Commercially Available Low Probability of Intercept Radars and Non-Cooperative ELINT Receiver Capabilities
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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. -
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. -
Corporate Responsibility Report 2006 Thales - Corporate Responsibility Report
Thales - Corporate Responsibility Report 2006 CORPORATE RESPONSIBILITY REPORT 2006 Thales 45 rue de Villiers 92526 Neuilly-sur-Seine Cedex France Tél. : +33 (0) 1 57 77 80 00 www.thalesgroup.com THALES Message from the Chairman p. 1 Thales profile and key figures p. 2 Highlights of 2006 p. 4 Issues and vision p. 5 Corporate governance, ethics and corporate responsibility organisation p. 11 A responsible business growth p. 22 A company of choice p. 27 A broader vision of corporate responsibility p. 50 A responsible player in environmental protection p. 59 A global leader recognised as a responsible player p. 72 CONTENTS INTRODUCTION ĵ This document is the Thales Corporate Responsibility report for 2006. The report presents the Group’s businesses and key figures and reviews the action taken by Thales in 2006 with respect to the company's corporate responsibility. It reports on substantive measures by the company in the areas of finance, employee relations, employment, and social and environmental protection. In accordance with Group’s international involvement, supported by its multidomestic strategy, the report provides detailed information of french companies about social and environmental initiatives as well as actions in other countries where Thales has significant operations. Photos credits: Photopointcom • Design and production: - 7373. Publication date: September 2007. This document is available on www.thalesgroup.com > MESSAGE FROM THE CHAIRMAN his second edition of the Annual “ Corporate Responsibility Report T confirms Thales's commitment to a rigorous and proactive policy in the area of Confidence underpins Corporate Responsibility. the long-term growth and As Thales writes a new chapter in its history, performance of Thales. -
Ami Project Report
AAI L-3 Integrated Systems ABB Process Solutions & Service L-3 Klein Associates Abeking & Rasmussen L-3 MAPPS Amicus L-3 Ocean Systems Argon ST L-3 SPD Technologies Armaris L-3 Wescam ASELAN LaCroix ASMAR Shipbuilding Lazard Carnegie Wylie Atlas Elektronik GmbH Lloyd's Register EMEA AuAVEVAstralian Submarine Corp. Lockheed Martin BBAE INSYTEabcock International Group Lopac Pty Ltd BAE North America Lurssen Werft BAE Ship Systems MacArtney AS BAE Systems Land and Armament Malaysian Navy Bath Iron Works Mandanis Applied Technologies Blohm + Voss MATCOM BMT Defence Services Ltd Mazagon Dock Ltd Boeing MBDA Bofors Defense AB Mac Taggart Scott Bofra Monch Publishing Bosch Rexroth M Ship Co. Boston Whaler MTU BrahMos Aerospace Pve. Ltd NATO HQ - Belgium Campbell Industries Naval Surface Warfare Center Caterpillar Navantia CEDOCAR Navy International Programs Office CEA Technologies Pty Ltd Newport News Shipbuilding Central Marine Design Bureau Almaz Nexus Communications Central Marine Design Bureau Rubin Northrop Grumman Ship Systems Chilean Navy Noske-Kaeser GmbH Cincinnati Gear Co. OCEA Cunico Corp. Oerlikon-Contraves David Brown Engineering Orizzonte Sistemi Navali S.p.A DCNS Philippine Navy DGA Polish Navy Dornier Pratt & Whitney DRS Technologies Qatar Armed Forces Joint EW Center EADS Defense Communications QinetiQ EADS Defense Electronics Raytheon Integrated Defense Systems EADS Defense & Security Systems Raytheon International ECA Ericsson Microwave Systems Raytheon Missile Company Evonik Foams Inc. Reflex Advanced Marine EMS Development Corp Rheinmetall Waffe Munition GmbH Energy Power Systems Rockwell Collins Eurosam Rohde & Schwarz GmbH & Co. KG Fincantieri Rolls-Royce Finmeccanica S.p.A. Saab French Embassy Saab Grintek Defence Pty Ltd Furness Enterprise Ltd Saab Bofors Dynamics G&M Power Plant Saab Danmark General Dynamics-Advanced Systems Sagem Defense Securite Co. -
Thales Nederland BV Afdeling: JRS‐TU Processing Afstudeerbegeleider: Dhr
1 2 Complex Package Design Het ontwerpen van een unieke identiteit met COTS onderdelen Auteur: Hjalmar Haagsman E‐mail: [email protected] Onderwijsinstelling: Universiteit Twente Opleiding: Industrieel Ontwerpen Fase: Bachelor Begeleider namens UT: Dhr. R. Wendrich Stagebedrijf: Thales Nederland BV Afdeling: JRS‐TU Processing Afstudeerbegeleider: Dhr. Ir. H.J.A. Wientjes Waarnemend begeleider*: Dhr. Ir. M.J.A. Van der Kemp Stageperiode: 18‐4‐2005 t/m 15‐7‐2005 *) I.v.m. ziekte van Dhr. Wientjes 3 4 Samenvatting Tijdens het vooronderzoek bleek al dat de context van de consoles en kabinetten een belangrijke rol speelt in het functioneren van de systemen. Dit is het verslag van een onderzoek naar de identiteit van Thales Hengelo, Thales maakt momenteel alleen de consoles, en levert deze dan af bij de en hoe deze kan worden toegepast op de consoles en de kabinetten van klant, met een globaal voorstel voor de inrichting. Randvoorwaarden zoals Thales. Het probleem was dat Thales de afgelopen tijd steeds meer COTS globale verlichting, ruimte om te passeren en “meekijkbaarheid” worden apparatuur (Commercial Of The Shelf) ging inkopen en steeds minder zelf daarbij vaak niet duidelijk genoeg doorgezet. Een belangrijke conclusie ging maken. Vooral de kabinetten hadden daar onder te lijden omdat zij in was dat de stoel, het enige instelbare onderdeel van de console installatie, hun geheel worden ingekocht en daarna ook nog eens worden volgestopt niet door Thales besteld werd. Vaak had Thales zelfs geen idee welke met voornamelijk COTS apparatuur. De vraag was hoe hier mee stoelen er precies gebruikt zouden worden. Dit is door mij bezien als een omgegaan moest worden om de kabinetten toch “typisch Thales” te gemiste kans, omdat de stoel nog veel ruimte heeft voor uitbreiding zoals maken. -
Consolidated Financial Statements at 31 December
CONSOLIDATED FINANCIAL STATEMENTS AT 31 DECEMBER 2019 -1- CONTENTS CONSOLIDATED PROFIT AND LOSS ACCOUNT ................................................................................................................. 3 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME ............................................................................................ 4 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY ..................................................................................................... 5 CONSOLIDATED BALANCE SHEET ................................................................................................................................... 6 CONSOLIDATED STATEMENT OF CASH FLOWS ................................................................................................................ 7 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS ................................................................................................ 8 1. ACCOUNTING STANDARDS FRAMEWORK .................................................................................................................. 8 1.1 BASIS OF PREPARATION FOR THE 2019 CONSOLIDATED FINANCIAL STATEMENTS ......................................................................... 8 1.2 IMPLEMENTATION OF IFRS 16 (LEASE CONTRACTS) ....................................................................................................................... 8 1.3 NEW MANDATORY STANDARDS EFFECTIVE FROM 31 DECEMBER 2019 ...................................................................................... -
Radar (Giraffe 75 [PS-90]) - RBS 90 Coordination
Radar (Giraffe 75 [PS-90]) - RBS 90 Coordination Sweden Type: Mobile Vehicle(s) Commissioned: 1994 Operator: Army Length: 4 m Width: 6 m Crew: 0 Sensors / EW: - Giraffe 75 [PS-90] - (1994) Radar, Radar, Target Indicator, 3D Surface-to-Air, Max range: 74.1 km OVERVIEW: The Giraffe is a mobile, medium range air identification and surveillance radar. Giraffe is a powerful 3D surveillance radar system and Command and Control system intended for short and medium-range surveillance and ground based air defence. In addition it can also warn of incoming rocket, artillery and mortar rounds, as well as provide coastal surveillance. DETAILS: The Giraffe is a frequency agile, low to medium altitude pulse doppler air search radar and combat control center which can be used in mobile or static short to medium range air defense applications. Giraffe is designed to detect low-altitude, low cross-section aircraft targets in conditions of severe clutter and electronic countermeasures. When equipped as an air-defense command center Giraffe provides an air picture to each firing battery using manpack radio communication. It is normally housed in a single 6m long shelter mounted on an all-terrain vehicle for high mobility. NOTES: Several variants available. The first systems were produced in 1977. By 2007, some 450 units of all types are reported as having been delivered. User countries include: Brazil, Croatia, Estonia, Finland, France, Indonesian Army, Ireland Irish Army, Latvia, Lithuania, Greece, Norway, Pakistan, Serbia, Singapore, Sweden, Thailand Navy and United States. SOURCES: Wikipedia "GIRAFFE Radar" Accessed December 2. 2013. http://en.wikipedia.org/wiki/GIRAFFE_Radar Page: 1/1 http://cmano-db.com/facility/280/. -
Tax Evasion and Weapon Production Mailbox Arms Companies in the Netherlands
Issue Brief – May 2016 Tax evasion and weapon production Mailbox arms companies in the Netherlands Martin Broek Stop Wapenhandel www.stopwapenhandel.org Tax evasion and weapon production | 1 AUTHOR: Martin Broek EDITORS: Nick Buxton and Wendela de Vries DESIGN: Evan Clayburg Published by Transnational Institute – www.TNI.org and Stop Wapenhandel – www.StopWapenhandel.org Contents of the report may be quoted or reproduced for non-commercial purposes, provided that the source of information is properly cited. TNI would appreciate receiving a copy or link of the text in which this document is used or cited. Please note that for some images the copyright may lie elsewhere and copyright conditions of those images should be based on the copyright terms of the original source. http://www.tni.org/copyright ACKNOWLEDGEMENTS This is an updated briefing, initially released in January 2016. Tax evasion and weapon production | 2 Contents Introduction 4 Chapter 1: Short history of Dutch tax law 6 Chapter 2: Tax evasion in the Netherlands 8 Chapter 3: Top 10 defence industries and Dutch holdings 11 Chapter 4: Tax evasion by company 14 Chapter 5: Corruption and misbehaviour 27 Chapter 6: The Dutch connection in the Malaysian airline disaster 29 Chapter 7: Panama Papers and the arms trade 32 Conclusion 35 Annex – The use of Trusts 36 Notes 37 Tax evasion and weapon production | 3 Introduction The revelations of the leaked Panama Papers in April 2016 pushed the issue of tax and tax evasion high up the international political agenda. Prompting scandals and high profile resignations, the 11.5 million documents from the offshore law firm Mossack Fonseca unveiled some of the tricks and strategies that countless politicians, businessmen and elites use to avoid taxes. -
The Decline of South Africa's Defence Industry
Defense & Security Analysis ISSN: (Print) (Online) Journal homepage: https://www.tandfonline.com/loi/cdan20 The decline of South Africa’s defence industry Ron Matthews & Collin Koh To cite this article: Ron Matthews & Collin Koh (2021): The decline of South Africa’s defence industry, Defense & Security Analysis, DOI: 10.1080/14751798.2021.1961070 To link to this article: https://doi.org/10.1080/14751798.2021.1961070 © 2021 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 08 Aug 2021. Submit your article to this journal View related articles View Crossmark data Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=cdan20 DEFENSE & SECURITY ANALYSIS https://doi.org/10.1080/14751798.2021.1961070 The decline of South Africa’s defence industry Ron Matthewsa and Collin Kohb aCranfield University, Defence Academy of the United Kingdom, Shrivenham, UK; bS. Rajaratnam School of International Studies (RSIS), Nanyang Technological University, Singapore ABSTRACT KEYWORDS The growth of South Africa’s apartheid era defence industry was South Africa; defence propelled by international isolation following the 1984 UN arms industry; arms exports; embargo and revealed military technology deficiencies during the corruption; offset border war. Weapons innovation became an imperative, fostering development of frontier technologies and upgrades of legacy platforms that drove expansion in arms exports. However, this golden era was not to last. The 1994 election of the country’s first democratic government switched resources from military to human security. The resultant defence-industrial stagnation continues to this day, exacerbated by corruption, unethical sales, and government mismanagement. -
European C4ISR Capabilities and Transatlantic Interoperability
BBrriiddggiinngg tt hhee GGaapp EEuurrooppeeaann CC44IISSRR CC aappaabbiilliittiieess aanndd TTrraannssaattllaannttiicc IInntt eerrooppeerraabbiilliittyy Gordon Adams, Guy Ben-Ari, John Logsdon, Ray Williamson The George Washington University Carried out under a grant from the Center for Technology and National Security Policy National Defense University October 2004 The views expressed in this article are those of the authors and do not reflect the official policy or position of The National Defense University, the Department of Defense, or the U.S. Government. All information and sources for this paper were drawn from unclassified materials. Gordon Adams is a Professor of the Practice of International Affairs and Director of Security Policy Studies at the Elliott School of International Affairs, The George Washington University. He was Deputy Director of the International Institute for Strategic Studies and Associate Director for National Security and International Affairs at the White House Office of Management Budget. He has written extensively on U.S. and European defense budgeting and planning and on transatlantic defense policy. Guy Ben-Ari is a consultant with the Defense Industrial Initiatives Group at the Center for Strategic and International Studies, where he specializes in U.S. and European defense technology policies. Prior to joining CSIS he was a research associate at the George Washington University's Center for International Science and Technology Policy and a consultant for the European Commission and the World Bank focusing on innovation policy and evaluation. John M. Logsdon is Director of the Space Policy Institute of The George Washington University's Elliott School of International Affairs, where he is a Professor of Political Science and International Affairs. -
TACTICOS Combat Management System
UNCLASSIFIED DC TACTICOS Combat Management System - Exploiting the Full DDS Potential Piet Griffioen ([email protected]) © THALES NEDERLAND B.V. AND/OR ITS SUPPLIERS THIS INFORMATION CARRIER CONTAINS PROPRIETARY INFORMATION WHICH SHALL NOT BE USED, REPRODUCED OR DISCLOSED DDS Information Day TO THIRD PARTIES WITHOUT PRIOR WRITTEN AUTHORIZATION BY THALES NEDERLAND B.V. AND/OR ITS SUPPLIERS, AS APPLICABLE. 1 THALES NEDERLAND B.V. UNCLASSIFIED Content n DDS as an enabler for the success of the TACTICOS Combat Management System (CMS) ct to restrictive legend on title page title on legend restrictive to ct n Combat Management System n TACTICOS CMS n Architectural principles © THALES NEDERLAND B.V. AND/OR ITS SUPPLIERS Subje SUPPLIERS ITS AND/OR B.V. NEDERLAND THALES © n Role of the DDS n Information centric approach DC - DDS Information Day CMS 2 THALES NEDERLAND B.V. UNCLASSIFIED Above Water Systems Communication System Navigation ct to restrictive legend on title page title on legend restrictive to ct Platform System Management System © THALES NEDERLAND B.V. AND/OR ITS SUPPLIERS Subje SUPPLIERS ITS AND/OR B.V. NEDERLAND THALES © DC - 3D Radar Multi Gun Function DDS Information Day Combat Sonar Radar Management Missiles System 3 THALES NEDERLAND B.V. UNCLASSIFIED Combat Management System (CMS) TDS ESM SIRIUS ECM ct to restrictive legend on title page title on legend restrictive to ct COMINT MIRADOR SMART-L SCOUT • Situation Awareness • Recognition & Identification © THALES NEDERLAND B.V. AND/OR ITS SUPPLIERS Subje SUPPLIERS ITS AND/OR B.V. NEDERLAND THALES © MK41 • Threat Evaluation APAR • Weapon Deployment GOALKEEPER DC CHAFF - GUN TORPEDO SONAR SSM DDS Information Day 4 THALES NEDERLAND B.V. -
Press Information Saab AB
PRESS RELEASE Page 1 (2) Date Reference 5 December 2018 CU 18:118 E Saab Sharpens Radar Offer with New Business Unit Saab sharpens its radar offer with the new business unit Radar Solutions, which consolidates airborne and surface based radars into one single unit, headed by Lars Tossman. The current business units Airborne Surveillance Systems and Surface Radar Solutions, both within Saab’s business area Surveillance, will merge to become a single unit 2019. By merging the businesses, Saab aims to target market needs even further and maximise synergies within the operations. The new business unit will combine all activities for airborne, ground-based, naval and fighter radars, aligning synergies in both research and development and marketing and sales. “Radar is one of Saab’s core areas and Saab is a world leading sensor provider. With the new business unit Radar Solutions we can create even more synergies between airborne, ground-based and naval radars, further strengthening our radar offer”, says Lars Tossman, appointed head of Saab’s new business unit Radar Solutions. Saab’s sensor portfolio includes land and Sea giraffe radars, airborne radar systems and electronic warfare. Spiral development provides continuous updates to existing products, meaning the entire portfolio is up to date with customers’ evolving needs and new threats developing. Saab’s recent radar orders has included the sale of the advanced airborne surveillance solution GlobalEye to the United Arab Emirates, the X-band fighter AESA array to the US Government and the ground-based short-range radar Giraffe 1X. The naval radar Sea Giraffe is currently selected for six classes of US ships.