DOCSLIB.ORG

Annual and Sustainability Report 2020 This Is Saab

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual and Sustainability Report 2020 This Is Saab Keeping people and society safe ANNUAL AND SUSTAINABILITY REPORT 2020 THIS IS SAAB This is Saab Since Saab was started, we have strived to keep people and society safe. It is a basic human need to feel safe and, as we see it, a human right. Through systems and solutions that increase security, we can make this possible. Today, we serve the global market with world-leading products, services and solutions from military defence to civil security. With operations in most continents, Saab continuously develops, adapts and improves new technology to meet customers’ changing needs. 1 Why we are here? Saab was founded over 80 years ago 2 after the Swedish government’s assess- Mission ment that it needed help in expanding Saab’s mission is to the country’s defence industry’s capa- develop innovative, bilities to protect its people. high-tech and cost- Read more on page 7 efficient military systems to keep society and people safe. 3 Sustainability and values Saab’s core values and sustainability commitments are the foundation of the entire business. By acting ethically and taking responsibility for people and the Strategy environment, we earn the trust of our Saab’s strategy is based on stakeholders. market factors in combina- tion with our innovation capa- Read more on page 60 bilities. By executing on our strategy we can reach our mission and work towards 4 our vision as well as creating greater value. Read more on pages 8-9 CEO comments on 2020 Saab’s investment story Business cases showing Read more about the Saab is a growth company in a growing how we execute in core areas achievements and how Saab market. Read more about how we will Read more about our execution executed on its strategy execute on our strategic priorities to towards our long term financial and during the full year create sustainable shareholder value sustainability goals 4 9SAAB ANNUAL AND SUSTAINABILITY14 REPORT 2020 THIS IS SAAB Vision It is a human right to feel safe. Content 7 The year in brief 2 CEO statement 4 Our mission 6 Global footprint Saab’s strategy 8 and customers Creating value 9 Saab today has a global foot- A growing market 10 print with customers around Sweden - a strong base for growth 16 the world. Our revenues comes Investing in innovation 18 from long-term customer International expansion 24 contracts in the form of devel- Sustainability as a value driver 32 opment and manufacture of complex systems, products Letter from the Chairman 42 and service assignments and maintenance. Administration report 44 6 Business areas 46 Risks and uncertainties 54 Sustainability report 60 Innovation Corporate governance report 84 Saab is continuously develop- Board of Directors 90 ing new innovations and invests Group Management 92 about a fifth of its sales in research Financial statements and notes 98 and development. We have close Dividend motivation 150 collaboration in development with Proposed disposition of 151 customers, suppliers, academia earnings 2020 and the public sector. Auditor's report 152 Read more on page 18 The Saab share 158 5 Multi-year overview 160 Glossary 161 Sustainability is an integrated part of About this report the business to create further value Sustainability priorities are integrated throughout the annual report. Pages 60-83 describe Saab’s sustain- In 2020, we increased our efforts to deliver ability work in greater detail. The formal annual report sustainable value for our society, customers, comprises pages 44-151. Certain figures have been employees and shareholders rounded off, so tables and calculations do not always add up exactly. A printed copy of the annual report can be ordered from [email protected]. SAAB ANNUAL AND SUSTAINABILITY REPORT32 2020 1 THE YEAR IN BRIEF The year in brief In 2020, Saab strengthened its order backlog significantly, proving the competitiveness of its innovative product portfolio and recognition internationally, while securing continued future growth. Despite a dramatic year with the Covid-19 outbreak and the challenges arising from it, the Group met important milestones and generated a strong positive cash flow for the full year. KEY HIGHLIGHTS 2020 • Strong order growth of 56%. Continued new contract wins with key customers in a challenging pandemic OPERATING MARGIN environment. Small orders were in line with last year. • Sales in line with previous year. Growth in the defence business but decline continued in the civil business. • Resilient underlying earnings. Operating income, excluding items affecting comparability, was MSEK 3.7% 2,738, corresponding to an adjusted margin of 7.4%. • Positive operational cash flow. Increased to MSEK 2,773 (-1,300) driven by good project execution. • Solid balance sheet. Net financial debt position of SEK 4.3 billion, corresponding to 1.5 net debt/EBITDA. SALES • Sustainability. Saab received A- from the Carbon Disclosure Project, for the second year in a row. KEY RATIOS 35,431 MSEK 2018 2019 2020 Sales 33,156 35,433 35,431 MSEK Organic sales growth, % 4 6 1 EBITDA 3,182 4,305 2,833 EBIT 2,266 2,937 1,315 EBIT margin, % 6.8 8.3 3.7 ORDER INTAKE Adjusted EBIT margin, % 7.7 8.3 7.4 Income before taxes 1,796 2,607 1, 112 Net income for the year 1,366 2,025 1,092 EPS, SEK 11.21 14 .81 8.01 Free cash flow -3,195 -2, 036 3,753 42,328 Net debt to EBITDA ratio 0.46 1.64 1.51 MSEK Dividend per share, SEK 4.50 - 4.70* * Proposed dividend 2 SAAB ANNUAL AND SUSTAINABILITY REPORT 2020 THE YEAR IN BRIEF OPERATIONAL CASH FLOW EQUITY/ASSETS RATIO 2,773 MSEK 35.7% Covid-19 impact on the business The Corona pandemic has continued to impact the world negatively and not least the global aviation industry. During the second half of 2020, Saab saw increased risk related to the effects of Covid-19, impacting parts of its businesses negatively. BUSINESS IMPACT FINANCIAL IMPLICATIONS ACTION TAKEN SOCIAL CONSIDERATIONS/ The Covid-19 impact on Saab Our assessment of the Covid- Saab took a number of meas- ESG EFFECTS as a company has mainly been 19 related risks had a negative ures to mitigate the pandem- During the height of the crises, associated with uncertainties impact on sales and earnings ic’s impact on its business, in Saab adapted to the needs of and disruptions in the supply during the full year 2020. Total addition to actions to reduce society by temporarily pro- chains. In Q3, actions were impact of project adjustments risks in the supply chain. In ducing protective equipment taken to mitigate increased was SEK -1,779 million. The businesses where demand for the Swedish health care future risks in our operations impact from lower demand in declined, capacity, including system. Moreover, as Saab’s by adjusting project esti- Saab’s civil business affected staffing, was reassessed. customers are dependent on mates, especially within our sales and earnings, especially Saab also introduced shorter Saab for service and support, Aeronautics division. Our civil in the business area IPS. working hours for employees Saab has had to be flexible. business was also impacted in certain business areas. By being prepared, Saab has by the significant downturn in been able to manage the the aviation industry. crises, its risks and contingencies. SAAB ANNUAL AND SUSTAINABILITY REPORT 2020 3 CEO STATEMENT Focused strategy for profitable growth For Saab, as for many others, most of 2020 was a dramatic year. We have had to adapt to the challenging times, and we have had to take substantial actions to mitigate the effects of the Covid-19 pandemic on our business. However, Saab is still on a growth journey and has seen exceptionally strong order growth throughout the year. Moreover, we managed to reach several key milestones in our large programmes. We also accelerated our international expansion, and we continued to optimise our product offering. A CLEAR ROADMAP FOR PROFITABLE GROWTH Saab is on an international expansion journey. Our aim is to become a truly global, multi-domestic company; a technology leader, with increased sales and strengthened profitability. In order to achieve our goals, we work strategically with market priorities and performance efficiency. The portfolio offering is opti- mised towards our core areas; Aeronautics, Advanced Weapons Systems, Command & Control, Sensors and Underwater Systems. As a defence and security company, our commitment to sustainability and the UN Global Compact Principles is profound. We aim to deliver sustainable value for customers, partners, employees, owners and society as a whole. Saab’s sustainability commitment serves as the basis for our long-term development and growth. NEW WAYS OF WORKING IN CHALLENGING TIMES 2020 was a year where our agility was tested more than before. We had to find new ways of working to address the challenges posed by the pandemic and to be able to continue our journey even under these circumstances. The pandemic’s impact on Saab’s military business has mainly been associated with uncertainties and disruptions in the supply chains. We therefore took actions to mitigate increased future risks identified in our operations. Our business within civilian aviation has been severely impacted by the lockdowns and the subsequent downturn in travelling. Altogether, this had a negative impact on Saab’s result. We achieved some very important project mile- stones during the year: the historic delivery of the first Gripen E to Brazil and the delivery of the first and second GlobalEye to the United Arab Emirates. We de- livered the second upgraded Gotland-class submarine to Sweden, and we completed the first Surface Ship and Submarine Firings of our new Saab Lightweight 4 SAAB ANNUAL AND SUSTAINABILITY REPORT 2020 CEO STATEMENT Torpedo.
Load more

Recommended publications
  • Future Technology and International Cooperation a UK Perspective
    MAY Future Technology and International Cooperation A UK perspective In 2011, NATO’s Integrated Air Defence (NATINAD) and the supporting NATO Integrated Air Defence System (NATINADS) marked 50 years of safeguarding NATO’s skies. In order to successfully reach future milestones NATO must continue (and in many cases improve) its air defence interoperability across the strategic, operational and tactical domains. In order for this to become reality a combination of exploiting synergies and acknowledging that the whole is greater than the sum of its parts1 is required at all levels. Recent improvements and a greater focus on future capability within the UK’s Joint Ground Based Air Defence (Jt GBAD) will enable the Formation to deploy its units and sub-units in order to operate the latest air defence weapon systems, within a multinational environment, against a near-peer adversary or asymmetric threat, and win. Major Charles W.I. May RA – 14 (Cole’s Kop) Battery Royal Artillery* the strategic direction of the British Armed ‘If I didn‘t have air supremacy, I wouldn‘t be here.’ Forces, and subsequently the operational level (SACEUR, Gen. Dwight D. Eisenhower, June 1944) construct. As the new direction is towards Joint Force 2025 (JF2025) it is pragmatic for this paper to focus on the next 10 years. The his article will highlight the UK military’s purpose is to identify and highlight the Tstrategic situation, perception and under- pertinent capability enhancements and future standing of the air threat before explaining the vision of the UK’s Ground Based Air Defence new military structure to which the Formation Formation and its developing role within the is adapting.
    [Show full text]
  • Mt-2018-2-3.Pdf
    2–3/2018 Kr 48,- TIDSAM 1098-02 NORWEGIAN DEFENCE And ECURITY ndUSTRIES ssOCIATION 9 770806 615906 02 S I A RETURUKEReturuke 39 v 12 STYRETS ÅRSBERETNING 2017 GiraffeFlexible protection for mobile forces1X Saab Technologies Norway AS saab.no CONTENTS CONTENTS: MINE CLEARANCE Editor-in-Chief: 2 The future is unmanned M.Sc. Bjørn Domaas Josefsen NSM 6 US Navy selects Naval Strike Missile NORDIC DEFENCE CO- OPERATION; NOT NECESSARILY DOOMED TO FAILURE NORDEFCO 8 NDIS (Nordic Defence Industry Seminar) 2018 Nordic collaboration within the defence sector has for many years been riddled with good intentions, but often with meagre results to show for all the efforts. FSi The Nordic countries are often regarded as a common unit, with 11 Norwegian Defence and Security almost similar languages (except Finland), a great deal of cultural Industries Association (FSi) similarity, and a long-standing tradition for co-operation on a number of different arenas. And yet, there are significant differences between the countries, not 17 ÅRSRAPPORT 2017 least from a security political and military point of view. Two of the Nordic countries are members of NATO, while two are BULLETIN BOARD FOR DEFENCE, alliance-free. Finland has an extended land border to Russia, while INDUSTRY AND TRADE Norway has a short land border as well as a long demarcation line at sea. Neither Sweden nor Denmark have land borders to Russia. 59 Gripen Plant in Brazil Sweden and Finland have huge forest regions, where Norway has 61 Command post shelters for Kongsberg fjords, mountains and deep valleys; Denmark mainly consists of a flat 63 Training Systems for the Swedish Army culture landscape spread across some mainland and a few large islands.
    [Show full text]
  • Militärhistoriska Museer
    Gotlands Militärhistoriska Museer Albatrossmuseet Ön Enholmen Gotlands Försvarsmuseum Lärbro Krigssjukhus museum GMM Gotlands Militärhistoriska Museer TINGSTÄDE FÄSTNING Gotska Sandön MUSEIRUNDAN Gotlands militärhistoria från 1300-talet och fram till våra dagar finns bevarat i de fem museer, som samlats under namnet Gotlands Militärhistoriska Museer, GMM. 1. Albatrossmuseet är Fårö uppbyggt kring föremål, bilder och historier kring det tyska fartyget SMS Albatross, som 2 Fårösund juli 1915 anfölls av en rysk eskader 148 och sökte skydd söder om Östergarn. 149 ❹ De överlevande internerades på 149 Lärbro Gotland till 1917. Visning av museet enligt ❺ överenskommelse. Tingstäde ❷ ❸ Slite 0498-523 07, www.albatrossmuseet.se 147 148 2. Ön Enholmen skildrar Gotlands roll som utpost Visby i den svenska försvarshistorien. Olika byggnader speglar försvar mot såväl ryssar som kolera och risk 142 143 för två världskrig. Under sommaren går båttrafik 146 140 ut till Enholmen, som också har gott om bra natur- Roma stigar att vandra på. [email protected], www.karlsvärds.se Katthammarsvik❶ 3. Gotlands Försvarsmuseum ger en omfat- 143 tande bild av armé, flyg och marin verksamhet Klintehamn 142 Ljugarn på Gotland, från forntid till våra dagar. 144 Museet finns i åtta byggnader på två separata platser i 141 Tingstäde. I museet finns café, restaurang och butik. För 140 barnen finns lekplats utomhus. Hemse [email protected], www.gotlandsforsvarsmuseum.se 4. Lärbro Krigssjukhus uppfördes 1939 och upphörde i maj 1946. Under krigsåren vårdades här militära och civila svenskar, baltflyk- 142 tingar, tyska soldater och flera hundra offer från koncentrationslägren. På kyrkogården finns 45 internationella krigsgravar, varav nio är judis- Burgsvik ka. 0498-22 50 30, [email protected], www.hembygd.se/larbro 5.
    [Show full text]
  • Technical Supplements
    Technical Supplements S1 The IG JAS Investment In this Technical Supplement the JAS 39 Gripen product concept is outlined, the procurement process documented, the Industry Group IG JAS presented and the critical role of the competent public procurement agency, the FMV, highlighted. S1.1 The Procurement of the JAS 39 Gripen Aircraft with Swing-Role Capabilities The JAS 39 Gripen multirole combat aircraft (J stands for fighter, A for Attack and S for Surveillance/reconnaissance) is a fourth generation aircraft that entered operational service in 1997. It replaced the Viggen, the last of which was taken out of service in 2006. JAS 39 Gripen is a combat aircraft with swing-role capabilities that can change mission in flight. This swing-role capability was unique when Gripen was launched but has later been introduced on the French Rafale and the Eurofighter. Other competing multirole aircraft first have to land to reconfigure its information, guidance, and weapons systems for a new role. Gripen was the first “unstable” aircraft in the world which meant that in order for the aircraft to be stable at all speeds and in all maneuvers many more navigation surfaces are needed than the pilot can possibly control himself to minimize air friction at each moment. He needs incredibly sophisticated computer systems support to maneuver the aircraft effectively and safely. Competing fourth generation combat aircraft are F-35/JSF (the USA, not yet (2009) delivered to market), the Eurofighter Typhoon (the UK, etc.) and Rafale (Dassault, France). JAS 39 Gripen also competes with upgraded versions of the third generation aircraft of Lockheed Martin F-16 (the USA, first delivered in 1978), Boeing F/A18 Hornet (the USA, first delivered in 1983), Dassault Mirage 2000 (France, first delivered in 1983), and Mig-29 (the former Soviet Union, first delivered in 1977).
    [Show full text]
  • Eurofighter World Editorial 2016 • Eurofighter World 3
    PROGRAMME NEWS & FEATURES DECEMBER 2016 GROSSETO EXCLUSIVE BALTIC AIR POLICING A CHANGING AIR FORCE FIT FOR THE FUTURE 2 2016 • EUROFIGHTER WORLD EDITORIAL 2016 • EUROFIGHTER WORLD 3 CONTENTS EUROFIGHTER WORLD PROGRAMME NEWS & FEATURES DECEMBER 2016 05 Editorial 24 Baltic policing role 42 Dardo 03 Welcome from Volker Paltzo, Germany took over NATO’s Journalist David Cenciotti was lucky enough to CEO of Eurofighter Jagdflugzeug GmbH. Baltic Air Policing (BAP) mis - get a back seat ride during an Italian Air Force sion in September with five training mission. Read his eye-opening first hand Eurofighters from the Tactical account of what life onboard the Eurofighter Title: Eurofighter Typoon with 06 At the heart of the mix Air Wing 74 in Neuburg, Typhoon is really like. P3E weapons fit. With the UK RAF evolving to meet new demands we speak to Bavaria deployed to Estonia. Typhoon Force Commander Air Commodore Ian Duguid about the Picture: Jamie Hunter changing shape of the Air Force and what it means for Typhoon. 26 Meet Sina Hinteregger By day Austrian Sina Hinteregger is an aircraft mechanic working on Typhoon, outside work she is one of the country’s best Eurofighter World is published by triathletes. We spoke to her Eurofighter Jagdflugzeug GmbH about her twin passions. 46 Power base PR & Communications Am Söldnermoos 17, 85399 Hallbergmoos Find out how Eurofighter Typhoon wowed the Tel: +49 (0) 811-80 1587 crowds at AIRPOWER16, Austria’s biggest Air [email protected] 12 Master of QRA Show. Editorial Team Discover why Eurofighter Typhoon’s outstanding performance and 28 Flying visit: GROSSETO Theodor Benien ability make it the perfect aircraft for Quick Reaction Alert.
    [Show full text]
  • Saab AB, Saab Aerosystems Airplanes
    Federal Register / Vol. 77, No. 98 / Monday, May 21, 2012 / Rules and Regulations 29855 Issued in Washington, DC, on May 15, § 609.10 Loan Guarantee Agreement. Engineer, International Branch, ANM– 2012. * * * * * 116, Transport Airplane Directorate, David G. Frantz, (d) * * * FAA, 1601 Lind Avenue SW., Renton, Acting Executive Director, Loan Programs (17) If Borrower is to make payment Washington 98057–3356; telephone Office. in full or in part for the Credit Subsidy (425) 227–1112; fax (425) 227–1149. For the reasons set forth in the Cost of the loan guarantee pursuant to SUPPLEMENTARY INFORMATION: preamble, DOE hereby amends Part 609 section 1702(b)(2) of the Act, such Discussion of chapter II of title 10 of the Code of payment must be received by DOE prior Federal Regulations as set forth below: to, or at the time of, closing; We issued a notice of proposed * * * * * rulemaking (NPRM) to amend 14 CFR PART 609—LOAN GUARANTEES FOR [FR Doc. 2012–12218 Filed 5–18–12; 8:45 am] part 39 to include an AD that would PROJECTS THAT EMPLOY BILLING CODE 6450–01–P apply to the specified products. That INNOVATIVE TECHNOLOGIES NPRM was published in the Federal Register on February 28, 2012 (77 FR ■ 1. The authority citation for part 609 DEPARTMENT OF TRANSPORTATION 11791). That NPRM proposed to correct continues to read as follows: an unsafe condition for the specified Authority: 42 U.S.C. 7254, 16511–16514. Federal Aviation Administration products. The MCAI states: ■ 2. In § 609.8 revise paragraph (d) to Environmentally friendly de-/anti-icing 14 CFR Part 39 read as follows: agents (acetates or formats) are a known [Docket No.
    [Show full text]
  • Know the Past ...Shape the Future
    FALL 2018 - Volume 65, Number 3 WWW.AFHISTORY.ORG know the past .....Shape the Future The Air Force Historical Foundation Founded on May 27, 1953 by Gen Carl A. “Tooey” Spaatz MEMBERSHIP BENEFITS and other air power pioneers, the Air Force Historical All members receive our exciting and informative Foundation (AFHF) is a nonprofi t tax exempt organization. Air Power History Journal, either electronically or It is dedicated to the preservation, perpetuation and on paper, covering: all aspects of aerospace history appropriate publication of the history and traditions of American aviation, with emphasis on the U.S. Air Force, its • Chronicles the great campaigns and predecessor organizations, and the men and women whose the great leaders lives and dreams were devoted to fl ight. The Foundation • Eyewitness accounts and historical articles serves all components of the United States Air Force— Active, Reserve and Air National Guard. • In depth resources to museums and activities, to keep members connected to the latest and AFHF strives to make available to the public and greatest events. today’s government planners and decision makers information that is relevant and informative about Preserve the legacy, stay connected: all aspects of air and space power. By doing so, the • Membership helps preserve the legacy of current Foundation hopes to assure the nation profi ts from past and future US air force personnel. experiences as it helps keep the U.S. Air Force the most modern and effective military force in the world. • Provides reliable and accurate accounts of historical events. The Foundation’s four primary activities include a quarterly journal Air Power History, a book program, a • Establish connections between generations.
    [Show full text]
  • Market Report a Publication of Saab Aircraft Leasing
    Issue 27 December 2011 MARKET REPORT A PUBLICATION OF SAAB AIRCRAFT LEASING DARWIN DEVELOPS EUROPEAN NETWORK PlottING A NEW COURSE GULFSTREAM INTERNATIONAL ADDS SAAB 340Bplus AIRCRAFT AND BECOMES SILVER AIRWAYS messaGE FROM CONTENTS Michael Magnusson Golden Air shines as niche Swedish carrier ......................... 3-5 Reflecting on 2011 activity and Darwin develops European network .................................... 6-9 readying for next year’s priorities Flying to the finish line. .................................................... 10-12 Pinnacle positions .................................................................13 As 2011 draws to a close, we can look back over a busy year during which Lakeshore luxury ..................................................................13 we transacted business on many Saab Plotting a new course 340Bplus aircraft. As we have taken Gulfstream International adds Saab 340Bplus aircraft aircraft back from Mesaba, we have found and becomes Silver Airways ........................................... 14-16 new homes for them with both old and new customers. The 30-seat turboprop Saab 340 operators in Thailand expand regional airline service ...........................................................17 continues to be a perfect regional aircraft choice on many regional routes. Saab Destination: Scatsta Airport, Shetland – Scotland. ......18 We are especially pleased that a revitalized Gulfstream International Airlines in Saab 340 Global Operators Conference set for 2012 ...........19 Florida, soon
    [Show full text]
  • Press Information Saab AB
    PRESS RELEASE Page 1 (2) Date Reference 15 June 2018 CU 18:050 E Keel-Laying Ceremony for Swedish SIGINT Ship Built at Nauta Shiprepair Yard The keel-laying ceremony for the new Swedish signals intelligence ship took place today at the PGZ Stocznia Wojenna, located in Gdynia, Poland. The event was attended by representatives from Saab, the Polish Armaments Group (PGZ) and invited guests. Saab was awarded the contract to design and build the SIGINT ship, which will replace the Swedish Navy’s existing HMS Orion, by the Swedish Material Defence Administration FMV in 2017. Subsequently it selected Nauta Shiprepair Yard, belonging to PGZ Group, to perform the construction, launch and early sea trials of the vessel. Cooperation in ship construction between Saab and PGZ is a direct result of the agreement, signed in late 2016, to establish a close partnership between Saab and PGZ in the planning and delivery of naval programs. “Special purpose ships are primarily used for the interception and analysis of radio-transmitted signals and need to be highly reliable and available. Therefore you need highly skilled shipbuilders to build this kind of ship. We are very pleased with the progress of the construction process, and it was a pleasure to attend the keel laying ceremony at the PGZ Stocznia Wojenna, our partner in this project,” explained Gunnar Wieslander, Head of Saab Kockums. “The keel-laying ceremony was an important event in this special shipbuilding project, and we are pleased to celebrate it with our Swedish partners. We know the special purpose vessel is very important for the Swedish Navy and we are treating the construction as a high priority undertaking,” said Marcin Dąbrowski, Chairman of the Management Board, Nauta Shiprepair Yard.
    [Show full text]
  • Commercially Available Low Probability of Intercept Radars and Non-Cooperative ELINT Receiver Capabilities
    Calhoun: The NPS Institutional Archive Reports and Technical Reports All Technical Reports Collection 2014-09 Commercially Available Low Probability of Intercept Radars and Non-Cooperative ELINT Receiver Capabilities Heinbach, Kathleen Monterey, California. Naval Postgraduate School, Center for Joint Services Electronic Warfare http://hdl.handle.net/10945/43575 NPS-EC-14-003 NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA COMMERCIALLY AVAILABLE LOW PROBABILITY OF INTERCEPT RADARS AND NON-COOPERATIVE ELINT RECEIVER CAPABILITIES by Kathleen Heinbach, Rita Painter, Phillip E. Pace September 2014 Approved for public release; distribution is unlimited THIS PAGE INTENTIONALLY LEFT BLANK Form Approved REPORT DOCUMENTATION PAGE OMB No. 0704-0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. 1. REPORT DATE (DD-MM-YYYY) 2. REPORT TYPE 3. DATES COVERED (From-To) 30-09-2014 Technical Report 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Commercially Available Low Probability of Intercept Radars and Non-Cooperative ELINT Receiver Capabilities 5b.
    [Show full text]
  • \Aircraft Recognition Manual
    Jf V t 9fn I 4-'!- Vw'^ ' 'o | ^ renai; 408.$ /•> ,A1.AI / -3o FM DEPARTMENT OF THE ARMY FM 30-30 DEPARTMENT OF THE NAVY NavWeps 00-80T-75 DEPARTMENT OF THE AIR FORCE AFM 50-40 MARINE CORPS NavMC 2522 \AIRCRAFT RECOGNITION MANUAL SI ISSUED BY DIRECTION OF\ CHIEF OF BUREAU OF NAVAL WEAPONS \ \ I 4 DEPARTMENT OF THE ARMY FM 30-30 DEPARTMENT OF THE NAVY NavWeps 00-80T-75 DEPARTMENT OF THE AIR FORCE AFM 50-40 MARINE CORPS NavMC 2522 AIRCRAFT RECOGNITION MANUAL •a ISSUED BY DIRECTION OF CHIEF OF BUREAU OF NAVAL WEAPONS JUNE 1962 DEPARTMENTS OF THE ARMY, THE NAVY AND THE AIR FORCE, WASHINGTON 25, D.C., 15 June 1962 FM 30-30/NAVWEPS 00-80T-75/AFM 50-40/NAVMC 2522, Aircraft Recognition Manual, is published for the information and guidance of all concerned. i BY ORDER OF THE SECRETARIES OF THE ARMY, THE NAVY, AND THE AIR FORCE: G. H. DECKER, General, Umted States Army, Official: Chief of Staff. J. C. LAMBERT, Major General, United States Army, The Adjutant General. PAUL D. STROOP Rear Admiral, United States Navy, Chief, Bureau of Naval Weapons. CURTIS E. LEMAY, Official: Chief of Staff, United States Air Force, R. J. PUGH, Colonel, United States Air Force, Director of Administrative Services. C. H. HAYES, Major General, U.S. Marine Corps, Deputy Chief of Staff (Plans). H DISTRIBUTION: ARMY: Active Army : DCSPER (1) Inf/Mech Div Co/Btry/Trp 7-2 44-112 ACSI (1) (5) except Arm/Abn Div 7- 44-236 52 DCSLOG (2) Co/Trp (1) 8- 44-237 137 DCSOPS(5) MDW (1) 8-500 (AA- 44-446 ACSRC (1) Svc Colleges (3) AH) 44447 CNGB (1) Br Svc Sch (5) except 10-201 44^536
    [Show full text]
  • Defence Policy and the Armed Forces During the Pandemic Herunterladen
    1 2 3 2020, Toms Rostoks and Guna Gavrilko In cooperation with the Konrad-Adenauer-Stiftung With articles by: Thierry Tardy, Michael Jonsson, Dominic Vogel, Elisabeth Braw, Piotr Szyman- ski, Robin Allers, Paal Sigurd Hilde, Jeppe Trautner, Henri Vanhanen and Kalev Stoicesku Language editing: Uldis Brūns Cover design and layout: Ieva Stūre Printed by Jelgavas tipogrāfija Cover photo: Armīns Janiks All rights reserved © Toms Rostoks and Guna Gavrilko © Authors of the articles © Armīns Janiks © Ieva Stūre © Uldis Brūns ISBN 978-9984-9161-8-7 4 Contents Introduction 7 NATO 34 United Kingdom 49 Denmark 62 Germany 80 Poland 95 Latvia 112 Estonia 130 Finland 144 Sweden 160 Norway 173 5 Toms Rostoks is a senior researcher at the Centre for Security and Strategic Research at the National Defence Academy of Latvia. He is also associate professor at the Faculty of Social Sciences, Univer- sity of Latvia. 6 Introduction Toms Rostoks Defence spending was already on the increase in most NATO and EU member states by early 2020, when the coronavirus epi- demic arrived. Most European countries imposed harsh physical distancing measures to save lives, and an economic downturn then ensued. As the countries of Europe and North America were cau- tiously trying to open up their economies in May 2020, there were questions about the short-term and long-term impact of the coro- navirus pandemic, the most important being whether the spread of the virus would intensify after the summer. With the number of Covid-19 cases rapidly increasing in September and October and with no vaccine available yet, governments in Europe began to impose stricter regulations to slow the spread of the virus.
    [Show full text]