/air-transport/new-trend-acquisitions-mergers-equal-different?

This is an abbreviated article based on the 1200+ word article ‘Can Surging Demand For New Fighters Create New-Generation Momentum?' from Aviation Week & Space Technology's Aerospace 2020 issue. The world's fighter market will thrive in 2020. A long-repressed call to replace aging fighter fleets around the globe is finally gaining momentum, as overall defense spending levels continue to rise. A sharp growth spurt in fighter output in 2020 will revive decades-old production models that not long ago either seemed to be winding down or dormant, and will fuel investments in new long-range weapons, offensive electronic warfare, seamless connectivity, improved sensors and other new capabilities. The world's fighter community also will seek to clarify and define a new generation of tactical combat aircraft systems after 2030. As these programs come into sharper focus, the pressure will grow on industry, particularly in the U.S. and UK, to break from the traditional business model. As military officials become impatient with development schedules measured in decades, support is growing for acquisition policies that foster greater levels of competition by transferring ownership of the underlying technology to the government and away from the original equipment manufacturers. More impressively, the growth spurt in 2021 is expected even as the growth rate for the F-35 program begins to slow down, with the single-engine fighter family's share of the Western fighter market falling to 57% in 2021 from 65% in 2020. The slack will be picked up mainly by another U.S. company. Boeing's share of the overall fighter market will rise to 19% in 2021 from 12% in 2020, as the U.S. Air Force revives F-15EX deliveries and the Navy receives the first F/A-18E/F Block III. For the first time in nearly three decades, it is a good time to be in the fighter business. The market for new deliveries shrank dramatically after the Cold War and never regained momentum as production ramp-ups were prolonged and in some cases strangled. The tide has turned since 2017 especially as the market's most dominant player, the Lockheed Martin F-35, finally began a steep climb to full-rate production in 2023. https://aviationweek.com/defense-space/z/worlds-fighter-market-set-thrive-2020?elq2=064db0d3873a4d659f22c8952ec14826

Le groupe britannique de défense BAE Systems a annoncé lundi le rachat en numéraire de plus de 2 milliards de dollars d'actifs aux groupes de défense américains United Technologies et Raytheon, en train de finaliser leur rapprochement. BAE va acquérir un système de géolocalisation militaire à Collins Aerospace, filiale de United, pour quelque 1,9 milliard, et également reprendre pour 275 millions de dollars l'activité de radio tactique aéroportée de Raytheon. Ces transactions sont soumises à "la réalisation effective de la fusion de Raytheon et United Technologies et à l'accord des autorités", précise BAE. Ces actifs, qualifiés d'"opportunités uniques" par le directeur général de BAE Charles Woodburn, sont sur le marché dans le cadre de désinvestissements requis par les autorités américaines de la concurrence pour approuver le rapprochement de Raytheon et United Technologies. Ils "complètent fortement notre activité de systèmes électroniques basée aux Etats-Unis" et présentent "de fortes perspectives de croissance". Ils devraient aussi "avoir un impact positif immédiat sur les résultats et la trésorerie" de BAE, précise le communiqué. L'activité de géolocalisation, dont le rachat sera financé par endettement, devrait générer un chiffre d'affaires de 359 millions de dollars et un excédent brut d'exploitation (adjusted EBITDA) de 127 millions de dollars en 2020. Celle de radio pour l'aviation militaire, "qui conçoit un vaste éventail de systèmes de communications sensibles avec le département américain de la Défense, les gouvernements alliés", affiche "un long historique d'innovations". Elle devrait générer un chiffre d'affaires de 125 millions de dollars en 2019, avec un effet positif immédiat sur les résultats et la trésorerie. Elle devrait être financée par des liquidités existantes. https://www.journal-aviation.com/actualites/43690-bae-rachete-pour-plus-de-2-milliards-de-dollars-d-actifs-a-united-technologies-et-raytheon

By: Charles Romine Artificial Intelligence (AI) promises to grow the economy and improve our lives, but with these benefits, it also brings new risks that society is grappling with. How can we be sure this new technology is not just innovative and helpful, but also trustworthy, unbiased, and resilient in the face of attack? We sat down with NIST Information Technology Lab Director Chuck Romine to learn how measurement science can help provide answers. How would you define artificial intelligence? How is it different from regular computing? One of the challenges with defining artificial intelligence is that if you put 10 people in a room, you get 11 different definitions. It's a moving target. We haven't converged yet on exactly what the definition is, but I think NIST can play an important role here. What we can't do, and what we never do, is go off in a room and think deep thoughts and say we have the definition. We engage the community. That said, we're using a narrow working definition specifically for the satisfaction of the Executive Order on Maintaining American Leadership in Artificial Intelligence, which makes us responsible for providing guidance to the federal government on how it should engage in the standards arena for AI. We acknowledge that there are multiple definitions out there, but from our perspective, an AI system is one that exhibits reasoning and performs some sort of automated decision-making without the interference of a human. There's a lot of talk at NIST about “trustworthy” AI. What is trustworthy AI? Why do we need AI systems to be trustworthy? AI systems will need to exhibit characteristics like resilience, security and privacy if they're going to be useful and people can adopt them without fear. That's what we mean by trustworthy. Our aim is to help ensure these desirable characteristics. We want systems that are capable of either combating cybersecurity attacks, or, perhaps more importantly, at least recognizing when they are being attacked. We need to protect people's privacy. If systems are going to operate in life-or-death type of environments, whether it's in medicine or transportation, people need to be able to trust AI will make the right decisions and not jeopardize their health or well-being. Resilience is important. An artificial intelligence system needs to be able to fail gracefully. For example, let's say you train an artificial intelligence system to operate in a certain environment. Well, what if the system is taken out of its comfort zone, so to speak? One very real possibility is catastrophic failure. That's clearly not desirable, especially if you have the AI deployed in systems that operate critical infrastructure or our transportation systems. So, if the AI is outside of the boundaries of its nominal operating environment, can it fail in such a way that it doesn't cause a disaster, and can it recover from that in a way that allows it to continue to operate? These are the characteristics that we're looking for in a trustworthy artificial intelligence system. NIST is supposed to be helping industry before they even know they needed us to. What are we thinking about in this area that is beyond the present state of development of AI? Industry has a remarkable ability to innovate and to provide new capabilities that people don't even realize that they need or want. And they're doing that now in the AI consumer space. What they don't often do is to combine that push to market with deep thought about how to measure characteristics that are going to be important in the future. And we're talking about, again, privacy, security and resilience ... trustworthiness. Those things are critically important, but many companies that are developing and marketing new AI capabilities and products may not have taken those characteristics into consideration. Ultimately, I think there's a risk of a consumer backlash where people may start saying these things are too easy to compromise and they're betraying too much of my personal information, so get them out of my house. What we can do to help, and the reason that we've prioritized trustworthy AI, is we can provide that foundational work that people in the consumer space need to manage those risks overall. And I think that the drumbeat for that will get increasingly louder as AI systems begin to be marketed for more than entertainment. Especially at the point when they start to operate critical infrastructure, we're going to need a little more assurance. That's where NIST can come together with industry to think about those things, and we've already had some conversations with industry about what trustworthy AI means and how we can get there. I'm often asked, how is it even possible to influence a trillion-dollar, multitrillion-dollar industry on a budget of $150 million? And the answer is, if we were sitting in our offices doing our own work independent of industry, we would never be able to. But that's not what we do. We can work in partnership with industry, and we do that routinely. And they trust us, they're thrilled when we show up, and they're eager to work with us. AI is a scary idea for some people. They've seen “I, Robot,” or “The Matrix,” or “The Terminator.” What would you say to help them allay these fears? I think some of this has been overhyped. At the same time, I think it's important to acknowledge that risks are there, and that they can be pretty high if they're not managed ahead of time. For the foreseeable future, however, these systems are going to be too fragile and too dependent on us to worry about them taking over. I think the biggest revolution is not AI taking over, but AI augmenting human intelligence. We're seeing examples of that now, for instance, in the area of face recognition. The algorithms for face recognition have improved at an astonishing rate over the last seven years. We're now at the point where, under controlled circumstances, the best artificial intelligence algorithms perform on par with the best human face recognizers. A fascinating thing we learned recently, and published in a report, is that if you take two trained human face recognizers and put them together, the dual system doesn't perform appreciably better than either one of them alone. If you take two top-performing algorithms, the combination of the two doesn't really perform much better than either one of them alone. But if you put the best algorithm together with a trained recognizer, that system performs substantially better than either one of them alone. So, I think, human augmentation by AI is going to be the revolution. What's next? I think one of the things that is going to be necessary for us is pulling out the desirable characteristics like usability, interoperability, resilience, security, privacy and all the things that will require a certain amount of care to build into the systems, and get innovators to start incorporating them. Guidance and standards can help to do that. Last year, we published our plan for how the federal government should engage in the AI standards development process. I think there's general agreement that guidance will be needed for interoperability, security, reliability, robustness, these characteristics that we want AI systems to exhibit if they're going to be trusted. https://www.nist.gov/blogs/taking-measure/trustworthy-ai-conversation-nists-chuck-romine

Maxar announced it signed a definitive agreement to sell its Canadian business, MDA, to Northern Private Capital (NPC). You can read the details in our press release. I would like to assure you that MDA is committed to continuously delivering the high-quality of service that our customers expect. Maxar and MDA will continue normal operations through the expected close of the transaction, which we believe will happen within 12 months, after the standard U.S. and Canadian regulatory approval. After the close, the MDA team will operate as a private, stand-alone company within NPC's portfolio, retaining its name and standing as the leading space and defence company in Canada. MDA will remain an important business partner and supplier to Maxar, and Maxar will be MDA's largest customer. Additionally, the companies will continue to sell each other's complementary satellite data. NPC is a Toronto-based investment firm led by John Risley and Andrew Lapham. It has created a Canadian investment fund to finance this transaction. NPC views Canada's renewed commitment to utilizing space for its civil and defence needs as a strong opportunity to bring MDA home to Canada. MDA will remain dedicated to its work for the Canadian government and as a merchant supplier to the international community. Maxar's leadership team and Board of Directors believe this transaction best positions Maxar for growth in the future. Once closed, it will enable Maxar to reduce its debt load and focus on substantial growth opportunities in its core markets of Earth Intelligence and Space Infrastructure. And likewise, MDA will be able to focus on capturing large, Canadian programs in the future, in addition to addressing commercial and export markets.

Moorestown, N.J., January 14, 2020 – Through partnerships with the U.S. Government, Spain, Japan, and Canada, Lockheed Martin's (NYSE: LMT) solid state radar (SSR) technology will provide front-line defense to nations around the world with cutting-edge air and missile defense capabilities. These nations are part of a growing SSR family of 24 platforms, ushering in the next generation of maritime and ground-based advanced radar technology. The basis of SSR is the Long Range Discrimination Radar (LRDR), which the Missile Defense Agency (MDA) selected Lockheed Martin to develop in 2015 with an on-track delivery set for 2020. In 2019 Lockheed Martin's SSR for Aegis Ashore Japan was designated by the United States Government as AN/SPY-7(V)1. What is SSR Technology? SPY-7's core technology is derived from the LRDR program, which has been declared Technical Readiness Level 7 by the U.S. Government. The technology consists of a scalable and modular gallium nitride (GaN) based “subarray” radar building block, providing advanced performance and increased efficiency and reliability to pace ever-evolving threats. As part of its investment into the advancement of SSR, Lockheed Martin built a Solid State Radar Integration Site to conduct detailed testing to prove the maturity of the system and reduce fielding risk. Scaled versions of the LRDR site will be utilized for future radar programs including Aegis Ashore Japan, Canadian Surface Combatant and MDA's Homeland Defense Radar in Hawaii. Solid state offers powerful capabilities to detect, track and engage sophisticated air and missile threats, including the very complicated task of discriminating – or picking out – and countering lethal objects present in enemy ballistic missiles. The Lockheed Martin SSR uses state-of-the art hardware and an innovative software-defined radar architecture to meet current requirements while providing extensibility features to pace evolving threats for decades to come. Its unique maintain-while-operate capability provides very high operational availability and enables continuous 24-hour/7-day week operation. Solid state radar is a multi-mission system providing a wide range of capabilities, from passive situational awareness to integrated air and missile defense solutions. The combined capability and mission flexibility of Lockheed Martin's SSR has gained the attention of new and current users of the Aegis Weapon System, the world's premier air and missile defense combat suite. Meeting the World's Most Demanding Missions While LRDR is the first program to utilize Lockheed Martin's new SSR building blocks, over the past three years Lockheed Martin has consistently been selected in open competitions to equip an additional 24 platforms in four nations. SPY-7 provides several times the performance of traditional SPY-1 radars and the ability to engage multiple targets simultaneously with the latest proven interceptors. Spain's Ministry of Defense stated its preference for Lockheed Martin's technology for its five F-110 class frigates in 2017 and awarded the ship construction order to Navantia in 2019. These ships will host the first-ever S-band variants of the SPY-7 radar for the Spanish Navy. Production will be a collaboration between Lockheed Martin and Spanish company, Indra. When the frigates deploy in 2026 our SPY-7 variant will be integrated as part of the Aegis Weapon System. The frigates will also incorporate the International Aegis Fire Control Loop (IAFCL) integrated with SCOMBA, the national combat system developed by Navantia. Canada's Department of National Defence also selected Lockheed Martin as the naval radar provider for its 15 Canadian Surface Combatant (CSC) ships. Lockheed Martin's IAFCL is integrated with Canada's combat management system, CMS 330, developed by Lockheed Martin Canada for the Royal Canadian Navy's HALIFAX Class ships. The program will make Canada the owner of the world's second largest Aegis fleet, and our SPY-7 radar variant will enable CSC to conduct highly advanced maritime missions for decades to come. Mature, Cost-Effective Systems Ready Now Including LRDR, the 24 Lockheed Martin SSR platforms selected to date represent a total of 91 antennas of varying sizes, collectively composed of over 15,000 subarrays. On LRDR alone, Lockheed Martin has produced an equivalent of eight Aegis shipsets to-date. The U.S. Government's LRDR has a planned service life for decades to come and will be supported and maintained throughout that period. This ensures the U.S. and its allies will have a large and stable base of cost-effective logistics and support for many years in the future. About Lockheed Martin Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 105,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. View source version on Lockheed Martin: https://news.lockheedmartin.com/2020-01-14-Four-Nations-to-Be-Protected-with-Lockheed-Martins-Next-Generation-Radar

Andrew Eversden The Department of Interior awarded CenturyLink a contract potentially worth $1.6 billion for network security and IT modernization. Under the contract, a task order award under the GSA's Enterprise Infrastructure Solutions program, CenturyLink will provide Interior with managed core network services and managed access services. The contract has a base period of one year, a CenturyLink spokesperson said. According to the news release, there are 11 one-year options through 2032. “The Department of the Interior selected CenturyLink to deliver secure, modern network services that will help the agency achieve its mission to conserve and manage our nation's natural resources and cultural heritage for the benefit and enjoyment of the American people,” said David Young, CenturyLink senior vice president of public sector, in a statement. CenturyLink's managed core network services includes designing, engineering, building, securing, operating and maintaining Interior's enterprise network, along with cybersecurity services. The second area, manage access services, included securing cloud connectivity and WiFi services. The EIS program is a 15-year, $50 billion multi-award contract vehicle for federal agencies to use to purchased preapproved, secure IT and telecommunication services. CenturyLink was the first supplier given EIS authority to operate last March. In April last year, CenturyLink also won a task order under the contract to provide secure connectivity services to NASA, the first task order under the EIS program. https://www.federaltimes.com/it-networks/2020/01/16/who-won-interiors-16b-secure-network-contract