WASHINGTON, 17 sept 2013 marine-oceans.com (AFP) -

Le secrétaire à la Marine américaine a ordonné mardi que des audits de sécurité soient réalisés pour toutes les installations de l'US Navy et du corps des Marines, a annoncé une responsable de la Marine au lendemain de la fusillade de Washington.

Cette décision intervient au lendemain de la fusillade dans un immeuble de bureaux de la Marine dans le quartier de Navy Yard à Washington au cours de laquelle un sous-traitant travaillant sur le site, Aaron Alexis, a tué douze personnes.

Un premier audit vise à "s'assurer que les règles de sécurité actuellement en vigueur soient maintenues", a expliqué cette responsable dans un courriel à l'AFP.

Un second est "un audit de sécurité plus large pour s'assurer que des règles de sécurité adéquates soient mises en oeuvre", a-t-elle ajouté sans plus de précisions.

Les deux audits concernent les installations situées sur le territoire américain, a précisé le secrétaire à la Marine, Ray Mabus, sur son compte Twitter.

Un début de polémique a vu le jour mardi avec la révélation d'un rapport de l'Inspection générale du Pentagone en cours de rédaction pointant des défaillances dans les contrôles d'accès aux installations de l'US Navy en raison de réductions budgétaires.

Ce rapport a été dévoilé par Time Magazine et sa teneur a été confirmée à l'AFP par un haut responsable du Pentagone.

Il constate que dans 7 des installations étudiées, dont celle de Navy Yard, "la Marine n'a pas alloué les ressources et les moyens adéquats pour vérifier efficacement les antécédents des sous-traitants extérieurs".

Le rapport constate également que 52 personnes condamnées ont bénéficié d'une habilitation de sécurité pour travailler sur ces installations, a rapporté le haut responsable du Pentagone.

Ce relâchement est dû à une réduction des "coûts des procédures de contrôles d'accès" à ces installations dans un contexte de coupes budgétaires touchant la Défense, conclut le rapport.

Le président de la commission de la Défense de la chambre des Représentants, le républicain Buck McKeon a critiqué dans un communiqué des "failles critiques" dans les procédures de sécurité.

Le secrétaire à la Défense Chuck Hagel "va sans doute ordonner une revue de ces conclusions", a estimé le haut responsable du Pentagone.

September 18, 2013: Strategy Page

Four years after entering squadron service, the U.S. Navy's EA-18G "Growler" electronic warfare aircraft is being upgraded with a communications technology that allows the EA-18G to share data instantly with other EA-18Gs and other types of aircraft (combat and support, like E-2 and E-3 AWACS). The new capability is JTIDS (Joint Tactical Information Data System). Development (by the U.S. Air Force) of this system began 30 years ago and mature examples of the technology only began showing up in the last decade. JTIDS is a datalink that gives the pilot complete and real-time situation report, showing what other pilots (and planes like the E-3) are seeing.

Pilots who tested JTIDS reported drastic increases in their situational awareness (a “sense of where you are”). For example, during combat training exercises pilots with JTIDS had a 4-to-1 kill ratio in their favor against pilots without JTIDS. Noting results like this the navy is adopting JTIDS not only to improve the capabilities of its own aircraft but also to improve data sharing with air force warplanes, which often carry out joint operations with the navy. JTIDs is just one of several new technologies navy aircraft will need to get their “combat Internet” working.

While a great idea in theory, the “combat Internet” has proved difficult to implement because of the need to make these digital data transfers robust enough to survive jamming and enemy efforts to eavesdrop. The required tech has gotten light, powerful and cheap enough for this in the last decade and now it’s just a matter of installing and testing it for the major types of combat and support aircraft. The air force is ahead of the navy in this respect but the navy is catching up, despite the recent budget cuts. Even with that most naval aircraft won’t be equipped with this data sharing technology until the end of the decade.

JTIDS was first tested on the EA-18G because this navy aircraft was designed to support navy and air force warplanes in combat. EA-18G saw combat for the first time over Libya in 2011. The EA-18G is equipped with the ALQ-99 radar jamming pod and an APG-79 phased array (AESA) radar, which also has some jamming capability (via the right software) as well as the ability to fry electronics. It was suggested that the EA-18G might have done this to some Libyan armored vehicles.

The EA-18Gs are replacing the aging navy EA-6Bs that now provide electronic protection against enemy radars and missiles for navy and air force aircraft. The air force retired their EF-111 electronic warfare aircraft in 1998, on the assurance that the navy would get the EA-18G into service before the EA-6Bs died of old age. The older 27 ton EA-6B carries a crew of four, while the highly automated 29 ton EA-18G will have only two people on board. The EA-18G carries up to five electronic warfare pods, plus two AMRAAM air-to-air missiles and two anti-radiation (HARM) missiles. It may be the last manned aircraft to handle the EW job. UAVs are becoming more capable, and will eventually take over this dangerous task.

In 2007, the navy received its first operational (as opposed to developmental) EA-18G. The navy has received 52 EA-18Gs (by the end of 2013), and another 30 will come after that (at the rate of about five a year). The U.S. Air Force and Marine Corps are planning on developing an electronic warfare version of the new F-35, or use a UAV, if the EA-18Gs are not plentiful, or powerful enough to provide all the electronic protection needed in future wars.

Despite the high expense all the electronic gear, the F-18G is not the most expensive combat aircraft out there. The F-22 costs $355 million each. The low budget F-18E costs $94 million each, while the F-18G goes for $105 million. The F-35 costs over $130 million (and growing). Even unmanned aircraft are pricy, with the Global Hawk costing $182 million each (with high end sensors). Older fighters, like the F-16, cost $60 million, and an F-15E goes for about $100 million. These prices constantly fluctuate because of the need to incorporate a share of the development cost for each aircraft built. While most development expense occurs before mass production begins, there is sometimes considerable additional development expense, or major refurbishment, later in the lifetime of an aircraft. Many modern warplanes cost more than most warships, and have the same high maintenance (periodic refurbishment and development of new components) expenses.  

The Boeing KC-46 tanker is expected to meet its cost and schedule obligations, a U.S. Air Force general said. (Boeing illustration)

Sep. 17, 2013 - By MARCUS WEISGERBER – Defense News

WASHINGTON — Boeing should be able to meet the cost and schedule terms of the US Air Force’s KC-46 aerial tanker program, the general in charge of the much-watched effort said.

“Right now, based on this year’s government schedule risk assessment, it looks like with greater than a 90 percent probability the Boeing team will deliver the 18 tankers by 2017 as laid out in the contract,” Maj. Gen. John Thompson, Air Force program executive officer for tankers, said during a Tuesday briefing at the Air Force Association’s annual convention.

Boeing has met most of its contractual requirements early and is about 40 percent finished with the tanker’s development program, Thompson said.

The Air Force selected the Boeing 767-based tanker over an EADS A330 rival in February 2011. The contract for 179 of the aircraft is valued at $35 billion.

Low-rate initial production is scheduled to begin in 2015. Production is scheduled to ramp up to 15 tankers per year in 2017 and is expected to run though 2017, Thompson said.

“[The] bottom line from the operational assessment that was published in May is that from an effectivity, suitability and mission-accomplishment standpoint, the KC-46 is on track,” Thompson said.

Unlike many Pentagon procurement programs, the KC-46 program has remained on track despite sequestration cuts.

“From a funding perspective as the No. 1 modernization program in the United States Air Force, the people in the Department of Defense, the people in the Department of the Air Force [and] the people over on the Hill that gave us the flexibilities that we needed, took care of us,” Thompson said.

17/9/2013 Jacques Marouani, ElectroniqueS

Les pôles de compétitivité Aerospace Valley, Images & Réseaux, Minalogic, et Systematic Paris-Région, Cap'Tronic, ainsi que le Syntec Numérique, viennent de créer l'association "Embedded France".

Afin de mieux structurer et animer l’écosystème du logiciel et des systèmes embarqués, Cap'Tronic, Aerospace Valley, Images & Réseaux, Minalogic, Systematic Paris-Région et le Syntec Informatique, viennent d'annoncer la création de l’association "Embedded France"(*).

Créée sous l’impulsion du rapport de Dominique Potier sur le "Logiciel embarqué 2013", commandé par les pouvoirs publics - les ministres Arnaud Montebourg et Fleur Pellerin ainsi que le Commissaire général à l'investissement Louis Gallois -, l’association a pour ambition de porter la réflexion nationale sur les enjeux présents et futurs du secteur en France et à l’international.

Les missions de "Embedded France" consistent précisément à :
- approfondir la connaissance du domaine dans une vision prospective,
- formuler des propositions auprès des pouvoirs publics français et des instances européennes en vue du développement de son écosystème,
- optimiser la visibilité et la promotion du marché de l’embarqué et de ses acteurs tant en France, qu’en Europe et à l’international,
- organiser des actions spécifiques en liaison avec les pouvoirs publics français et les instances européennes,
- ouvrir l'écosystème embarqué "traditionnel" aux nouvelles technologies, à leurs acteurs et marchés.

"Avec la création de "Embedded France", nous souhaitons étendre et renforcer les initiatives françaises impulsées depuis 2007 par le comité Embarqué de Syntec numérique et le Club des grandes entreprises de l'embarqué (CGEE). Notre objectif est ainsi d’assurer la représentation de cet écosystème et d'intégrer les communautés émergentes en les associant rapidement à nos activités", commentent Agnès Paillard, présidente du CGEE et Jean-Luc Chabaudie, membre du Comité Embarqué Syntec numérique.

Les missions et objectifs d’Embedded France seront présentés lors des Assises de l’Embarqué qui se tiendront le 28 octobre 2013, évènement majeur dont l’organisation sera reprise en 2014 par Embedded France.

(*)Les missions des membres fondateurs de l'association "Embedded France" :

- Aerospace Valley est l'association qui assure la gouvernance du pôle de compétitivité mondial Aéronautique, Espace et Systèmes Embarqués.
- Fondée par le CEA et Oséo, et financée par le ministère du Redressement productif, l’association Jessica France est chargée de la mise en œuvre du programme Cap’Tronic. Celui-ci a pour objectif d’aider les PME françaises, quel que soit leur secteur d’activité, à améliorer leur compétitivité grâce à l'intégration de solutions électroniques et de logiciel embarqué dans leurs produits.
- Le pôle de compétitivité mondial Images & Réseaux stimule l’innovation dans les services et technologies associés aux nouveaux usages des contenus numériques et des médias.
- Le pôle de compétitivité mondial Minalogic anime et structure dans la région Grenoble-Isère, un espace majeur d'innovation et de compétences spécialisées dans la création, la mise au point et la production de produits et services autour des solutions miniaturisées intelligentes pour l'industrie.
- Syntec numérique est le syndicat professionnel des entreprises de services du numérique (ESN), des éditeurs de logiciels et des sociétés de Conseil en Technologies. Syntec Numérique représente 1200 sociétés adhérentes, soit 80% du chiffre d’affaires de la profession.
- Enfin au croisement de la filière Logiciel et Numérique au service de l’industrie et des services, Systematic confirme son positionnement sur ses 5 secteurs industriels et services historiques (transports, énergie, sécurité, santé, télécommunications).

17/09/2013 Marine nationale

Du 23 au 26 septembre 2013, l’entraînement Gabian réunira en Méditerranée 11 bâtiments français. Durant quatre jours, des manœuvres aéronavales seront effectuées par l’ensemble des bâtiments. Elles seront ponctuées d’actions dans l’ensemble des domaines de lutte anti-aérienne, au-dessus de la surface et anti-sous-marine.

Planifiée plusieurs fois par an, la période d’entraînement Gabian permet à plusieurs bâtiments de combat non-déployés et basés à Toulon de s’entraîner mutuellement à la navigation, aux exercices tactiques, aux ravitaillements à la mer et à toute activité leur permettant d’élever rapidement et de manière combinée leur niveau de qualification opérationnelle.

La frégate anti-aérienne Jean Bart  occupera les fonctions d’Officier Tactical Command (OTC), chargé de la planification et de la coordination de l’ensemble des phases tactiques de l’entraînement.

Les unités participantes :

    Bâtiment de projection et de commandement Mistral

    Bâtiment de commandement et de ravitaillement Var

    Frégates type La Fayette Guépratte et La Fayette

    Frégates anti-aérienne Jean Bart et Cassard

    Frégate de défense aérienne Forbin

    Frégate anti-sous marine Jean de Vienne

    Avisos Enseigne de vaisseau Jacoubet et Commandant Birot

    Chasseur de mines Tripartite Capricorne

Sept. 17, 2013 by Paramount Group

The business rescue process of one of South Africa's truly recognised national assets, ATE South Africa (Advanced Technology and Engineering Company), has become unconditional with the support, both financial and strategic, of the Paramount Group, Africa's largest privately-owned aerospace and defence company – a bold move that is strategic to the continued growth and development of the defence industry on the continent, and which will result in the Paramount Group acquiring ATE.

ATE, one of South Africa's oldest and most established aerospace companies, with more than 27 years of experience, will now be incorporated into the Paramount Group, trading as Paramount Advanced Technologies. This will ensure that vital aerospace expertise and world-class competency remains in South Africa, to the benefit of the continent and the broader economy.

ATE has been through a tumultuous time over the past few years and was placed under business rescue just under two years ago. Paramount Group's acquisition will ensure the continuation of this strategic business, and in so doing, add significant new and sophisticated aeronautical capabilities into its existing product offering and expand the group's ability to deliver to its many government customers around the world.

Ivor Ichikowitz, Executive Chairman, Paramount Group, said: "Paramount Group's success lies in our confidence and faith in our continent's technical ability. The business rescue of ATE demonstrates this commitment and will harness local skills and South Africa's ‘can do' attitude. This transaction will ultimately aid the continent, allow us to drive research and development in this hi-tech field, and participate as one of the leading global industry players.

"The alternative to Paramount rescuing ATE would have been for the company to go into liquidation or for a foreign company to acquire the business. This would have meant the loss of a highly specialised strategic capability to South Africa and the continent forever. The Paramount Group is firmly committed to growing Africa's hi-tech competence, and this transaction further provides us the opportunity to do so."

"The people we need to salute are the employees, customers and suppliers that have been through an extremely difficult time but have demonstrated their commitment and loyalty by standing by the business and supporting this process."

"This acquisition safeguards service delivery for ATE's worldwide customers and allows us to expand the scope of solutions on offer to better serve those who have stood by ATE through the change," said Ichikowitz.

"With South Africa becoming a fully fledged member of BRICS, it is imperative that we enter a new phase of industrialisation. The development of home-grown technology, skills and manufacturing capabilities are crucial if we are to capitalise on both the world's appetite to do business in our region and the huge potential for intra-African and intra-BRICS trade. Paramount Group continues to lead by example, demonstrating that South African industry can match the best in the world," said Ichikowitz.

The incorporation of ATE will enhance the position of the Paramount Group as the leading privately-owned defence and aerospace group on the African continent, with a strong and diversified global offering, which will see future development of new technologies, job opportunities and skills development.

"The conclusion of the business rescue is phase one in terms of saving the company. The company will now have to go through a restructure, the turnaround will be a challenge, but the intention is to rebuild sustainably and retain skills to ensure that we play a significant part in the long-term future of this global industry," said Ichikowitz.

Paramountis set on a growth trajectory, which will be further accelerated by the inclusion of ATE competencies into the existing business. This will provide product extensions such as UAVs, sensors, avionics, mission systems and system integration to its already comprehensive and growing suite of aerospace, land and maritime security and defence products. It will also see Paramount Group add to its civilian market expertise in border surveillance, coastal patrol, environmental protection, and disaster and emergency services.

"This is just the beginning of a long and challenging journey, this business rescue is proof that we believe in the skills and potential of the business and we look forward to welcoming the ATE staff to the Paramount Group," concluded Ichikowitz.

16 September 2013 Ministry of Defence

British soldiers are bringing the Sandhurst ethos to the Afghan National Army Officer Academy in Kabul. Report by Ian Carr.

Summer in Kabul. A gunmetal grey sky threatens yet more rain, perhaps even another sudden hailstorm like the one that pounded the city yesterday. Although it is August, there are still patches of snow along the mountain range that forms the rim of the bowl in which Kabul sits. It is a dramatic landscape.

A meaningful place

We have come to Qargha, roughly 14km to the west of the city and 1,900 metres above sea level, to visit the Afghan National Army’s Officer Academy. As we drive up the track inside the 17.2-kilometre-long perimeter fence to a place where we can look down on the new build, we pass the wreckage of previous conflicts. Tangled Soviet tanks rust in heaps as testament to decades of fighting. Here, many great Afghan leaders have planned and fought foreign foes. With this military provenance, it seems right to build the academy here.

Qargha has tremendous historical significance for the Afghans,” said Lieutenant Colonel Grahame Hyland, the 1st Kandak Commander’s mentor.

There has always been an Afghan Army based here since before the Soviet invasion of 1979. It is a very meaningful place.

A Sandhurst General

When the Government of the Islamic Republic of Afghanistan committed to building an academy to produce ethical and professional young warrior leaders, General Karimi, the Afghan Chief of the General Staff, became the driving force behind the project.

Being himself a product of the Royal Military Academy Sandhurst, the General needed no convincing that the famous British institution was the model they needed to follow to identify and develop their own talented young officers.

He likes the way the Brits go about their business,” said Colonel Hyland.

He appreciates the importance of the constant theme of leadership running throughout the 42-week course. He likes the way we use senior non-commissioned officers (NCOs) and warrant officers to instruct our young officers. He sees the benefit of that and how it will help them to become a more professional army to face the challenges of the future.

For more than a year the UK has led the NATO Training Mission to support the Afghan National Army to develop their academy. From establishing how they will identify and select potential officers for the course, to what the syllabus content will be and how the training will be delivered.

Afghan junior and senior officers and politicians have paid many visits to the UK to see for themselves why we have become internationally recognised in the field of army officer training.

Cultural relevance

Of course it is nice to be admired, but the purpose of these trips was to help the Afghans to develop their own kind of academy. To produce the quality junior leaders they needed in a way that would make sense to them using methods and examples that would be Afghan-led. Colonel Hyland offered an illustration of what this means:

For example, when the students are looking at defensive battles in the war studies part of the course, they will be learning about the Afghans’ defence of Herat. When it comes to studying the elements of attacking battles they could look at the Battle of Maiwand and identify what tactics their predecessors employed that helped them to annihilate us.

This, explains Colonel Hyland, is how Dr Duncan Anderson, a war studies expert from Sandhurst, is mentoring his own Afghan counterpart to teach the young officers. He continues:

Instead of looking at Wellington’s leadership qualities – what relevance has he to an Afghan cadet? They could look at Shah Massoud’s leadership credentials: How did he manage to hold the Panjshir Valley against the Russians? What better example can there be to set for junior officers?

Along the way, British troops have been mentoring their Afghan counterparts, advising them on manpower, selecting the best candidates, building up kit, developing the course and mastering the coaching and mentoring skills that they will need to teach it, and how they will assess the students.

On a personal level mentoring is a tricky thing to explain,” said Colonel Hyland. “It is unique to the person you are mentoring and to the mentors themselves.

For me it’s about making sure that the kandak commander understands the ramifications of every decision he makes. It’s about helping him to see the broader picture, not just the minutiae of delivering the first kandak through the academy but also how it is going to affect the Afghan Army in future. But it is also about humility and understanding that, just because you do something in a certain way, it isn’t necessarily the only way it can be done.

Choosing the best

Another academy mentor is Captain Aaron Florence. His tour has been all about bedding in the Afghan Army’s officer selection process to recruit the best intake of students for the academy. He said:

We trained the selectors up to the first board, which was on 22 June. Altogether there will be 22 selection boards, each of which is 3 days long. We will select 272 from 998 candidates.

It’s a revolutionary concept for the Afghans, but it is one that they have embraced. So how does this crucial stage work?

Candidates who want to become an officer go to an Afghan equivalent of a recruiting office, where they are sifted, checked against criminal records and biometrically tested. Those who pass through this filter are then sent to the academy to undergo the selection boards.

We put them through a number of tests,” said Captain Florence. “They have to complete an obstacle course, and a physical fitness test – press-ups, a mile-and-a-half run, sit-ups, as many as they can do in 2 minutes.

They also have to face a general knowledge test – answering questions such as, who was the first Afghan in space? Which countries border Afghanistan? And they are quizzed on simple current affairs. Other tests include a board interview, writing a short essay and delivering a short talk on something of their choosing – usually something about their village or their province. But because the point is to produce seed corn second lieutenants, a weighting is put on the importance of passing the physical.

Captain Florence said:

This academy is about producing young leaders. It’s no use if they are not physically capable of leading men into battle.

Performance over posh shirts

When the candidates arrive they are given a name and a number. For the next 48 hours this will be their identity. This is done to make as sure as possible that when the selectors make their judgements they are based on merit rather than on the possibility that it is a general’s son or daughter that is standing in front of them. A smart appearance is not one of the criteria that will necessarily sway the board. Performance rather than a posh shirt is what matters.

We do give advice on what sort of clothing candidates should bring, such as don’t forget your trainers for example,” said Captain Florence, “things that we might take for granted, but in fact some candidates just might not have things like that. We’ve had some guys that have come along with just the clothes they stand up in, and then they’ve done the physical test and smashed it. One guy, Red 3, I’ll always remember him, only had flip flops, so he ran his physical fitness test barefoot – and he came first.

Since the selections began, Captain Florence has been increasingly able to lift his hand off the tiller. At first he used to be there all the time, now he need only be there at the beginning of the day to make sure everything is running smoothly.

Training the trainers

Working with those who will be responsible for instilling the basic soldiering skills that a young officer needs to master has been Warrant Officer Peter Witkawski of 2nd Battalion The Royal Regiment of Fusiliers.

As well as helping his opposite numbers work out how they are going to get the drills and skills inside the heads of their students, Warrant Officer Witkawski has had the tough job of developing the instructors’ skills. It is a challenge that has taken the British Army generations to perfect. No where else in the world will you find an NCO who can bark at a young officer and deliver the epithet “Sir” like a cosh to the back of the head. Warrant Officer Witkawski sees it as no joke:

It’s a very embryonic stage for them. Their NCO-equivalents are not held in the same regard as in our structure.

If I say something I tend to be listened to; our structures in the British Army are set up that way. There is an emphasis on the NCO providing the officer cadet with instruction. The Afghan officer corps has to learn to hand over that responsibility. It’s a big ask.

When at full strength, each intake will have 350 students. But, for the first 2, there will be just 270 to allow room to develop the course and manage any initial teething troubles. By September next year each intake will also have a cadre of 90 females. As the date for the first course nears the team are hoping for good weather.

We were lucky this winter, it was quite mild. But we can get snow here from November through to March. Inevitably that would have an impact on the training,” said Colonel Hyland. “But we’ll cope, they’ll still be able to train because they will be issued the kit they need.

Good news indeed for candidate Red 3.

 

This report by Ian Carr is published in the September 2013 issue of Defence Focus - the magazine for everyone in Defence.

September 18th, 2013 defencetalk.com

The Philippines and the United States will begin war games near disputed South China Sea waters this week, showcasing fast-expanding military ties and likely further stoking tensions with China.

The annual exercises, which involve 2,300 marines from both sides, will take place amid the backdrop of ongoing negotiations to further increase an American military presence and the deployment of its hardware in the former US colony.

They also come three weeks before US President Barack Obama is due to visit Manila, a huge moment for the Philippines as it looks for US support amid a worsening row with China over rival claims to parts of the South China Sea.

“The Chinese will view these military exercises as yet another example of the Philippines stirring up tensions in the South China Sea and of the US taking advantage of the situation to increase its military presence,” regional security expert Ian Storey told AFP.

Beijing, which insists it has sovereignty to nearly all of the South China Sea, has repeatedly railed at the Philippines for refusing to back down in the territorial dispute and seeking to draw the US closer.

Vietnam, Malaysia, Brunei and Taiwan also have competing claims to parts of the sea, which is believed to sit atop vast deposits of fossil fuels, but China has been particularly angered at the Philippines for being the most vocal.

For the Philippines, the dispute will continue to be “the central driver” of efforts to intensify its alliance with the US, according to Storey, a senior fellow at the Institute of Southeast Asian Studies in Singapore.

The Philippine-US Amphibious Landing Exercises (Phiblex) will begin on Wednesday at a naval base in Zambales, a province on the western coast of Luzon island facing the South China Sea.

It is about 220 kilometres (135 miles) from Scarborough Shoal, a group of rocky outcrops in the Philippines’ internationally recognised exclusive economic zone which has been occupied by Chinese vessels since last year.

Scarborough Shoal has become the prime focus of the territorial dispute in recent weeks, with the Philippines accusing China of erecting concrete structures there.

The war games, which will last three weeks, will involve two US warships and live ground fire exercises, according to the Philippine military.

Staff planning exercises will also be held “that will increase the capability to conduct bilateral maritime security and territorial defence operation”, the US embassy said in a statement.

Neither side, however, would release the specific locations for the sea drills.

The exercises take place as the allies are moving closer to a planned deal that would expand the US troop presence in the Philippines, which wants the agreement struck before the end of the year.

The pact would allow the United States to bring military hardware on to local bases, and formalise more US troop visits.

The United States had a permanent military presence at two bases in the Philippines until 1992.

The bases were closed amid nationalist opposition, but the current administration of President Benigno Aquino has rallied pro-US sentiment to counter China.

Even ahead of the pact, there has been a “surge” in recent years of US troops passing through the Philippines, according to John Blaxland, a security and defence analyst at the Australia National University’s College of Asia and the Pacific.

This has dovetailed with Obama’s strategic “pivot” to Asia, which in turn has fuelled long-held Chinese concerns about the US trying to encircle China.

“The Philippines is one of the most enthusiastic supporters for the rebalancing in Asia, and the US is very happy to have regained routine access, if not formal basing at the naval and air facilities there,” Blaxland told AFP.

Storey also said that independent research data showed there had been an increase in US military visits.

The number of US warships making calls in the Philippines “has increased dramatically” to 80 this year, he said.

A Philippine Navy officer, who asked not to be named, confirmed the increase in port calls to Manila as well as in Subic, the former US naval base in Zambales.

AFP asked the US embassy in Manila for data on US military visits to the Philippines in recent years, but no information was provided.

September 17, 2013 defense-aerospace.com

(Source: L-3 Link; issued Sept. 16, 2013)

L-3 Link Simulation & Training Awarded Contract Modification on F-16 Iraq Training Program

ARLINGTON, Texas --- L-3 Link Simulation & Training (L-3 Link) announced today that it has been awarded a contract modification from the U.S. Air Force Life Cycle Management Center at Wright-Patterson Air Force Base, Ohio, to build the Iraqi Air Force (IqAF) two F-16 Block 52 Weapon Tactics Trainers (WTTs), two brief/debrief systems and one mission observation center.

This contract modification follows L-3 Link’s November 2012 award to build two F-16 Block 52 Full Mission Trainers (FMTs) for the IqAF.

Plans currently call for the first F-16 Block 52 FMT to become ready-for-training during the first quarter of 2015. The remaining training devices, brief/debrief systems and mission observation center are scheduled to achieve ready-for-training milestones during the fourth quarter of 2015. All of the training devices and support systems will be installed at Balad Air Base in northern Iraq.

“L-3 Link looks forward to providing a comprehensive training system that will enable Iraqi F-16 pilots to enhance their tactical skills over a full range of mission areas,” said Lenny Genna, president of L-3 Link. “The high-fidelity F-16 Block 52 Full Mission Trainers, for instance, will allow pilots to gain training credit equivalent to live training while conducting either new or advanced skills training.”

Each F-16 Block 52 WTT combines a tactically relevant physical cockpit with a single out-the-window visual display monitor. The WTTs use the same high-fidelity computational system, software and models that are integrated on the FMTs. As a result, the WTTs can be networked to the FMTs to support four-ship tactical team training.

The F-16 Block 52 FMTs currently being built will enable pilots to conduct simulated air-to-air and air-to-ground combat exercises. During training exercises, Iraqi F-16 pilots will wear L-3 Link’s simulated joint helmet-mounted cueing system to control sensors and weapons through visual cueing. The FMTs’ visual system solution will enable pilots to acquire and identify targets, as well as accurately deliver a wide range of ordnance over a 360-degree field-of-regard. Pilots will be able to practice takeoffs and landings, aerial in-flight refueling, low-level flight and emergency procedures. All training exercises, which will occur within a virtual, geo-specific database, can be conducted in a variety of simulated weather conditions.

L-3 Link Simulation & Training is a world leader in providing total training solutions for operators and maintainers across a wide range of military and civil aircraft platforms. L-3 Link’s innovative solutions provide a full spectrum of state-of-the-art training technologies, including high-fidelity immersive simulations, as well as distributed academic and interactive courseware. The company has delivered military and civil training systems to customer locations throughout North America, Europe, Asia and the Pacific Rim. L-3 Link is headquartered in Arlington, Texas, with key bases of operation in Binghamton, N.Y.; Orlando, Fla.; Oklahoma City, Okla.; Broken Arrow, Okla.; Phoenix, Ariz.; and Crawley, U.K.

Headquartered in New York City, L-3 employs approximately 51,000 people worldwide and is a prime contractor in C3ISR (Command, Control, Communications, Intelligence, Surveillance and Reconnaissance) systems, platform and logistics solutions, and national security solutions. L-3 is also a leading provider of a broad range of electronic systems used on military and commercial platforms. The company reported 2012 sales of $13.1 billion.

17.09.2013 par Frédéric Lert (FOB)

Au cours de son audition devant la commission de la défense nationale ce soir, Gérard Amiel, président de Renault Trucks Défense, a expliqué qu’environ 850 VAB seraient stockés en attente d’entretien : des véhicules bien fatigués, pour certains tout juste revenus des campagnes lointaines en Afghanistan ou au Mali. L’armée de Terre n’aurait plus aujourd’hui les moyens de les remettre en service et on peut se demander si cette possibilité se présentera un jour… 850 VAB, cela représente environ un quart de la flotte encore en dotation théorique dans les armées françaises (sur un total de 4000 achetés au fil des ans). Pour illustrer la misère budgétaire française, Gérard Amiel a également expliqué que le GIGN n’avait pu trouver le budget nécessaire à l’achat de deux véhicules équipés d’échelles d’assaut… FOB reviendra plus longuement demain sur l’intervention du patron de RTD devant la commission de la Défense.

17.09.2013 par Guillaume Belan (FOB)

 

Seconde et dernière partie de l’interview de Pierre Bayle (relire la première partie ici), nouveau responsable de la DICOD sur la réforme de la communication défense.

Le projet Balard prend du retard mais conserve son actualité, est-ce que cela va changer quelques chose pour votre direction ?

Le projet Balard n’a pris du retard que dans la progression, mais le but ultime de l’installation des principales fonctions centrales du ministère à l’échéance de l’été 2015 n’a pas changé. Pour la DICOD et les SIRPA d’armée et de service, la date d’arrivée est toujours prévue à l’été 2015, il n’y a pas eu d’évolution. En revanche il s’agit de vérifier que cette co-localisation des acteurs de la communication au niveau central soit bien prévue et organisée dans les schémas actuels d’implantation, pour garantir le succès de l’étape suivante de la réorganisation, qui est la recherche de mutualisations des équipes et moyens.   

La presse traditionnelle est en crise, les réseaux sociaux ont en parallèle pris une importance grandissante, le paysage médiatique est en plein bouleversement. Quelles sont pour vous les nouvelles contraintes et comment les abordez-vous ?

Je redécouvre ici le paysage bouleversé que j’ai eu l’occasion de bien découvrir comme communicant d’entreprise, avec les vulnérabilités spécifiques des sociétés cotées en bourse et soumises à la pression médiatique, obligées de réagir dans l’instant pour éviter des chutes spectaculaires en Bourse. Tous les jours se confirme l’accélération du flux médiatique, la confusion des périmètres et la disparition des frontières traditionnelles entre catégories de médias, la déstabilisation des médias eux-mêmes du fait de l’irruption de tous les canaux de l’information instantanée et non vérifiée. La défense a été en pointe il y a vingt ans dans le développement de son site défense.gouv.fr, nous nous efforçons aujourd’hui d’affirmer notre présence dans la blogosphère et d’apprivoiser de nouveaux médias comme Twitter, qui se révèle un outil très utile. Nous apprenons de nos erreurs, et nos expérimentations sur Facebook nous rendrons plus efficaces même sur les outils plus traditionnels comme le site institutionnel. 

Dès l’ouverture du théâtre malien, plusieurs centaines de journalistes ont débarqué sur place, dont forcément de nombreux déçus. Comment avez-vous géré cet afflux ? Quelles sont les leçons qui peuvent être tirées de ce conflit sur l’aspect communication ?

Le théâtre malien est immense, avec des élongations de 1500 à 2000 km entre la capitale et les zones des combats à l’est et au nord-est, ce qui ne facilitait pas l’accès des journalistes sans recours aux moyens militaires. De plus les contraintes opérationnelles très fortes dans un déploiement initial aussi rapide nous ont amené à ne pas compromettre la sécurité des troupes en évitant cette irruption massive dont vous parlez. Malgré tout, dans des conditions géographiques, climatiques et de sécurité assez tendues, le maximum a été fait pour faciliter l’accès des médias sans compromettre ni la sécurité des soldats, ni évidemment celle des journalistes. Pour les six premiers mois de l’opération Serval, nous avons accueilli 529 journalistes de 327 médias différents, ce qui est considérable, et nous en avons transporté plus de la moitié en avion à travers le théâtre d’opérations. Simultanément, nous avons fourni aux médias des centaines de photos et de bandes-éléments vidéo réalisées pas nos propres opérateurs pour fournir la couverture la plus complète possible des événements. Enfin des points de situation ont été fournis à l’occasion de chaque point de presse hebdomadaire de la DICOD, complétant ainsi la chaîne de la communication opérationnelle. La principale leçon est ainsi qu’en mettant en place dès le premier jour un dispositif d’officiers de presse et d’opérateurs d’image sur le terrain, avec fourniture en base arrière de briefings et d’images, on réalise le meilleur compromis possible entre les contraintes de sécurité opérationnelle et les exigences des médias.

17/09/2013 Marine nationale

Le groupe école de la marine coréenne a fait escale à Cherbourg du 14 au 17 septembre 2013. Composé de la frégate Dae Jo Yeong et du bâtiment de soutien Hwa Cheon, il effectue un tour du monde pour la formation des jeunes officiers.

La campagne 2013 revêt une importance toute particulière, car elle marque les 60 ans de l’armistice de la guerre de Corée (Panmunjeom le 27 juillet 1953). Des représentants de la communauté coréenne en France se sont rendus à Cherbourg pour accueillir les navires à leur arrivée le 14 septembre. Une poignée de français ayant combattu en Corée ont embarqué quelques heures sur « cette petite portion du territoire coréen ».

Soucieux de partager leur culture et leurs traditions, les marins coréens organisent un spectacle à chaque escale de leur long périple. Ainsi, le 14 septembre, les cherbourgeois venus nombreux en centre-ville pour apprécier le concert de l’orchestre militaire, mais également les impressionnantes démonstrations de maniement d’armes et de Tækwondo. Bien qu’accostés au sein du port militaire, les bâtiments coréens ont également accueilli plus de 300 cherbourgeois pour des visites.

Le 15 septembre, le contre-amiral Soo Hong Jang, commandant du groupe école a reçu à bord  S.E.M. Hye Min Lee, ambassadeur de la république de Corée en France, et le vice amiral d'escadre Emmanuel Carlier, préfet maritime. Une occasion supplémentaire de louer l’amitié franco-coréenne et d’honorer les anciens combattants français de la guerre de Corée.

Au départ des bâtiments coréens le 17 septembre, les patrouilleurs de service public Pluvier et Cormoran les ont accompagnés et ont procédé à des entraînements mutuels au large de Cherbourg.

Le groupe école coréen est attendu à Anvers puis à Copenhague dans les jours qui viennent.

17.09.2013 par P. CHAPLEAU Lignes de Défense

La contribution de la Suède à la mission des Nations unies au Mali va être réduite à cinq soldats contre 70 initialement prévus.

Selon la ministre de la Défense Karin Enström, "il est apparu après coup que les pistes d’atterrissage et de décollage dans plusieurs endroits du Nord-Mali sont en trop mauvais état".

Le contingent suédois devait comprendre un avion C-130 Hercules, son équipage, une unité chargée de la sécurité de l'avion et une unité de soutien. Ce contingent pouvait être temporairement renforcé de sorte que la contribution suédoise aurait pu atteindre le nombre de 160 personnes.

Voilà que n'arrangera pas la comptabilité (humaine) de la MINUSMA dont les effectifs sont loin d'atteindre les 12 640 militaires et policiers prévus.

La MINUSMA sur son site reste d'ailleurs très discrète sur ses effectifs; elle se contente, depuis plusieurs mois d'un laconique "la liste des pays contributeurs en effectifs militaires et personnel de police sera postée ici prochainement."