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30 septembre 2015 3 30 /09 /septembre /2015 12:35
CARAT 2011 - photo US Navy

CARAT 2011 - photo US Navy

 

September 28, 2015 By Grant Newsham

 

The country needs a more robust capability. Here’s how it can achieve it.

 

As Indo-Pacific nations build up their naval power, submarines, cruise missiles, aircraft carriers, jets, and frigates get the most attention. However, an underreported but significant regional trend over the last five years is widespread interest in amphibious capabilities.

Japan and Australia have created rudimentary amphibious forces, and New Zealand is working to develop one. Malaysia has publicly stated it wants a Marine Corps and even the small, remote Maldives has established a Marine Corps.

Apart from this, Asia also already has a number of Marine Corps or amphibious-capable ground forces. The ROK Marine Corps is one of the oldest and most capable, though largely tied to the Korean peninsula. The Chinese People’s Liberation Army (PLA) has a large Marine Corps, and as the PRC pursues its territorial expansion strategies it understands the value of amphibious forces and is rapidly building new amphibious ships.

The Indonesian Marine Corps is expanding, while the Philippine Marines are working to upgrade their force. India has amphibious-capable forces, even though they lack adequate funding and focus, and Singapore is looking to improve its amphibious capabilities. Bucking the trend, the competent Taiwan Marines have been pared down in recent years – to the point where they may eventually be ineffective.

The Royal Thai Marine Corps (RTMC) has a long history and can conduct amphibious operations. It has performed superbly in the south against separatist insurgents, and made important contributions to winning the nearly 30-year long Communist insurgency. However, the RTMC can make even greater contributions to Thailand’s national security and to regional security as well. The RTMC is indeed a neglected strategic asset, but to understand why, one first must understand why amphibious capabilities are important.

 

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20 septembre 2015 7 20 /09 /septembre /2015 11:50
European defence collaboration – Back to the future

 

With the EU facing increasingly hostile environments to its east and south, defence collaboration is once again back at the centre of European integration efforts. In December 2013, the European Council held a debate on defence for the first time since the entry into force of the Lisbon Treaty.

In its conclusions, the European Council identified priorities for stronger cooperation: improving EU rapid response capabilities, enhancing the development of military capabilities, and bolstering Europe’s defence industry. After decades of defence cutbacks across the continent, there are a growing number of shortfalls in European military capabilities.

 

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20 septembre 2015 7 20 /09 /septembre /2015 11:50
Putting numbers on capabilities: defence inflation vs. cost escalation

 

Imagine a world without weapons: no battle tanks, no combat helicopters, no nuclear submarines – a world at peace, presumably. This world might soon come true if we believe what US aerospace businessman Norman R. Augustine famously predicted in 1983, namely that “in the year 2054, the entire [US] defence budget will purchase just one aircraft”.

Very little has changed since then: costs for defence equipment are still skyrocketing while, in parallel, our defence budgets have largely slid into a downward spiral. The world, however, has hardly become more peaceful – especially in Europe’s neighbourhood. As a result, a better understanding by policymakers of the relation between (cripplingly) expensive capabilities and complex security challenges appears to be much in need.

 

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14 septembre 2015 1 14 /09 /septembre /2015 12:50
"Il faut absolument avancer dans la coopération entre Européens" (Jorge Domecq, Agence européenne de défense)

"Toutes les possibilités d'établir des programmes en coopération sont le seul moyen d'intégrer l'industrie de la défense en Europe", estime le directeur exécutif de l'Agence européenne de défense, Jorge Domecq

 

14/09/2015 par Michel Cabirol – LaTribune.fr

 

Lors de l'Université d'été de la défense, qui se tient le 14 et 15 septembre à Strasbourg, le directeur exécutif de l'Agence européenne de défense, Jorge Domecq, appellera à une consolidation de l'industrie de la défense en Europe. Sinon, explique-t-il, "elle perdra des capacités industrielles et technologiques dans les cinq à dix ans".

 

Quelle est votre ambition pour l'Agence de défense européenne (AED)?
Depuis que je suis arrivé à la tête de l'AED, j'ai établi des priorités dans des domaines où je pense que l'Agence peut aider à bâtir une Europe de la défense, qui est inscrite dans le Traité de Lisbonne. Nous devons disposer d'instruments au sein de l'Agence pour atteindre cet objectif. J'ai donc soumis aux ministres de la Défense des pays membres un plan de travail en trois volets pour ne pas disperser les efforts de l'AED : soutenir les efforts des Etats membres dans le développement de capacités structurantes, par exemple dans la mise en place d'un programme de drone de surveillance européen ; contribuer au renforcement de la base industrielle de défense en Europe notamment à travers la Recherche et technologie, être le relais des intérêts de la communauté défense dans les enceintes européennes. Nous ne sommes qu'une petite agence de 125 personnes. Mon action, et donc mon ambition, dépend uniquement de la volonté des Etats membres. Ce sont souvent des questions de souveraineté nationale que nous traitons. Nous ne pouvons avancer qu'avec l'accord des Etats.

 

Quel bilan tirez-vous du sommet européen du 25 et 26 juin?
Il était important que l'Europe se rende compte qu'elle n'a plus de temps à perdre sur les questions de défense. Chaque année qui passe, se pose effectivement la question du poids de l'industrie de la défense européenne. Pourquoi ? Pour être un contributeur à un monde plus stable et un monde en paix, l'Europe doit disposer de capacités opérationnelles et donc d'une base industrielle et technologique robuste . Je voudrais insister sur un élément très important de ce sommet: l'action préparatoire en matière de recherche. La Commission Européenne, en étroite concertation avec l'Agence européenne de la défense, planifie son prochain cycle de financement de projets en recherche et développement incluant - pour la première fois - des possibilités de financement pour la recherche et technologie dans le domaine de la défense. Il s'agit d'une avancée majeure, tant pour les ministères de la défense que pour la Commission européenne. Nous commencerons des 2016 avec des projets-pilotes.

 

Quelles sont vos trois priorités?
Premièrement l'Agence doit se concentrer sur le développement de capacités pour la défense européenne. Et nous voulons développer des programmes en coopération structurants d'un point de vue opérationnel et industriel à la fois pour les grands et les petits pays. Par exemple, dans la lutte contre la menace initiée par les mini-drones. Sur le plan opérationnel, nous devons aider les armées européennes à disposer de capacités leur permettant d'agir ensemble si les pays le souhaitent. Sur le plan industriel, nous devons pousser à une intégration progressive des industries de défense. L'offre capacitaire est aujourd'hui trop fragmentée en Europe. Il faut harmoniser dès le départ les décisions portant sur les besoins militaires des ministères de la Défense. Cela donnerait d'abord de la visibilité aux industriels et pourrait contribuer à une intégration au moment du lancement de la production.

 

Sinon?
Si l'Europe perd ces capacités industrielles et technologiques dans les cinq à dix 10 ans à venir, alors son poids, comme partenaire pour d'autres pays, y compris pour nos alliés, va faiblir. L'Europe deviendra alors un contributeur secondaire. Nous avons donc besoin d'avancer dans les domaines capacitaires et d'avancer vers une plus grande intégration de l'industrie pour qu'elle soit plus compétitive et qu'elle dispose d'un poids technologique à la hauteur des futurs besoins de la défense européenne.

 

Peut-être pouvez-vous influer sur les priorités concernant la recherche?
C'est effectivement notre deuxième priorité. Comme l'Agence n'a ni la taille, ni les instruments régulatoires ni financiers adaptés pour mettre en route une politique industrielle commune à l'Europe, nous avons la possibilité de créer un réseau d'experts pour stimuler la recherche et de consolider les besoins de nos forces armées. C'est précisément dans les activités de recherches et d'innovations que nous pouvons arriver à une harmonisation. La politique de soutien aux PME dans le domaine de la recherche et l'innovation est aussi très importante pour essayer d'intégrer l'industrie européenne de la défense. En général, l'AED doit servir d'outil pour soutenir l'industrie européenne de la défense qui pourrait être confrontée d'ici à quelques années à de graves problèmes.

 

Quels sont les thèmes de recherche que l'AED souhaite développer?
Pour l'AED, il est fondamental que les efforts dans le domaine de la recherche répondent bien sûr à des améliorations technologiques. Mais ce qui est plus important, nous devons concentrer l'élan de notre industrie sur des priorités capacitaires au niveau européen. Un plan de travail, le Plan de développement des capacités (Capability Development Plan), a été adopté par les ministres de la Défense en novembre 2014. Ce sera notre guide pour les efforts dans le domaine de la recherche et des futurs programmes menés en coopération, que ce soit sur une base multilatérale, ou dans le cadre de l'AED.

 

Et votre troisième priorité?
Nous devons nous assurer que les politiques générales mises en place par l'Union européenne dans différents domaines n'ont pas d'impact sur les politiques de défense. Par exemple, le programme européen « Ciel ouvert » avec son pilier technologique SESAR a un impact important sur les capacités des forces aériennes européennes, qui disposent in fine de la plus grande flotte européenne. En Europe, il y a 150.000 vols militaires par an effectués par plus de 9.500 avions. L'AED a été désignée par les ministères de la défense pour représenter les intérêts militaires auprès de la Commission européenne. Nous jouons un peu le rôle de sentinelle de la défense dans les politiques européennes en général. En même temps, l'Agence travaille sur des projets qui vont permettre aux forces aériennes d'accéder à des financements de l'Union européenne pour intégrer des adaptations technologiques sur tous les appareils de contrôle de l'espace aérien dans les années à venir.

 

L'Europe ne devrait-elle pas avoir une défense commune, les menaces étant en grande partie communes à tous les pays européens?
Absolument. Les menaces actuelles au sud et à l'est de l'Europe impliquent une mise en commun des moyens européens. Mais pas seulement. Avec la crise économique actuelle, le mot d'ordre doit être la coopération dans le secteur de la défense. Cela devrait être un must. Au contraire, aujourd'hui seulement 8% des dépenses R&T de défense en Europe sont consacrés à des programmes en coopération. Il faut absolument avancer dans la coopération entre Européens. Mais peut-être pas à 28 sur tous les dossiers. Nous n'avons plus le choix même si nous retardons encore les décisions. Les pays européens doivent dépenser plus efficacement qu'aujourd'hui leurs ressources dédiées à la défense. Par exemple, l'Europe ne peut pas dépenser la moitié de l'argent que les États-Unis mettent chaque année dans la défense et n'obtenir que 15% de leurs résultats en terme de restitution opérationnelle.

 

Quelles économies pourraient faire les ministères de la Défense?
On peut se demander si effectivement il est raisonnable que les ministères de la Défense consacrent 50% des dépenses de défense en Europe aux salaires des personnels au moment où les Etats réinvestissent dans leurs capacités de défense. Déjà 16 pays de l'OTAN, dont douze pays de l'Union européenne, ont décidé d'augmenter leurs dépenses de défense C'est très important que des pays arrêtent de couper leurs dépenses de défense. Il faut que cet argent soit dépensé de façon plus efficace. Notamment qu'il bénéficie à des efforts de recherche menés en commun, ou à des programmes en coopération dans le domaine de l'armement.

 

Mais les programmes en coopération coûtent en général plus cher que les programmes nationaux...
... Pas dans tous les cas. Il est clair que nous avons eu des mauvaises expériences dans le domaine de la coopération dans le passé. Tout le monde a en tête des programmes qui ont coûté beaucoup plus cher qu'initialement prévu, y compris parce que la l'architecture mise en place pour mener à bien ces programmes n'était pas appropriée ; et aussi parce que les Etats ne sont pas parvenus à harmoniser leurs spécifications. C'est le cas sur l'hélicoptère de transport, le NH90. Mais il faut se demander si c'est raisonnable et soutenable de maintenir encore 14 types de chars de combat et 19 véhicules blindés en Europe. La coopération est vraiment nécessaire.

 

Comment pouvez-vous réduire les surcoûts des programmes en coopération?
Le travail de l'Agence est d'identifier les besoins capacitaires très tôt et de tenter rallier le plus grand nombre de pays sur un programme avant même que la chaine de décision au niveau national commence à bouger. Dès qu'il y a des intérêts nationaux et industriels, il est beaucoup plus difficile de faire travailler ensemble des pays sur un programme. C'est pour cela que qu'il est très important de commencer à faire bouger les lignes avec la recherche. Nous devons absolument faire ce travail sur les lacunes capacitaires européennes déjà identifiées.

 

Et concrètement? 
Sur les futurs programmes en coopération, nous devons agir différemment. Premièrement, nous devons harmoniser les besoins militaires très tôt et, ensuite, laisser l'industrie exécuter le programme sans aucune intervention des Etats. Deuxièmement, il faut absolument réduire les temps de prise de décision dans les pays membres. Cela prend trop longtemps et, parfois, les capacités arrivent en retard. Ce sont deux axes de travail sur lesquels l'Agence va se concentrer. Nous devons nous inspirer des industries les plus novatrices dans le domaine civil.

 

L'AED pourrait-elle lancer le futur système aérien de combat piloté ou pas?
Cela pourrait être un programme structurant. En tout cas, l'Agence est là si les pays membres souhaitent profiter de ce cadre. D'autant que l'Agence agit à la carte. Il n'y a aucun problème de lancer un programme avec deux pays ou plusieurs. Nous travaillons à la mise en place d'incitations fiscales pour favoriser les coopérations. C'est également un axe de travail très important.

 

Quel est le niveau d'adhésion des pays européens à une Europe de la Défense ? Existe-t-il vraiment une adhésion collective, notamment des pays appartenant à l'OTAN?
J'aimerais que les Etats membres utilisent plus l'Agence qu'ils ne l'utilisent aujourd'hui. Il faut avancer à la carte. L'AED a le potentiel pour faire plus en matière d'Europe de la défense mais il faut que les Etats viennent à l'Agence avec des programmes qu'ils veulent mener en coopération. Et cela ne concerne pas seulement les pays appartenant à l'OTAN. Car des pays qui ont foi en l'Europe de la défense n'utilisent pas l'Agence au maximum. J'aimerais que cela change.

 

Même le concept de "pooling and sharing" n'a pas véritablement explosé...
... L'idée de "pooling sharing" est encore là. Mais ce concept est arrivé au moment où les budgets de défense étaient réduits. En réaction, les pays ont renationalisé leur approche de la défense pour sauver des emplois. Mais nous avons eu des réalisations intéressantes dans le domaine de l'entrainement par exemple. Même les pays les plus eurosceptiques participent à des programmes dans le domaine des hélicoptères, des avions de transport. Des programmes qui représentent une vraie possibilité pour mieux utiliser les moyens réduits dont l'Europe dispose.

 

En clair, vous défendez une politique des petits pas.
Peut-être mais cette initiative va déboucher dans deux ou trois ans sur la création de groupes d'utilisateurs (« users groups »). Des pays, qui ont une même capacité, pourraient décider de se regrouper en matière d'appui logistique, d'entretien, de pièces détachées. Ce qui leurs ferait faire des économies. C'est le futur pour beaucoup de pays. Et je crois, même si c'est une question très sensible, à une spécialisation du travail dans le domaine de la défense. De facto, cela est déjà en train de se produire. Il y a beaucoup de taches que des pays ne peuvent plus se permettre de continuer à faire. Par exemple, des pays n'ont plus de capacités dans la lutte contre les mines. Ils confient cette mission à un autre partenaire ou à un allié. Cette division du travail existe déjà dans les pays du Benelux.

 

Et que pensez-vous des pays qui achètent du matériel américain?
J'ai un message pour ces Etats. Dans les pays qui sont en train d'augmenter leurs dépenses de défense, je souligne la responsabilité des gouvernements dans le processus d'intégration de leur industrie dans l'industrie européenne de défense. Ils ont la possibilité avec les systèmes de défense du futur d'établir une base technologique dans leur pays. J'attends qu'ils prennent une décision dans ce sens. C'est à eux de décider quel est le meilleur chemin pour disposer à l'avenir d'une base industrielle dans leur pays.

 

Prenons l'exemple de la Pologne qui a le choix d'acheter du matériel américain ou de profiter d'offres de transferts de technologies importants de la part de l'industrie européenne.
Au-delà de ces achats de court terme, je pense que le point le plus important, dans le cas de la Pologne ou d'autres pays, est d'identifier des programmes de coopération pour produire les prochains systèmes dont nous aurons besoin. Il faut commencer maintenant car les systèmes dont les militaires vont avoir besoin devront livrer dans cinq à dix ans. La Pologne doit prendre ces décisions maintenant. Par exemple, nous devons penser à produire la troisième génération de chars de combat en Europe. Faisons-le ensemble et pas chacun dans son coin.

 

Justement le rapprochement entre Nexter et Krauss-Maffei Wegmann n'est-elle pas une bonne base de travail?
Toutes les possibilités d'établir des programmes en coopération sont le seul moyen d'intégrer l'industrie de la défense en Europe.

 

Vous avez beaucoup évoqué une intégration industrielle européenne. Pourquoi ne pas consolider l'AED, l'OCCAR et la NSPA (Nato Support and Procurement Agency)?
La défense est un domaine très complexe... Et chaque pays a ses arrière-pensées et ses difficultés théologiques qu'il faut respecter. Il faut jouer avec les équipes que l'on a.

 

Mais mettre la préparation de l'avenir, l'exécution des programmes et leur entretien ne serait-il pas logique?
Bien sûr mais la logique politique n'a pas toujours l'obligation de suivre la logique matérielle.

 

Aujourd'hui comment l'AED et l'OCCAR coopèrent?
La relation est très bonne. Nous avons les idées très claires sur ce que nous devons faire à l'AED et à l'OCCAR. Et je peux vous citer un exemple - l'acquisition d'une flotte d'avions ravitailleurs pour la Pologne, les Pays-Bas et la Norvège - où notre coopération a été efficace. L'AED a déterminé les besoins militaires et le business case. Puis l'OCCAR va s'occuper de la procédure d'achat des avions. Et enfin, l'entretien des appareils sera confié à une agence de l'OTAN, la Nato Support and procurement agency (NSPA). Dans ce cas, il y a eu une division du travail. Par ailleurs, l'AED travaille à convaincre d'autres pays à se joindre à ce programme. D'ici à la fin de l'année, au moins deux autres pays devraient rejoindre le programme.

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26 juillet 2015 7 26 /07 /juillet /2015 11:50
Federica Mogherini appoints new chairmen for EDA Steering Boards


Brussels - 13 July, 2015 by EU Defence Agency
 

Federica Mogherini, Head of the European Defence Agency, appoints three new chairmen for the EDA Steering Boards in National Armaments Directors, Capability Directors and R&T Directors compositions.

 

Following consultations, the three new chairs are:

  • National Armaments Directors: Deputy Minister Daniel Koštoval (CZ), with effect from 1 September 2015;
  • Capability Directors: Lt Gen Erhard Bühler (DE), with effect from 1 January 2016;
  • R&T Directors: Dr Bryan Wells (UK), also from 1 January 2016.

“I first want to thank the outgoing chairs for their outstanding contribution to the work of the Agency”, said Jorge Domecq. “At the same time, I am confident that the professional experience and personal qualities of our incoming chairs will make them excellent chairmen. The Steering Boards at the level of National Armaments Directors, R&T Directors and Capability Directors provide important decision-making forums. The Agency is at the service of its Member States: their input is vital to planning cooperative defence projects.”

 

Deputy Minister Daniel Koštoval started his career in Czech Ministry of Foreign Affairs in 1996. Between 1998 and 2002 he worked at NATO in Brussels before moving to Moscow and Washington. In October 2011 he became first Director of the Security Policy Department and then Director General of the Section of Non-European Countries at the Czech Ministry of Foreign Affairs. He was appointed First Deputy Minister of Defence in April 2013 and State Secretary in the Ministry of Defence in February 2014. He has held his current position as Deputy Minister – Head of the Defence Policy and Strategy Division at the Ministry of Defence since January 2015.

 

Lieutenant General Erhard Bühler joined the German Federal Armed Forces in 1976. Between 1984 and 2006 he held command positions within the armed forces as well as senior posts at the German Ministry of Defence before becoming Deputy Chief of Staff V in 2006. In 2013, he was appointed Commander of the NATO Joint Warfare Centre in Stavanger. He has held his current position of Director Defence Plans & Policy and Head of the Directorate General for Planning in the Federal Ministry of Defence in Bonn since August 2014. Lieutenant General Bühler also served in two combat missions. In 2004 he deployed to Prizren as Commander of the 9th German Kosovo Force Contingent and from 2010 to 2011 he served as NATO Commander KFOR in Pristina.

 

Dr Bryan Wells joined the UK Ministry of Defence in 1988. He served as Assistant Private Secretary to the Secretary of State for Defence 1989-1992, and has held a range of other posts, including NATO and European Defence Policy 1997-1999, and Counter-Proliferation and Arms Control 2002-2008. During 1999-2002 he was on secondment to the Department of Justice. Dr Wells joined UK Defence Science and Technology in 2008. His responsibilities include the provision of strategic policy advice on all aspects of the Ministry’s science and technology programme.

 

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18 juin 2015 4 18 /06 /juin /2015 10:50
photo EDA

photo EDA

 

Brussels - 18 May, 2015 European Defence Agency
 

Defence Ministers today formalised their contribution in view of the European Council at the Steering Board of the European Defence Agency (EDA). It complements the contributions from the High Representative /Head of Agency Federica Mogherini and Commissioner Bieńkowska. Among others, Ministers agreed on analysing the implications of hybrid warfare for European defence capability development, on further incentivising defence cooperation including the Preparatory Action on CSDP-related research, on a SME Action Plan, on potential basic principles, objectives and actions for a Security of Supply regime as well as future priorities of the Agency. 

 

Capability development

During today’s meeting, Defence Ministers welcomed the progress achieved in the implementation of the 2013 European Council Conclusions. The four capability programmes on Air-to-Air Refuelling, Cyber Defence, Remotely Piloted Aircraft Systems and Governmental Satellite Communications endorsed by the European Council in 2013 are making good progress in line with their roadmaps. 

Cooperative programmes are important for enhancing capabilities in Europe, but also for clarifying priorities for industry. Defence Ministers agreed that potential additional priority capability areas could be investigated using the Agency’s Capability Development Plan, an assessment of cooperative opportunities derived from the Collaborative Database (CODABA) and EU wider policies. 

The Agency was also tasked to conduct an analysis of the implications of hybrid warfare for European defence capability development in light of the changed security environment to the East and South. The analysis might form part of wider efforts, co-ordinated by the External Action Service and also including the Commission, to analyse the impact of hybrid warfare on the European security environment and to identify, and recommend improvements to existing EU tools and instruments that are best suited to counter this threat.

 

Incentives for defence cooperation

While Member States spent 26% of their defence equipment budget in collaborative procurement in 2011, this ratio was 16% in 2013. There is a need to spend better on defence, and to do more together. 

Defence Ministers today confirmed the need for  EDA to work on  non-market distorting fiscal and financial measures to further incentivise defence cooperation. Tangible progress has been achieved on VAT exemption for ad hoc projects in EDA, with the support of the Commission and the Belgian authorities. Three pilot cases currently benefit from VAT exemption. Formalisation of this VAT exemption is pending the currently ongoing review of the EDA Council Decision.

EDA is investigating with Member States financial engineering mechanisms in support of defence cooperation, including a potential European investment fund for defence, for example to improve the availability of funds and the synchronisation of budgets allocated to cooperative programmes. This fund could be part of the pooled procurement mechanism. In addition, EDA has initiated contacts with the European Investment Bank to investigate potential financial support to the industrial sector and cooperative programmes of a dual-use nature.

In November 2014 the EDA proposed and Member States approved a Policy Framework for long-term and systematic cooperation. Its objective is to provide a coherent basis for defence cooperation in Europe, from priority-setting through in-service support to disposal/decommissioning.

 

Preparatory Action on CSDP-related research

There is a need to halt the continuing decline in investment of defence R&T and maintain competence in areas of critical technologies. The Preparatory Action on CSDP-related research, and its potential follow-on action in the next Multiannual Financial Framework, could provide fresh impetus. Ministers of Defence supported the progress achieved towards the development of the Preparatory Action by the European Defence Agency and the European Commission in close cooperation with the Member States.  They endorsed consolidated views pushing for a defence-oriented and CSDP-related Preparatory Action. The European Council in June 2015 is expected to provide further guidance. 

 

SME Action Plan

Defence Ministers furthermore agreed on revised guidelines for facilitating access to the defence market for Small and Medium-sized Enterprises (SMEs), supporting the implementation of the  Agency’s SME Action Plan. SMEs are considered to be the backbone of the EU economy in terms of jobs creation, growth and innovation. The role of SMEs in the European Defence Technological and Industrial Base (EDTIB) has gradually increased over time, partly as a result of greater outsourcing. The non-binding guidelines were prepared in close cooperation with the Member States and the European Commission. They contain recommendations dedicated to access to supply chain, access to finance, support to innovation, competitiveness and industrial performance, and security of supply aspects. 

 

Security of Supply

Security of Supply arrangements are indispensable for the sustainment of operations, the development of long-term planning and cooperation, and the functioning of the internal market for defence. The December 2013 European Council called on the Commission to develop with Member States and in cooperation with the High Representative and the EDA a roadmap for a comprehensive EU-wide Security of Supply regime, which takes account of the globalised nature of critical supply chains. Due to the significance and multi-dimensional nature of the Security of Supply and taking into account experience gained from its work and activities, the EDA has together with its Member States identified potential basic principles and objectives of such a  regime as well as actions that could be taken at the intergovernmental level. Proposed actions include establishing specific measures to ensure access  to critical capabilities and technologies, e.g. through an early-warning or prioritisation mechanism, developing a mechanism to address concrete short term shortfalls, promoting cross-border cooperation, and bringing the supply and demand side closer together, for example through user-clubs.

 

Future priorities of EDA 

Ministers of Defence today endorsed the future priorities of the EDA including three core activities to further strengthen defence cooperation: support the development of capabilities and military cooperation; stimulate defence R&T to prepare the capabilities of tomorrow and support the EDTIB; and ensure that the interests and specificities of defence are taken into account in wider EU policies.

Under the authority of Federica Mogherini, the Head of the Agency, EDA is a key instrument for supporting and facilitating defence cooperation in Europe. EDA’s strength is that it is Member State-owned and -driven. To date, EDA has managed around 150 R&T projects with a total aggregate budget of almost €500m. 

 

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4 avril 2015 6 04 /04 /avril /2015 11:50
Lieutenant General Wolfgang Wosolsobe, Director General of the EU Military Staff

Lieutenant General Wolfgang Wosolsobe, Director General of the EU Military Staff

 

01-04-2015 - by SEDE

 

The Subcommittee will hold an exchange of views on the state of play of the EU military rapid response capabilities with Lieutenant General Wolfgang Wosolsobe, Director General of the EU Military Staff.

 

 

When: 16 April 2015

 

Further information

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19 mars 2015 4 19 /03 /mars /2015 12:50
source ead-minerve.fr

source ead-minerve.fr

 

19-03-2015 - SEDE

 

The Subcommittee will consider the draft report on impact of developments in European defence markets on the security and defence capabilities in Europe (Rapporteur: Ana GOMES, S&D).

 

When: 24 March 2015

 

Further information Draft agenda and meeting documents

 

Draft report: The impact of developments in European defence markets on the security and defence capabilities in Europe (Rapporteur: Ana Gomes)

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18 mars 2015 3 18 /03 /mars /2015 17:20
DoD to Boost Modernization of Weapons, Capabilities

 

Mar 17, 2015 ASDNews Source : AFPS

 

This year, the Defense Department will move aggressively to reverse the trend of chronic underinvestment in weapons and capabilities, the deputy defense secretary said here today.

 

Bob Work spoke this morning about defense modernization and the department’s proposed fiscal year 2016 budget before an audience attending the McAleese/Credit Suisse Defense Programs Conference.

The bottom line, he said in prepared remarks, is that “because of budget uncertainty and restrictions imposed by Congress, and because of our unrelenting focus on the readiness of forward deployed forces, we're chronically underinvesting in new weapons and capabilities.”

Work added, “That should give all of us pause because our technological dominance is no longer assured.”

 

Modernization = Technological Superiority

The U.S. military’s technological superiority is directly related to its modernization accounts, the deputy secretary said, so this year the department is moving to redress the long-deferred modernization to stay ahead of competitors and potential aggressor nations.

Work said the White House has helped by approving about $21 billion in added requirements over the Future Years Defense Program.

“This came with added funding, which has allowed us to make targeted investments in space control and launch capabilities, missile defense, cyber, and advanced sensors, communications, and munitions -– all of which are critical for power projection in contested environments,” he said.

The White House also added funding to help the department modernize its aging nuclear deterrent force, Work said.

 

Supporting Ongoing Operations

The department’s fiscal 2016 base budget request is $534 billion, or $36 billion above the FY16 sequestration caps, he said, adding that it’s “only the first year of a five-year Future Years Defense Program. When considering fiscal years 2016 through 2020, our planned program is approximately $154 billion over the sequestration caps.”

The department also is asking for $51 billion in overseas contingency operations funding, Work said, “to support our campaign against the extremist [Islamic State in Iraq and the Levant], ongoing operations in Afghanistan, and other operations in the Central Command area of responsibility.”

The global demand for U.S. forces remains high, particularly for deployable headquarters units, intelligence, surveillance and reconnaissance assets, missile defense, and naval and aerospace forces. The global operating tempo also remains high, he added.

Together, the deputy secretary said, these requests provide funding needed to recover readiness over the next several years, invest in long-deferred recapitalization and modernization, and meet global demands placed on the military by the National Security Strategy.

 

The Ragged Edge

 “The leaders of this department believe firmly that any significant reduction in funding below what is in the president's budget, or a broad denial of the reform initiatives that we have proposed to Congress, would mean the risks to our defense strategy would become unmanageable,” the deputy secretary said.

 “Quite frankly,” he added, “we’re at the ragged edge of what is manageable.”

Adding to the pressure on defense systems, potential competitors are developing capabilities that challenge the U.S. military in all domains that put space assets and the command and control system at risk, Work said.

 “We see several nations developing capabilities that threaten to erode our long-assured technological overmatch and our ability to project power,” he added.

These include new and advanced anti-ship and anti-air missiles, and new counter-space, cyber, electronic warfare, undersea and air attack capabilities, Work said.

 

Erosion of Technical Superiority

In some areas, he added, “we see levels of new weapons development that we haven’t seen since the mid-1980s, near the peak of the Soviet Union’s surge in Cold War defense spending.”

The department, Work said, is addressing the erosion of U.S. technological superiority through the Defense Innovation Initiative, a broad effort to improve business operations and find innovative ways to sustain and advance America’s military dominance for the 21st century.

 “The DII’s leading focus is to identify, develop and field breakthrough technologies and systems,” he said, “and to develop innovative operational concepts to help us use our current capabilities in new and creative ways.”

The ultimate aim is to help craft a third offset strategy, he added.

 

Third Offset Strategy

After World War II the United States used nuclear weapons development to offset Soviet numerical and geographic advantage in the central front, and again changed the game in the 1970s and 1980s with networked precision strike, stealth and surveillance for conventional forces, Work explained.

Now, he said, “we will seek to identify new technologies and concepts that will keep the operational advantage firmly in the hands of America’s conventional forces, today and in the future.”

Central to the effort is a new Long-Range Research & Development Planning Program, the deputy secretary said.

The LRRDP was created to identify weapons and systems in the force that can be used in more innovative ways, promising technologies that can be pulled forward and long-range science and technology investments that can be made now for a future payoff.

 

Invitation to the Table

Technologies that might be associated with a new offset strategy are being driven by the commercial sector, he said.

These include robotics; autonomous operating, guidance and control systems; visualization; biotechnology; miniaturization; advanced computing and big data; and additive manufacturing like 3-D printing.

 “The third offset strategy is an open invitation for everyone to come to the table … to creatively disrupt our defense ecosystem. Because we'll either creatively disrupt ourselves or be disrupted by someone else,” Work said.

 

Game-changing New Technologies

Funding dedicated to the effort includes the department’s annual $12 billion in science and technology accounts, and the FY 2016 budget request creates a reserve account to resource projects expected to emerge from the DII, he said.

 “The FY 2016 budget submission also invests in some fantastic, potentially game-changing new technologies that we can more quickly get into the force,” Work added, “as well as longer-range research efforts.”

Over the Future Years Defense Program, for example, the department is investing $149 million in unmanned undersea vehicles, $77 million in advanced sea mines, $473 million in high-speed strike weapons, $706 million in rail gun technology, and $239 million in high-energy lasers.

And, he said, a new Aerospace Innovation Initiative will bring people together to develop a wide range of advanced aeronautical capabilities to maintain U.S. military air dominance.

 

Solving Operational Challenges

Work said the department’s innovation must be “broad-based and rooted in realistic war gaming –- a big priority of mine -– more experimentation, and new concept and leadership development to enable our people to adapt to situations we can’t yet imagine.”

The third offset strategy is looking to solve specific operational challenges, the deputy secretary said, using the electromagnetic spectrum as an example.

“Electronic Warfare is often regarded as a combat enabler, but more and more it is at the actual forefront of any conflict,” he said. “To ensure we remain ahead in this increasingly important space, today I’m signing out a memo that establishes an Electronic Warfare, or EW, Programs Council.”

 

Electronic Warfare Programs Council

The senior-level oversight council will have the lead in establishing and coordinating DoD’s EW policy and will be co-chaired by Undersecretary of Defense for Acquisition, Technology and Logistics Frank Kendall and Vice Chairman of the Joint Chiefs of Staff Navy Adm. James A. Winnefeld Jr., he said.

Compared to the platforms that carry EW suites, the deputy secretary added, it is a relatively small investment but has the potential for a very high payoff.

“Our potential competitors seek to contest the EW space, an area where we retain a decided lead,” Work said. “But that lead is tenuous, and we believe that there has been insufficient focus on EW across the department.”

 

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15 mars 2015 7 15 /03 /mars /2015 12:50
Global Firepower (GFP) ranking 2015


source Global Firepower (GFP)
 

Global Firepower (GFP) provides a unique analytical display of data concerning today's world military powers. Over 100 world military powers are considered in the ranking which allows for a broad spectrum of comparisons to be achieved concerning relative military strengths.

The user should note that nuclear capability is not taken into account as that would defeat the purpose of such comparisons. Instead, the GFP ranking is based strictly on each nation's potential conventional war-making capabilities across land, sea and air. The final ranking also incorporates values related to resources, finances and geography. Some statistics have been estimated where official numbers are not publicly available.

The GFP ranking is based on a formula utilizing over fifty different factors, compiled and measured against each nation. Bonuses (ex: low oil consumption) and penalties (ex: high oil consumption) are applied to further refine the list. The finalized GFP value is recognized as the "Power Index" (PwrIndx) which supplies a nation its respective positioning in the rankings.

 

Global Firepower (GFP) ranking 2015

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13 mars 2015 5 13 /03 /mars /2015 08:50
Helicopter Capability: Defence Minister Philip Dunne at RAF Benson



12 mars 2015 Defence HQ

 

The MOD has delivered some of the most technologically advanced and well supported helicopter fleets in the world over the last year. In the last 12 months, the Puma Mk2, Merlin Mk2, Chinook Mk6 and both the Royal Navy and British Army Wildcats have all been declared ready for operational use. As a result, UK forces now have new military capabilities that can be deployed around the world. The Merlin Mk2 is currently delivering vital support in Sierra Leone to tackle the spread of Ebola; the Puma Mk2 is preparing to contribute to NATO’s training and assistance mission in Afghanistan; and the Royal Navy Wildcat is deploying for global maritime operations.

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3 mars 2015 2 03 /03 /mars /2015 18:35
Australian Light Armoured Vehicle in Puckapunyal, Victoria

Australian Light Armoured Vehicle in Puckapunyal, Victoria

 

19 February 2015 Minister for Defence

 

The Minister for Defence, the Hon. Kevin Andrews MP, today announced the Australian Government has given First Pass approval for project LAND 400 Phase 2 – Mounted Combat Reconnaissance Capability. The Request for Tender has been released for the multi-billion dollar project to replace the Australian Defence Force’s Australian Light Armoured Vehicle (ASLAV).

Mr Andrews, together with the Minister for Industry and Science, The Hon. Ian Macfarlane MP, urged Australian industry to take advantage of opportunities arising from project Land 400 Phase 2.

Speaking at the Puckapunyal Army Base, Mr Andrews said Australian industry would have the opportunity to participate in both the acquisition and support phases.

“The ASLAV is the ADF’s current mounted combat reconnaissance vehicle and has seen extensive operational service, including in East Timor, Iraq and Afghanistan,” Mr Andrews said.

“The fleet will reach the end of its life around 2021. The Government is committed to replacing and enhancing the Army’s fleet of combat vehicles and other land force capabilities to best protect our soldiers.”

Mr Macfarlane said the prime contractors leading bids to provide the new vehicles would be expected to maximise Australian industry content while ensuring an effective capability, without detriment to the quality, interoperability, schedule or cost of the project.

“When it comes to Defence contracts, Australian suppliers want a piece of the pie,” Mr Macfarlane said.

“The Government’s broader policy settings, including our Industry Innovation and Competitiveness Agenda and Advanced Manufacturing Growth Centre, are focussed on building on our strengths and maximising opportunities for investment and job creation.

“Australian industry must continue to demonstrate that it can be competitive, and can be a vital, long-term contributor to supply chains and support strategies.”

The upcoming Defence White Paper will confirm the remaining scope of the program, which is likely to provide an infantry fighting vehicle, currently partly provided by the M113 Armoured Personnel Carrier, a manoeuvre support vehicle, and an integrated training system.

When fully delivered, the LAND 400 Program will allow Army to successfully sustain mounted close combat against emerging and future threats as part of a joint force.

Australian companies wishing to be involved as sub-contractors to have the opportunity to pursue a range of opportunities including:

· Component and parts supply;

· Integration of Australian communications, sensor and weapons systems;

· Engineering and testing;

· Facilities; and

· Vehicle sustainment and logistics.

This process is consistent with the successes achieved by Australian companies in winning work in other major Defence procurement programs including the international Joint Strike Fighter program.

Defence continues to provide assistance to industry through a number of other related and successful programs including the Global Supply Chain program and Team Defence Australia.

 

Australian suppliers are being encouraged to register at: http://www.defence.gov.au/dmo/AboutDMO/OurStructure/GMLandandMaritime/LandSystems/Content/land400industryopp.aspx

 

Industry registration link: http://www.defence.gov.au/dmo/AboutDMO/OurStructure/GMLandandMaritime/LandSystems/Content/land400industryopp.aspx

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17 janvier 2015 6 17 /01 /janvier /2015 12:50
Three ways to reindustrialise Europe with dual-use technologies

 

Brussels - 09 January, 2015 by Claude-France Arnould - Chief Executive of the European Defence Agency

 

Widely used in everything from tennis rackets to Formula 1 cars, carbon fibre was originally developed by the UK Ministry of Defence in the early 1960s for military applications. Back then an esoteric and expensive material, it’s become price-competitive with its intense strength and durability for its weight. Similarly, head-up displays were developed to enable fast jet pilots to have key information presented in their view of the outside world, rather than having to frequently look down into the cockpit. This technology has progressively spread into civil aviation and more recently into cars, with the advantage of always keeping one’s eyes on the road.

These are only two of many examples illustrating how defence research can benefit the global economy and power Europe’s re-industrialisation. Reciprocally, the fast development of technologies in the civilian world can be essential to the emergence of cutting-edge defence systems.

The difficult times our economies are facing today mean that Europe is losing ground to its faster-growing Asian and American counterparts. This concern of the defence community is shared by Heads of State and Government: in this context, it is of paramount importance to invest in all the technologies and production capabilities that are essential to maintain Europe’s competitiveness.

However, Europe still suffers from legal and psychological barriers between civilian and military research – barriers that our competitors do not have. These limitations seriously hamper our capability to “cross-fertilise” developments from both worlds. The issue has been acknowledged at the highest level: in December 2013, the European Council itself tasked the European Defence Agency and other bodies to better exploit civil-military synergies. This issue should be tackled in three ways:

 

1/ Desegmentation of civil and military research

If we want the civilian and defence worlds to effectively cross-feed each other, then it is necessary to proceed with the desegmentation of civil and military research. By allowing funding to flow from one side to the other, major spin-offs between defence and civil research could be achieved. It is worth remembering that few technologies are military or civil by nature, especially at low technological readiness. Only when applied and used in a given system does a specific technology become military or commercial.

Today, this cross-fertilisation is limited by several factors, such as the legitimate confidentiality surrounding sensitive defence applications, but also the competitive advantage that might result from a cutting-edge civil technology. However, security regulations and intellectual property rights are here to address this issue. The main barrier is the lack of a comprehensive policy approach for all parties involved.

 

2/ Optimisation and prioritisation of technology-based production capabilities

The application of innovative technologies often requires considerable investments to move from the lab to serial production. And very often, such investments are only viable if this production is designed to address all potential markets: civil, defence and space. The European Defence Agency, in close cooperation with the Commission and industry, is investigating which key enabling technologies need a priority and focused investment effort to sustain the European supply chain. These are technologies such as components (silicum, gallium arsenide, infrared detectors), carbon fibre or optical devices. Europeans need to invest in these domains to levelthe playing field then to define priorities on related key industrial capabilities.

Meanwhile, it is essential to optimise available resources. The civil, space and defence domains need to be addressed together by a comprehensive business plan to yield cost savings while boosting innovation capabilities. This is the only way forward if we want to see Europe re-industrialise.

 

3/ Increase funding for defence research

Defence research budgets have been cut by 20% over the last six years. The risk is real to lose the ability to reach critical mass in a number of technology areas. This would not only jeopardise Europe’s strategic autonomy, but would also impede the long-term competitiveness of its high-tech commercial industry. It has been said that defence and space are to aviation what Formula One is to the automotive industry: a formidable cradle of innovation and technological breakthroughs.

The situation is all the more worrying since, according to a study commissioned by the European Defence Agency, the multiplier effect on GDP growth for an investment in defence research & technology is 12 to 20 times higher than in other areas of public spending. Therefore, investment in defence R&T must be a logical component of any comprehensive growth policy.

The Agency is also supporting Member States by contributing to the Commission’s work on an R&T Preparatory Action related to the Common Security and Defence Policy (CSDP), as called for by the December 2013 European Council. If successful, this Preparatory Action could give birth to a wider defence research programme at European level, the impact of which will be all more the important since cross-fertilisation with other European research and innovation initiatives will be maximised. The benefits can be enormous, both for the civilian and defence sectors.

 

Source

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17 janvier 2015 6 17 /01 /janvier /2015 12:20
Crédits MDN Canada

Crédits MDN Canada

 

14 janvier 2015 par Jacques N. Godbout – 45eNord.ca

 

Les délais et le manque de capacité conduisent à des niveaux jamais vus de fonds d’acquisition non dépensés et menacent les capacités militaires, affirme David Perry, analyste principal de l’Institut de la Conférence des associations de la défense.

 

«Il est irréaliste de s’attendre à ce que le processus d’acquisition de la défense du Canada puisse être ‘réparé’», va même jusqu’à dire David Perry dans le 21e numéro des Cahiers Vimy de l’Institut intitulé «Remettre le mot ‘armé’ dans les Forces armées canadiennes: améliorer l’acquisition de l’équipement de défense au Canada».

Les compressions budgétaires qui ont commencé en 1989 ont mené à une décennie d’approvisionnements de défense limités, rappelle le rapport.

En février 2014, le gouvernement du Canada a annoncé une Stratégie d’approvisionnement en matière de défense du Canada (SAMD) conçue pour réformer la façon dont le Canada s’approvisionne en équipement militaire.

Le système canadien a connu des problèmes particuliers dans le passé et la situation restera probablement la même, alors que le temps de faire l’acquisition d’équipement militaire en est rendu à des «niveaux records», souligne-t-il.

«Bien que la SAMD soit une initiative louable, elle ne va pas régler d’elle-même les problèmes actuels», conclut David Perry.

Il note que que le ministère de la Défense fait face à une difficulté sans précédent à dépenser l’argent alloué aux approvisionnements. Depuis 2007/2008, une moyenne de 23% de l’argent disponible, soit un total de 7,2 milliards $, n’a pas été dépensée, écrit l’analyse.

La stratégie de défense Le Canada d’abord promettait le programme de recapitalisation le plus important depuis la Guerre de Corée, mais cette recapitalisation est gravement retardée, ce qui cause une érosion du pouvoir d’achat du programme d’immobilisation du ministère de la Défense, note le chercheur.

Des projets sont réduits ou annulés à cause de délais ou de la perte de pouvoir d’achat et la capacité et les ressources actuelles sont impuissantes à répondre aux demandes accrues, observe-t-il.

«Notre système d’approvisionnement n’est tout simplement pas assez robuste pour réussir», déclare David Perry. «D’ici à ce que soit articulée une nouvelle politique de défense, que les achats soient organisés en un système de priorités, et que des ressources adéquates soient appliquées, les militaires vont continuer à perdre de leur capacité», prévient-il.

 

Les recommandations

Tout en affirmant qu’il ne sera pas facile de «réparer» le système d’approvisionnement système auquel il colle l’étiquette de «cassé», le chercheur y va de 10 recommandations qui devraient permettre d’atteindre le but dont parlent constamment les militaires: fournir le bon équipement aux forces de combat en temps opportun.

  1. Terminer l’examen de la Stratégie de défense Le Canada d’abord et, dans le cadre de cet examen:
    – mettre en place priorités géostratégiques qui peuvent orienter les acquisitions futures;
    – résoudre l’inadéquation entre le financement et les capacités;
    – prioriser des acquisitions de défense prévus;
  2. Augmenter la taille du personnel travaillant aux acquisitions
  3. Accroître les compétences du personnel travaillant aux acquisition en améliorant l’accès à la formation, en réduisant le cycle d’affectation des fonctionnaires et des militaires affectés aux acquisitions, en reliant les rotations de personnel aux étapes clés des projets; et en créant un «cheminement de carrière» pour les spécialistes des achats militaires.
  4. Accroître les récents efforts déployés par la Défense nationale pour familiariser les autres agences et fonctionnaires avec le programme de la défense;
  5. Continuer à impliquer l’industrie dans le processus;
  6. Améliorer la communication sur les marchés de la défense, à la fois au sein du gouvernement et entre le gouvernement et le public. Accroître l’utilisation des séances d’information technique sur les fichiers-clés;
  7. Développer une base commune pour le cycle de vie des coûts qui est basée sur les meilleures pratiques et l’instituer au sein du gouvernement. Cela devrait inclure l’attribution de contingences de projet appropriées à la nature de chaque projet et au système d’approvisionnement canadien et veiller à ce les budgets des projets comprennent une protection contre la perte de pouvoir d’achat;
  8. Renforcer la flexibilité dans le plan d’investissement du ministère de la Défense pour tenir compte de l’escalade des coûts, des délais et des nouvelles priorités;
  9. Tenir compte des changements dans les budgets des projets actuels et futurs des coûts d’approvisionnement créés par la Stratégie de défense de l’approvisionnement
  10. Et, finalement, mettre en œuvre les changements de stratégie de défense de l’approvisionnement comme un ensemble complet, plutôt que des initiatives individuelles, et produire des rapports d’étape annuels sur la mise en oeuvre de la nouvelle stratégie.

 

En octobre 2014, du côté de la Marine royale canadienne le Chef – Service d’examen lançait lui-même un cri d’alarme.

Son rapport d’évaluation révélait que, bien qu’elle ait toujours, jusqu’ici, répondu aux attentes et aux demandes du gouvernement du Canada et du ministère de la Défense en ce qui a trait à la conduite des opérations, la Marine royale canadienne éprouvait «des difficultés à satisfaire certaines de ses exigences relatives à l’état de préparation».

Force était de constater alors qu’il devient de plus en plus difficile à la Marine royale canadienne d’être «là, toujours prête» à défendre les intérêts du Canada à l’échelle nationale et internationale.

Mais aujourd’hui, à moins de réparer rapidement le système d’approvisionnement militaire «cassé», c’est toute l’armée qui risque d’être «Forte, Fière, mais pas Prête»…

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19 décembre 2014 5 19 /12 /décembre /2014 16:50
Defence experts meet to discuss implications of Additive Manufacturing


Brussels - 19 December, 2014 European Defence Agency
 

More than 50 experts from Ministries of Defence, industry and academia have met in an EDA workshop held in ONERA to discuss the implications of additive manufacturing for defence capabilities.
 
Additive manufacturing, or 3D printing as it is more commonly known, has received widespread media attention in the past few years. From prototypes for car manufacturers through to a fully 3D printed house in the Netherlands, the technology has the potential to radically change manufacturing across a host of industries, defence industries. As such Additive Manufacturing has been recognised as a key cross-cutting technology that could enhance defence capabilities in the EDA’s group working on Materials and Structures.

3D printing has particular benefits for the defence industry – where the need for tailored or adapted components is important. The technology will enable the manufacturing of pieces on demand, reducing the logistics of deploying spare parts and also making possible to develop tailored parts for a damage system in operations.

 

Connecting European experts

The main objective of the EDA workshop was to identify the potential impact of these technologies in Defence. Twenty-two speakers from eight different MS provided an exhaustive overview of the technology. The workshop gave background information on the state of the art of different additive manufacturing technologies, on-going work at EU level, and provided an overview of related projects, their synergies and future activities.

The needs of the air, maritime, energy industry for defence applications were presented, highlighting the capability gaps and the need for research & technology. In addition, presentations on specific technologies and steps in the value chain were included, such as: High strength steel by SLM, protection and highly dynamic behaviour, functional integration and weight reduction, novel materials and structural repairing, process modelling, qualification, certification, international standards development, metal powder processes, and the road to production. The information gathered during the workshop will help to identify the areas were further research is needed for the application of this technologies in the Defence sector. Furthermore, the synergies created during the event will create a network of experts on Additive Manufacturing within the EDA framework.

 

More information

For further information contact GEM1@eda.europa.eu  

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18 décembre 2014 4 18 /12 /décembre /2014 19:50
European Defence Matters - The Role of the European Defence Agency

 

source EU Defence Agency

 

European Defence Agency is the place for defence cooperation enabling EU Member States to strengthen their defence capabilities. Find out more about the work of the Agency in this video.

The EDA was formed in 2004 to build and enhance cooperation between European Member States around a common goal of mutual security. The EU and member states need to be able to protect their citizens and interests locally and globally. The only EU member that does not participate is Denmark, meaning that there are 27 other member nations. It's mission is to improve the effectiveness of defence expenditure.

The European Defence Agency is bringing greater harmonisation into the operations of the European defence industry. Currently each member has rules about the operating standards of equipment and training, but each set of rules is slightly different creating a significant amount of administration. By developing a standard framework for these rules and procedures, EDA is helping to streamline the work of the European defence technological and industrial base and make defence cooperation smoother.

As this harmonisation gathers pace, defense cooperation can become more integrated and able to respond more swiftly to both military and humanitarian situations. There are also great benefits still to be unlocked by working more closely together as defense research projects can be combined with multiple members contributing to different parts of development and innovation. This work also includes the testing of munitions and missiles. In time this will bring Europe much closer to its goal of smart defence.

Greater defence cooperation, regulations, standardisation and certification also requires and enables an increase in defence capabilities and armament cooperation. These matters can help reduce costs for national budgets while simultaneously generating operational improvements. It has also been possible to benefit from access to the European Union's budget by providing funds for greater research and development.

The European Defence Agency also has an Action Plan that will bring about harmonisation in safety features. As with deployment and operating standards, there are also differences between the ways that weapons are stored, stockpiled and transported between EU Member States and eliminating these differences will lead to both safety and cost improvements. It is also believed that these changes will help the European ammunition industry to increase it's competitiveness as it will have less administration to deal with from different member clients.

EDA is also bringing members together to work much more closely towards maritime awareness and having the very best maritime picture. This enables different navies to share the same maritime picture when cooperating on joint missions, such as against piracy or anti drug trafficking operations. This network is called MARSUR and has 15 member states. It is a project for European navies that is built by European navies which enables it to provide the solutions that they want and need.

The current Chief Executive of the European Defence Agency is Claude-France Arnould. By overseeing the organisation and representing it at a political level, she has enabled the Ministries of Defence to come together and share best practices and ideas with their partners and help to develop the institution in the ways that they will benefit the most from. In her words, "Cooperation is no longer a luxury, it is a necessity".

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4 décembre 2014 4 04 /12 /décembre /2014 12:50
SEDE Meeting (3 dec.) - Budget, Capabilities, CSDP


04.12.2014 source SEDE
 

 
Budget 2015
On 3 December, the Subcommittee considered the draft opinion on Financial rules applicable to the general budget of the Union, by Rapporteur Christian Ehler (EPP). The committee responsible is BUDG (Rapporteur: Ingeborg Gräßle, EPP).
 
Building European military capabilities - SEDE
 
Logo NATO and EDA
On 3 December, the Subcommittee exchanged views with General Jean-Paul Paloméros, Supreme Allied Commander Transformation, NATO and Claude-France Arnould, Chief Executive, European Defence Agency, on military capability development in Europe, after the Wales NATO Summit and before the 2015 European Council.
 
 
Flag of Georgia
On 3 December, the Subcommittee debated the security situation in the South Caucasus after the signature of the "strategic partnership" between the Russian Federation and Georgia's breakaway region of Abkhazia with H.E. Natalie Sabanadze, Ambassador of Georgia to the EU.
 

Briefings on Defence Council and CSDP Civilian Missions - SEDE

 

SEDE meeting
On 3 December, the Subcommittee discussed the state of play of the EU's civilian missions with Kenneth Deane, Director, Civilian Planning and Conduct Capability, EEAS. It was also debriefed on the results of the Foreign Affairs Council (Defence) held on 18 November, by Maciej Popowski, Deputy Secretary General, EEAS.
 
 
Further information Meeting documents

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30 novembre 2014 7 30 /11 /novembre /2014 08:50
EDA outlines key priorities of the revised Capability Development Plan

 

Brussels - 19 November, 2014 European Defence Agency

 

The European Defence Agency has just published a brochure outlining the main features of the revised Capability Development Plan (CDP) endorsed by Member States earlier this year. It reflects current defence and security trends and proposes a list of priority actions

.

Since 2008, the European Defence Agency (EDA) has been producing a Capability Development Plan (CDP) to address long-term security and defence challenges. It looks at future security scenarios and makes recommendations about the capabilities European militaries will need to react to a variety of potential developments.  

The CDP is a comprehensive planning method providing a picture of European military capabilities over time. It can be used by Member States’ defence planners when identifying priorities and opportunities for cooperation. The European Defence Agency is coordinating this work done in close conjunction with Member States and other stakeholders such as the EU Military Committee. The CDP benefits from several inputs such as the Headline Goal Process, studies on long-term trends, lessons from operations and information on current plans and programs.

 

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9 octobre 2014 4 09 /10 /octobre /2014 18:50
EDA DTEB Database


8 oct. 2014 European Defence Agency

 

The DTEB Database is a web-based, access protected software tool for governmental Test and Evaluation centres.

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20 juin 2014 5 20 /06 /juin /2014 11:50
NATO capabilities

 

20.06.2014 NATO

 

We’ve added a new feature detailing Alliance capabilities on the NATO on Duty interactive map, which shows where the Alliance is working around the clock and around the world to keep our citizens free and safe now and for the future! 

The new button provides access to information about NATO’s key capabilities, such as air-, missile- and cyber-defence, special operations forces, precision munitions, maritime surveillance, etc. Click here, and then click on the Capabilities button above the map key.

NATO is a political and military organisation which allows the 28 nations of the Alliance to debate, decide and deploy quickly, seamlessly and effectively. From the skies of Iceland to the waters of the Indian Ocean, and from Afghanistan to the Atlantic, men and women from across the Alliance are engaged in operations and missions to keep our countries safe and make our world more secure.  #NATOonDuty!

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27 mai 2014 2 27 /05 /mai /2014 16:50
Peter Round: European Council prioritises EDA capability development initiatives

 

Brussels - 15 May, 2014 European Defence Agency

 

The European Council meeting in December 2013 provided a clear set of tasks for the EDA, with four areas of capability development identified as being particularly urgent. Peter Round, the EDA’s Capability Director, explains what this means for the Agency.

Air-to-air refuelling (AAR), remotely piloted aircraft systems (RPAS), governmental satellite communications and cyber defence are the key issues which the European Council has identified as areas in which the EDA should work to fill in immediate capability gaps.

“Although these four tasks certainly occupy pole position in the Directorate’s thinking, they are not our only concerns. We need to examine these priorities in the context of our work as a whole. However, each of these four areas is on the priority list for a reason and they are worth examining in some detail,” said Round.

 

There can be no doubt there is a fundamental shortfall in European AAR capability. In operations over Libya, over 80% of all AAR missions were flown by US aircraft. One of the first challenges to be overcome, according to Round, is that the requirement for AAR is very different in peacetime to that in time of crisis – and that leads to all sorts of priority setting issues. “The obvious issue is that more capacity is required, but the background is complex and varies from nation to nation, so some strategic thinking has been necessary,” he said.

The first issue, therefore, has been to determine the best method of exploiting the existing fleet and satisfying short term demand. One solution has been to improve the efficiency of allocating various national assets and – in a move that mirrors some of the initiatives undertaken for the European Air Transport Command (EATC) – to improve and accelerate the process for gaining diplomatic clearance for AAR missions over foreign territories.

A parallel and potentially difficult issue to resolve is the two types of AAR technologies available – “booms” and “reels/hoses and drogues”.  Not all aircraft can accept fuel from both systems. The Royal Air Force, for example, currently has no indigenous refuelling capacity for the Rivet Joint signals intelligence platforms it is currently bringing into service and must depend on other nations assets if AAR is required.

Increased efficiency also comes from assuring adequate (and regular) training and the EDA is organising a number of what Round describes as “practical flying events,” the most recent of which took place at Decimomannu in Sardinia in late 2013. The next such event will focus on the use of Italian Boeing B767 tankers later this year.

Apart from improving the efficiency of current assets, the EDA is also working on initiatives including one looking at exploiting excess national capacity (with the UK’s Voyager fleet being a prime example.  A key piece of work is support to a Dutch and Norwegian led initiative to acquire a fleet of Multi Role Tanker Transport (MRTT) aircraft which will make a significant contribution to European Capability through Pooling and Sharing, this aircraft will not only be a tanker but a very significant air transport asset as well.

 

The issues in the further evolution of RPAS are no less complex, but are significantly different. With the overwhelming majority of current requirements coming from the military – most of which, as Round said, have a provenance in the world of Urgent Operational Requirements – there is a tendency to forget that RPAS are most effective in an environment in which air supremacy is assured. Extending the RPAS capability from the military to the civil environment – in which the size of the market will be infinitely larger in the not-too-distant future – requires that attention be paid to a host of issues surrounding safety and public perception. “We absolutely have got to make RPAS acceptable ,” said Round.

The issue is one of the Agency’s Pioneer Projects, and aims at harnessing synergies in both military and civil domains, maximising dual-use technologies and overcoming the limitations of greater RPAS-use imposed by the lack of a harmonised framework allowing them to operate in civil airspace. Some of the problems associated with overcoming these limitations centre on the regulatory and certification domains.

In an important milestone, the MIDCAS (Midair Collision Avoidance System) project showed the capability of RPAS to operate safely beyond line of sight in a flight test in April 2013. “MIDCAS showed we are progressing towards ‘sense and avoid ;’ we have flown the airplane – it’s not pie in the sky,” said Round. He said “it has taken a long time – and great expense – to get to this stage but we have now reached the stepping-off point for the next generation: we’ve done it once, now we need to stop talking, and deliver a usable capability.” he said.

The DeSIRE programme (Demonstration of Satellites enabling the insertion of RPAS in Europe) has been a joint EDA/European Space Agency (ESA) initiative since 2010 and in spring 2013 achieved a significant progress during flight tests in Spain. Building on the capabilities the programme demonstrated, a joint investment programme, which was launched in 2012, will focus attention on solving the individual components of the issue – including sense and avoid, air traffic management interfaces and decision architecture - from this year. “There is cooperation in a host of disciplines – technological, training and maintenance among them” , said Round.

Most importantly we now have a Medium Altitude Long Endurance (MALE) community of users established through which we will continue work to move from our current Common Staff Requirement towards a Common Staff Target to define the next generation of RPAS for Europe.  “This is a very exciting development and clearly demonstrates the support within Europe for this type of Capability” said Round. 

 

A similar approach is being applied to the EDA’s work in the cyber domain, where the Agency provides “the defence element of a cross-Brussels cyber effort,” said Round. It is a domain that is sensitive, relatively new and not yet fully understood, though there have been no end of discussions trying to scope and size the credibility of the threat and therefore the appropriate nature of the response. “There is a lot of knowledge already in place, so the questions becomes where can we add value,” said Round.

The issue in cyber seems to revolve more around people than technology. Some observers estimate there is a requirement for fully trained cyber specialists is a hundred times the number in existence. This may seem like a scaremongering statistic  – but it is difficult to refute given current knowledge available in the public domain. As a result of the recognition of this and the picture revealed by the Agency stocktaking study, an unclassified version of which was presented in May last year, it is readily apparent that while there are strengths across Europe in leadership, personnel and interoperability work has to be done on doctrine, organisation and training.

So the EDA has conducted  a detailed Training Needs Analysis and currently works on building a comprehensive cyber defence curriculum. It is working closely with the US-led Multinational Capability Development Campaign to develop cyber defence operational planning and deploy situational awareness toolkits at headquarters level, thereby integrating consideration of cyber tasks into daily routines in missions and operations. It is working to promote its recently established Cyber Defence Research Agenda, the end result of which will be an R&T roadmap stretching out for the next ten years. It has already launched a project addressing the requirements for timely detection of advanced persistent threats – an area in which industrial espionage is as great a threat as military security. It has begun consultations under the umbrella of European Framework Cooperation to determine how to exploit the wealth of academic expertise in cryptology and information protection, turning it into practical solutions for timely implementation.

“We have done a lot of work in quite a short period and are confident we are heading towards early implementation of some effective solutions for Member States’ requirements in this critical domain,” said Round.

 

In terms of satellite communications (satcom) Round said this is “the ultimate Pooling & Sharing example.” The requirements for governmental satcom are very different in peacetime than in a period of crisis which, coupled with the high levels of capital expenditure involved in launching and maintaining satellites, means the incidence of capability is limited to a few nations – and even in those cases, despite the fact that satellites are ‘living longer,’ these capabilities will require replacement in the medium term future.

“Space is not a military domain – the requirements for exploitation of this type of capability stretch right across government. There is a real opportunity here to share capability,” said Round. The establishment of the European Satellite Communication Procurement Cell has enabled Member States with or without such capability to supplement or procure capability on an ad hoc basis. The French military, for example, bought capability through the European Satellite Communication Procurement Cell (ESCPC) to support their operations in Mali at extremely short notice.

 

Conclusions

While these four work strands dominate EDA capability development activity at the moment, they are not the be all and end all of this genre of effort. “One of the effects of recession is the need to work together – not the aspiration, the need. The longer Member States are involved in working together, the greater the level of trust that develops and therefore the clearer and swifter the path to success. Which leads to the likelihood of continued cooperation,” said Round. “We have significant experience of collaborative projects – and we have real, concrete, demonstrable success stories.”

 

More information

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30 mars 2014 7 30 /03 /mars /2014 07:35
U.S. Commander Worried About Lack Of Amphibious Capability In The Pacific

 

March 26, 2014. David Pugliese - Defence Watch

 

The Stars and Stripes is reporting that the top U.S. commander in the Pacific region is claiming that the U.S. Navy and Marines do not have enough assets to carry out a contested amphibious operation in the Pacific if a crisis arises.

 

More from Stars and Stripes:

As the war in Afghanistan winds down, Marine Corps leaders want the service to return to its roots of being a force that can attack enemies from the sea, as the Marines did frequently during World War II. But Adm. Samuel Locklear III, commander of U.S. Pacific Command, told the Senate Armed Services Committee that the capability does not presently exist in his area of responsibility.

“We have had a good return of our Marines back to the Asia-Pacific, particularly as the activities in the Middle East wind down in Afghanistan … But the reality is, is that to get Marines around effectively, they require all types of lift. They require the big amphibious ships, but they also require connectors (meaning landing craft landing craft and other amphibious vehicles). The lift is the enabler that makes that happen, so we wouldn’t be able to [successfully carry out a contested amphibious assault without additional resources].”

His remarks come at a time when there are growing concerns in Japan and elsewhere that China might try occupy the Senkaku Islands in the East China Sea. The islands are under Japanese administrative control, but China has claimed sovereignty over them.

 

Full story here

 

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28 mars 2014 5 28 /03 /mars /2014 17:35
Australia announces funding for new future defence technology projects

 

 

28 March 2014 army-technology.com

 

The Australian Department of Defence is investing up to $13m for development of future defence technology under Round 18 of the Capability and Technology Demonstrator (CTD) programme.

 

Managed by the Defence Science and Technology Organisation (DTSO), the CTD programme enhances Australia's defence capabilities by offering local industry an opportunity to develop and demonstrate new technologies.

 

Australian Defence Minister Senator David Johnston said that seven technology proposals from Australian companies and universities have been selected to demonstrate possible defence applications in 2014.

 

"These proposals have the potential to advance defence capability, produce innovative products for defence and civilian use, and stimulate Australian industry growth," Johnston added.

 

The projects were submitted by GPSat Systems Australia, Royal Melbourne Institute of Technology, CEA Technologies, Adelaide Research & Innovation (University of Adelaide), EM Solutions, BAE Systems Australia and Lockheed Martin Australia.

 

The proposals include a new technology for improved detection of interference sources affecting GPS, a portable fuel cell to boost energy support to forward operating bases, software for rapid submarine communications, and a sound deadener to improve submarine stealth through reduction in exhaust noise from diesel engines.

 

Other proposals include the development of a portable global wideband satellite communications terminal suitable for smaller ships, technology to improve the processing performance of maritime radars, as well as a miniature radio frequency kit for next generation decoys that protect Australian Defence Forces (ADF) platforms from missiles.

 

Australian Assistant Defence Minister Stuart Robert said the department has invested $263m in 112 projects since the beginning of the CTD programme, half of which were proposed by small-to-medium enterprises.

 

"Of these, 96 projects have provided successful demonstrations to date, with 15 having entered service," Robert added.

 

The new CTD projects are scheduled to start in mid-2014, subject to satisfactory contract negotiations.

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21 décembre 2013 6 21 /12 /décembre /2013 19:50
Statement by Claude-France Arnould following the Council Conclusions on CSDP

 

Brussels - 20 December, 2013 by Claude-France Arnould - European Defence Agency

 

"Heads of State and Government yesterday highlighted the importance of an effective Common Security and Defence Policy (CSDP) for the security of European citizens, peace and stability in our neighbourhood as well as in the broader world. They have also underlined that Europe needs strong military capabilities and a healthy, innovative and competitive European Defence Technological and Industrial Base.

The taskings by Heads of State and Government stemming from the EU Summit for the European Defence Agency are substantive. In terms of capability development, we will push forward four key programmes: Remotely Piloted Aircraft Systems (RPAS), Air-to-Air Refuelling, Satellite Communications and Cyber.

The Council supports a more systematic and long-term approach to cooperation through increased transparency and information-sharing in defence planning. In this context, we will continue to assess progress on the implementation of the Agency’s Code of Conduct on Pooling & Sharing and propose an appropriate policy framework by the end of 2014, as mandated by the European Council. Within the same timeframe the Agency will also propose ways in which Member States can cooperate more effectively and efficiently in pooled procurement projects.

As regards the strengthening of Europe’s defence industry, EDA will closely work together with the European Commission to develop proposals to stimulate further dual use research, to develop defence industrial standards and a roadmap for a comprehensive EU-wide Security of Supply regime.

This year was marked by intensive preparations for this EU Summit, which gave a fresh boost to European defence matters. It is especially important that this new dynamic in defence and security is maintained and developed. EDA will strive to ensure that further concrete and substantive deliverables are achieved when the European Council next assesses progress in June 2015." 

 

More information:

 

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17 décembre 2013 2 17 /12 /décembre /2013 16:50
Background Information EU Council

 

Brussels - 16 December, 2013 European Defence Agency

 

Security and defence is on the agenda of the European Council of 19-20 December. EU leaders are expected to provide political guidance on the way ahead for the Common Security and Defence Policy (CSDP). Their discussion will be cover the effectiveness, visibility and impact of CSDP; capabilities and defence industry. 

 

The Common Security and Defence Policy (CSDP) is an essential tool in the foreign policy of the European Union. Since 2003, the EU has deployed some 30 missions and operations around the world. CSDP also offers the framework for enhanced cooperation among Member States by Pooling & Sharing military capabilities, the only way forward in a context of growing threats and budgetary limitations. It also supports the strengthening of the European defence industry, which is essential for the EU's strategic autonomy as well as a driver for jobs, growth and innovation. 

 

In preparation to the EU Council, the European Defence Agency made proposals for four capability programmes and their associated roadmaps in order to address critical shortfalls identified in recent operations: 

  • Air-to-Air Refuelling, with the objective of establishing a multinational fleet from 2019;

  • Remotely Piloted Aircraft Systems, with the objective of laying the foundations for a European solution in the 2020-2025 timeframe;

  • Governmental Satellite Communication, with the objective of preparing the next generation in the 2025 timeframe; 

  • Cyber Defence, with a focus on technology, training and protection of EU assets. 

 

EDA also proposed measures to back defence industry in Europe, including SMEs, by supporting research and innovation in Europe through prioritisation (list of European critical defence technologies), investment in critical technologies and greater synergies with EU instruments. More information can be found in the dedicated factsheets here below.

 

More information:

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