The Market for Anti-Tank Missiles
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Department of Public Enterprises Strategic Plan Presentation
PRESENTATION TO THE SELECT COMMITTEE 23rd March 2011 STRATEGIC PLAN 2011-2014 CONFIDENTIAL Contents • Evolution of the DPE • DPE : - Shareholder Management and Oversight - Mission • Economic challenges facing South Africa • Role of SOE in driving investments • DPE’s Plan of Action in responding to the New Growth Path • Performance against current year (2010/11) Strategic Plan • Strategic Plan 2011/14 : purposes, priorities and budgets • SOE : Contributions and Impact • Annexures : 2011/12 project outputs, measures and targets. CONFIDENTIAL 2 Evolution of DPE’s strategic mandate • 1994 ‒ 1998: Established as the office of privatisation focused on disposal of SOE. • 1998 ‒ 2003: Emphasise shifts to restructuring of SOE with focus on equity partnerships, initial public offerings and concessioning of specific assets to optimise shareholder value and economic efficiency. • Post 2003: Develop the SOE as focused sustainable state owned business entities delivering on a specific strategic economic mandate. Direct SOE to align strategy with the needs and policy direction of the domestic economy, namely: • Positioning or entry of SOE in pursuit of industry or sectoral policies • The development & promotion of policies by DPE that enhance operation of SOE. Post 2003, the DPE has managed the portfolio of SOE towards the achievement of the following long term objectives: CONFIDENTIAL 3 The DPE’s mission is to ensure that the SOE are both financially sustainable and deliver on government’s developmental objectives To optimize the alignment between the role of the SOE in the national economic strategy and the performance of the DPE’s portfolio of enterprises through delivering best practice shareholder management services and engaging with stakeholders to create an enabling environment for such alignment. -
Seasonal and Diurnal Performance of Daily Forecasts with WRF V3.8.1 Over the United Arab Emirates
Geosci. Model Dev., 14, 1615–1637, 2021 https://doi.org/10.5194/gmd-14-1615-2021 © Author(s) 2021. This work is distributed under the Creative Commons Attribution 4.0 License. Seasonal and diurnal performance of daily forecasts with WRF V3.8.1 over the United Arab Emirates Oliver Branch1, Thomas Schwitalla1, Marouane Temimi2, Ricardo Fonseca3, Narendra Nelli3, Michael Weston3, Josipa Milovac4, and Volker Wulfmeyer1 1Institute of Physics and Meteorology, University of Hohenheim, 70593 Stuttgart, Germany 2Department of Civil, Environmental, and Ocean Engineering (CEOE), Stevens Institute of Technology, New Jersey, USA 3Khalifa University of Science and Technology, Abu Dhabi, United Arab Emirates 4Meteorology Group, Instituto de Física de Cantabria, CSIC-University of Cantabria, Santander, Spain Correspondence: Oliver Branch ([email protected]) Received: 19 June 2020 – Discussion started: 1 September 2020 Revised: 10 February 2021 – Accepted: 11 February 2021 – Published: 19 March 2021 Abstract. Effective numerical weather forecasting is vital in T2 m bias and UV10 m bias, which may indicate issues in sim- arid regions like the United Arab Emirates (UAE) where ex- ulation of the daytime sea breeze. TD2 m biases tend to be treme events like heat waves, flash floods, and dust storms are more independent. severe. Hence, accurate forecasting of quantities like surface Studies such as these are vital for accurate assessment of temperatures and humidity is very important. To date, there WRF nowcasting performance and to identify model defi- have been few seasonal-to-annual scale verification studies ciencies. By combining sensitivity tests, process, and obser- with WRF at high spatial and temporal resolution. vational studies with seasonal verification, we can further im- This study employs a convection-permitting scale (2.7 km prove forecasting systems for the UAE. -
Security & Defence European
a 7.90 D European & Security ES & Defence 4/2016 International Security and Defence Journal Protected Logistic Vehicles ISSN 1617-7983 • www.euro-sd.com • Naval Propulsion South Africa‘s Defence Exports Navies and shipbuilders are shifting to hybrid The South African defence industry has a remarkable breadth of capa- and integrated electric concepts. bilities and an even more remarkable depth in certain technologies. August 2016 Jamie Shea: NATO‘s Warsaw Summit Politics · Armed Forces · Procurement · Technology The backbone of every strong troop. Mercedes-Benz Defence Vehicles. When your mission is clear. When there’s no road for miles around. And when you need to give all you’ve got, your equipment needs to be the best. At times like these, we’re right by your side. Mercedes-Benz Defence Vehicles: armoured, highly capable off-road and logistics vehicles with payloads ranging from 0.5 to 110 t. Mobilising safety and efficiency: www.mercedes-benz.com/defence-vehicles Editorial EU Put to the Test What had long been regarded as inconceiv- The second main argument of the Brexit able became a reality on the morning of 23 campaigners was less about a “democratic June 2016. The British voted to leave the sense of citizenship” than of material self- European Union. The majority that voted for interest. Despite all the exception rulings "Brexit", at just over 52 percent, was slim, granted, the United Kingdom is among and a great deal smaller than the 67 percent the net contribution payers in the EU. This who voted to stay in the then EEC in 1975, money, it was suggested, could be put to but ignoring the majority vote is impossible. -
Missiles OUTLOOK
SPECIFICATIONS Missiles OUTLOOK/ GENERAL DATA AIRFRAME GUIDANCE OUTLOOK/ POWERPLANT SPECIFICATIONS MAX. MAX. SPAN, BODY LAUNCH MAX. RANGE STATUS/OUTLOOK/REMARKS DESIGNATION/NAME LENGTH WINGS OR DIAMETER WEIGHT CONTRACTOR TYPE NO. MAKE & MODEL (FT.) FINS (FT.) (FT.) (LB.) (NAUT. MI.) AIR-TO-AIR CHUNG-SHAN INSTITUTE OF SCIENCE AND TECHNOLOGY (CSIST), Taoyuan, Taiwan Skysword 1 (Tien Chien 1) 9.8 2.1 0.42 196.4 — IR 1 X solid propellant 9.7 In service with Taiwan air force since 1993. Skysword 2 (Tien Chien 2) 11.8 2 0.62 396.8 — Active radar 1 X solid propellant 32.4 In service with Taiwan air force since 1996. DENEL (PTY.) LTD., Pretoria, South Africa OPERATORS SATELLITE A-Darter 9.8 1.6 0.54 195.8 Denel IIR 1 X solid propellant — Fifth-generation technology demonstrator. Likely co-development with Brazil. COMMERCIAL R-Darter 11.9 2.1 0.53 264 Denel Radar 1 X solid propellant — Development completed 2000. For South African Air Force Cheetah and Gripen aircraft. U-Darter 9.6 1.67 0.42 210 Denel Two-color, IR 1 X solid propellant — First revealed in 1988; similar to Magic. Entered production in 1994. In use on South African Air Force Cheetah and Impala aircraft. DIEHL BGT DEFENSE, Uberlingen, Germany COMMERCIAL AIM-9L/I-1 Sidewinder 9.4 2.1 0.4 189 Diehl BGT Defense IR 1 X solid propellant — Upgraded and refurbished. IRIS-T 9.7 — 0.4 196 Diehl BGT Defense IIR 1 X solid propellant — In production. SATELLITE OPERATORS SATELLITE MBDA MISSILE SYSTEMS (BAE Systems, EADS, Finmeccanica), London, UK; Vélizy, France; Rome, Italy Aspide 12.1 3.4 0.67 479 Alenia Semiactive radar, homing 1 X solid propellant 43 In service. -
Overcoming the Legacy of Exclusion in South Africa
Republic of South Africa Systematic Country Diagnostic Public Disclosure Authorized An Incomplete Transition: Overcoming the Legacy of Exclusion in South Africa Public Disclosure Authorized Background note Corporate Governance in South African State-Owned Enterprises Sunita Kikeri Public Disclosure Authorized Public Disclosure Authorized Corporate Governance in South African State-Owned Enterprises Sunita Kikeri1 Introduction State-owned enterprises (SOEs) play an important role in the South African economy. Since 1994 SOEs have been a significant vehicle for achieving economic growth and poverty reduction. They are especially important vehicles for addressing market failure and for delivering key infrastructure services such as energy, transport, and water that allow the economy to grow while ensuring equity through access and quality of social services to all citizens. Strengthening their role and performance is a key component of the Developmental State agenda. This agenda addresses the key challenges facing South Africa: high poverty and unemployment levels; skewed distribution and maintenance of infrastructure; unequal distribution of land and capital; and growing disparities between the rich and poor. The Government’s New Growth Path (NGP), which sets a target of creating five million additional jobs by 2020, specifically calls on SOEs to play a key developmental role. Other policies such as the National Development Plan (NDP), the Medium-Term Strategic Framework (MTSF), and the Industrial Policy Action Plan also highlight the role of SOEs as major contributors to infrastructure development and to economic restructuring, while the Nine-Point Plan, which outlines Government priorities, includes addressing the electricity challenge and supporting reforms in SOEs. Through these initiatives, the Government’s goal is to ensure that SOEs deliver on broader developmental goals and that they support the transformation and competitiveness of the economy. -
Denel Annual Report 2004
Denel Annual Report 2004 Denel www.denel.co.zawww.denel.co.za Global suppliers of world-class products Annual Report 2004 CONTENTS Business philosophy 1 Commercial and IT Business 28 Consolidated statements of changes in equity 60 Our business 2 Strategic relationships 32 Consolidated cash flow statements 61 Financial highlights 3 Corporate governance 33 Notes to the cash flow statements 62 Chairman’s statement 4 Safety, health and environment 42 Board of Directors 8 Ten-year review 44 Notes to the annual financial statements 63 Chief Executive Officer’s message 10 Value added statement 46 Subsidiaries and Operational review 14 Report of the independent auditors 47 associated companies 96 Executive committee 18 Directors’ report 48 Report of the independent auditors Aerospace 20 Consolidated balance sheets 58 (on PFMA) 98 Land systems 24 Consolidated income statements 59 Contact details 100 GRAPHICOR 30858 Business philosophy DENEL ANNUAL REPORT 2004 1 OUR PURPOSE To be the leading South African defence company, supplying systems, products and services in selected niche areas to the domestic security services and to customers in global markets. To be a prime contractor and systems integrator in selected areas. To be a guardian of strategic technologies in our sector and a catalyst in South Africa for the development of future technologies. To grow and operate profitably to provide jobs, to develop our people, and to provide training for others where we have the capacity. OUR VALUES SHARED VALUES Customer focus Innovation Initiative Integrity TEAM VALUES Denel is a market and people driven company. Employees/colleagues at all levels working together as a team are the key to Denel’s success. -
Fantassins Numero 32
FANTASSINS NUMERO 32 > SOMMAIRE CONTENTS < Editorial du C.E.M.A.T. - Editorial by the C.G.S .................................................................................................................. Général d’armée Bertrand RACT-MADOUX 2 Mot du commandant de l’école de l’infanterie - Foreword by the Commander of the School of Infantry ...................................Général de division Hervé WATTECAMPS 5 DOSSIER SPÉCIAL : Le tir dans l’infanterie Le tir dans l’infanterie - Shooting in the infantry ................................................................................................................................................Général Eric RECULE 7 Raisonner le tir par la trame des feux - Considering fires from the perspective of weapon arrays ............................................... Lieutenant-colonel François MARIOTTI 12 Du parcours de tir collectif... à la manœuvre interarmes avec tirs - From live firing exercises to live firing combined-arms manoeuvres ............... Colonel Marc CHRISTY 16 L’entraînement au tir au sein du bataillon d’Acier - Shooting practice with the « Steel battalion » ......................................................Lieutenant-colonel Christophe RICHARD 20 L’emploi du SGTIA dans le cadre d’une manœuvre interarmes à tirs réel : l’exercice CERCES Employing a company group (CG) during a combined arms manoeuvre with live fires : FTX CERCES .........................................Lieutenant-colonel Louis-Marie VALLANCON 28 Le tir dans l’infanterie britannique - Shooting in the British -
United Arab Emirates (Uae)
Library of Congress – Federal Research Division Country Profile: United Arab Emirates, July 2007 COUNTRY PROFILE: UNITED ARAB EMIRATES (UAE) July 2007 COUNTRY اﻟﻌﺮﺑﻴّﺔ اﻟﻤﺘّﺤﺪة (Formal Name: United Arab Emirates (Al Imarat al Arabiyah al Muttahidah Dubai , أﺑﻮ ﻇﺒﻲ (The seven emirates, in order of size, are: Abu Dhabi (Abu Zaby .اﻹﻣﺎرات Al ,ﻋﺠﻤﺎن Ajman , أ مّ اﻟﻘﻴﻮﻳﻦ Umm al Qaywayn , اﻟﺸﺎرﻗﺔ (Sharjah (Ash Shariqah ,دﺑﻲّ (Dubayy) .رأس اﻟﺨﻴﻤﺔ and Ras al Khaymah ,اﻟﻔﺠﻴﺮة Fajayrah Short Form: UAE. اﻣﺮاﺗﻰ .(Term for Citizen(s): Emirati(s أﺑﻮ ﻇﺒﻲ .Capital: Abu Dhabi City Major Cities: Al Ayn, capital of the Eastern Region, and Madinat Zayid, capital of the Western Region, are located in Abu Dhabi Emirate, the largest and most populous emirate. Dubai City is located in Dubai Emirate, the second largest emirate. Sharjah City and Khawr Fakkan are the major cities of the third largest emirate—Sharjah. Independence: The United Kingdom announced in 1968 and reaffirmed in 1971 that it would end its treaty relationships with the seven Trucial Coast states, which had been under British protection since 1892. Following the termination of all existing treaties with Britain, on December 2, 1971, six of the seven sheikhdoms formed the United Arab Emirates (UAE). The seventh sheikhdom, Ras al Khaymah, joined the UAE in 1972. Public holidays: Public holidays other than New Year’s Day and UAE National Day are dependent on the Islamic calendar and vary from year to year. For 2007, the holidays are: New Year’s Day (January 1); Muharram, Islamic New Year (January 20); Mouloud, Birth of Muhammad (March 31); Accession of the Ruler of Abu Dhabi—observed only in Abu Dhabi (August 6); Leilat al Meiraj, Ascension of Muhammad (August 10); first day of Ramadan (September 13); Eid al Fitr, end of Ramadan (October 13); UAE National Day (December 2); Eid al Adha, Feast of the Sacrifice (December 20); and Christmas Day (December 25). -
WHY YOUNG SYRIANS CHOOSE to FIGHT Vulnerability and Resilience to Recruitment by Violent Extremist Groups in Syria RESEARCH SUMMARY
WHY YOUNG SYRIANS CHOOSE TO FIGHT Vulnerability and resilience to recruitment by violent extremist groups in Syria RESEARCH SUMMARY Understanding conflict. Building peace. About International Alert International Alert helps people find peaceful solutions to conflict. We are one of the world’s leading peacebuilding organisations, with 30 years of experience laying the foundations for peace. We work with local people around the world to help them build peace, and we advise governments, organisations and companies on how to support peace. We focus on issues that influence peace, including governance, economics, gender relations, social development, climate change, and the role of businesses and international organisations in high-risk places. www.international-alert.org © International Alert 2016 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without full attribution. Layout: D.R. ink Front cover image: © Caro/Photoshot WHY YOUNG SYRIANS CHOOSE TO FIGHT Vulnerability and resilience to recruitment by violent extremist groups in Syria RESEARCH SUMMARY May 2016 Authors: Meg Aubrey, Rosie Aubrey, Frances Brodrick, Caroline Brooks Contributors: Kristine Anderson, Matthew Bamber, Rebecca Crozier, Lucy Holdaway, Olawale Ismail, Lana Khattab, Talal al-Mayahi, Adel Nehmeh, Jennifer Sheehy-Skeffington, Ruth Simpson, Tahir Zaman Field researchers: Adel Nehmeh, Mariam Balhas, Ashraf al Hafny, Juma Hamdo, RMTeam 2 International Alert Acknowledgements The production of this report was truly a team effort. International Alert sincerely thanks all of the authors, contributors and field researchers for their valuable contributions, insights and analysis. Alert would also like to extend its thanks to the outstanding partner organisations working on this project, for their extraordinary commitment, perseverance and contribution. -
Fantassins N°28 – Les Équipements De L'infanterie
FANTASSIN NUMERO 28 EAGLE 4x4 - 6x6 > SOMMAIRE CONTENTS < Eurosatory Une plateforme pour une famille multirôle Editorial ..................................................................................................................................................................................Général de division Bernard GUILLET 4 11-15Stand JuinHall 2012 C186 5 DOSSIER SPECIAL : LES EQUIPEMENTS DE L’INFANTERIE Le fantassin de France et son fusil - The French infantryman and his rifle ...............................................................................Capitaine Yann DOMENECH de CELLES 7 Le rôle du bureau PLANS de l’EMAT dans la conception et le développement des équipements de l’infanterie Role of the General Staff G3 Plans Division in the design and development of infantry equipment ....................................................................... Colonel Eric OZANNE 13 Scorpion étape 1 pour finaliser la transformation de l’infanterie - Scorpion phase 1: to finalize the transformation of the Infantry ................. Colonel Rémy CADAPEAUD 16 L’adaptation réactive pour les matériels de l’infanterie - Reactive adaptability for infantry equipment. .........................................................Colonel Jacques MIENVILLE 18 Le processus de développement des équipements de l’infanterie allemande - Developing German Infantry equipment ........................... Lieutenant-colonel Harald NEUMANN 22 Point de situation sur les équipements dans l’infanterie britannique - A situation update on the equipment of the -
The Israel Defense Forces, 1948-2017
The Israel Defense Forces, 1948-2017 Kenneth S. Brower Mideast Security and Policy Studies No. 150 THE BEGIN-SADAT CENTER FOR STRATEGIC STUDIES BAR-ILAN UNIVERSITY Mideast Security and Policy Studies No. 150 The Israel Defense Forces, 1948-2017 Kenneth S. Brower The Israel Defense Forces, 1948-2017 Kenneth S. Brower © The Begin-Sadat Center for Strategic Studies Bar-Ilan University Ramat Gan 5290002 Israel Tel. 972-3-5318959 Fax. 972-3-5359195 [email protected] www.besacenter.org ISSN 0793-1042 May 2018 Cover image: Soldier from the elite Rimon Battalion participates in an all-night exercise in the Jordan Valley, photo by Staff Sergeant Alexi Rosenfeld, IDF Spokesperson’s Unit The Begin-Sadat (BESA) Center for Strategic Studies The Begin-Sadat Center for Strategic Studies is an independent, non-partisan think tank conducting policy-relevant research on Middle Eastern and global strategic affairs, particularly as they relate to the national security and foreign policy of Israel and regional peace and stability. It is named in memory of Menachem Begin and Anwar Sadat, whose efforts in pursuing peace laid the cornerstone for conflict resolution in the Middle East. Mideast Security and Policy Studies serve as a forum for publication or re-publication of research conducted by BESA associates. Publication of a work by BESA signifies that it is deemed worthy of public consideration but does not imply endorsement of the author’s views or conclusions. Colloquia on Strategy and Diplomacy summarize the papers delivered at conferences and seminars held by the Center for the academic, military, official and general publics. -
Written Statement of Mxolisi Mgojo, the Chief Executive Officer Of
1 PUBLIC ENTERPRISES PORTFOLIO COMMITTEE INQUIRY INTO ESKOM, TRANSNET AND DENEL WRITTEN STATEMENT OF MXOLISI MGOJO, THE CHIEF EXECUTIVE OFFICER OF EXXARO RESOURCES LIMITED INTRODUCTION ...................................................................................................... 2 COST-PLUS MINES VERSUS COMMERCIAL MINES .......................................... 5 THE SO-CALLED “PRE-PAYMENT” FOR COAL ................................................. 9 PREJUDICE TO EXXARO’S COST-PLUS MINES AND MAFUBE ..................... 11 Introduction ........................................................................................................... 11 Arnot mine ............................................................................................................. 12 Eskom’s failure to fund land acquisition ................................................................. 12 Non-funding of operational capital at Arnot ............................................................ 14 The termination of Arnot’s CSA .............................................................................. 15 Conclusion of the Arnot matters ............................................................................. 19 Mafube mine.......................................................................................................... 19 Matla mine ............................................................................................................. 21 Non-funding of capital of R1.8 billion for mine 1 ...................................................