Line of Defence - Winter 2020 by Defsec New Zealand

Line of Defence Issue 16 â&#x20AC;˘ Winter 2020

New Zealandâ&#x20AC;&#x2122;s Defence and National Security Magazine

www.defsec.net.nz

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CONTENTS Editor’s Note

Kia Ora and welcome to the Winter 2020 – and 16th – issue of Line of Defence. Since we published our Autumn issue back in March, our world has undergone major disruption and despair with hundreds of thousands of deaths internationally from Covid-19, lockdown restrictions, faltering national economies, the Black Lives Matter movement in the US, and a widening geostrategic chasm between China and the Anglophonic states that comprise the Five Eyes grouping. We’re living and working in a new normal that defines every level of our participation as individuals engaging in sociallydistanced spaces; as workers performing in our roles remotely; as business owners fighting to adapt and stay afloat; and as citizens locked within our national borders and witnessing what some commentators are perhaps prematurely referring to as the last days of the US-led world order. It’s these very themes that dominate the pages of this issue of Line of Defence. In his regular ‘column’, Dr Wayne Mapp gives his take on the challenges and opportunities for defence spending posed by Covid-19. In Defence, we also showcase the NZDIA’s trialling of a new virtual events platform aimed squarely and enabling Defence-Industry collaboration in the post-Covid new normal. Among our sponsor and industry updates, we feature Tactical Solutions’ soon-to-be-opened Wellington innovation hub, GA-ASI’s new Operations Data Fusion Centre, Rheinmetall’s trusted network of New Zealand local partners, and the maritime patrol platform provided by Leonardo’s ATR 72MP. Defence Minister Hon Ron Mark elaborates on the confirmation of the C-130J as New Zealand’s new airlift capability, and Opposition Defence Spokesperson Hon Mark Mitchell bemoans continued delays to the Defence Estate upgrade. In this issue we’re joined again by Dr John Battersby who explores the post-Covid deterioration in citizen-state relations across many Western democracies, most notably in the US; and I explore the technological challenges faced by aviation and border authorities in achieving Covid-safe air travel as they look to tackling the task of reopening their borders. Also in this issue, tendering expert Jason Cooney provides some valuable tips on how to put together competitive Defence tender responses, and we look at the various grant schemes available to Australian SMEs through the Centre for Defence Industry Capability (CDIC). I commend the above articles to you, along with the many fine contributions inside. Nicholas Dynon Auckland

CONTACT DETAILS Chief Editor: Nicholas Dynon M: +64 (0)22 366 3691 E: nick@defsec.net.nz

Publisher: Craig Flint T: +64 (07) 868 2703 E: craig@defsec.net.nz

Postal and delivery address 27 West Cresent Te Puru 3575, Thames RD5, New Zealand

www.linkedin.com/company/ defsec-media-limited www.facebook.com/defsecmedia/ www.twitter.com/DefsecNZ

CONTRIBUTORS & INTERVIEWEES Hon Dr Wayne Mapp QSO Hon Mark Mitchell Hon Ron Mark Jason Cooney Chris Woodward Carlene Martin

Dr John Battersby Jennie Vickers Nicholas Dynon Stephen Carroll CSM Tim Cummins

EDITORIAL ADVISORY BOARD

Dr Peter Greener Dr Bridgette-Sullivan Taylor Dr John Battersby Debbie Howarth Jennie Vickers Hon Dr Wayne Mapp QSO Ruth Currie DSD

Prof Rouben Azizian Dr Reuben Steff Paul Howard John Deal Douglas Pauling John Campbell MNZM Pat Cullen

UPCOMING ISSUE

Spring - September Main themes: Land domain and Public/Civil Security Events: CivSec 2020, Land Forces 2020, Safe and Secure Facilities and Public Spaces Copy Deadline: 1st September 2020 Publication: 10th September 2020

ASSOCIATION

Line of Defence

ISSN 2463-5774 (Print) • ISSN 2463-6258 (Online)

DEFENCE

INTERNATIONAL SECURITY

GA-ASI’s new Ops Centre gives RPA operators big picture of ISR

ITU and Kacific boost emergency telecoms in Vanuatu

How programmatic project management improves outcomes

‘The People’s Spring’: Covid-19, public protest and terrorism

Supply relationships in a new world

New Zealand partners help Rheinmetall deliver local and regional capability

UK Defence and Security Accelerator seeks Behavioural Analytics proposals

Reaching for the sky – Super Hercules delivery in 2024

ATR 72MP, a new generation, efficient Multirole Maritime Patrol Aircraft

Continued investment in the Defence Force needed

Home from Iraq: A job well done

New Zealand’s Defence stability in uncertain times

New events platform delivers for post-Covid new normal

New Hercules, NH90 upgrades, and Aotearoa en route

CIDC Australian grant programs and webinar series

Tactical Solutions launches innovation hub in Wellington

Defence Bids and Tenders: Best practice and winning strategies

BORDER SECURITY

Contactless Borders: fast-forwarding to a ‘Seamless traveller’ future

HOMELAND SECURITY

ARTs and the myth of the unarmed police officer

Defsec Media Limited publishes Line of Defence, FireNZ Magazine and New Zealand Security Magazine premier publications covering industry sectors that help keep Kiwis safe. Find us online www.defsec.net.nz Copyright: No article or part thereof may be reproduced without prior consent of the publisher. Disclaimer: The information contained in this publication is given in good faith and has been derived from sources believed to be reliable and accurate. However, neither the publishers nor any person involved in the preparation of this publication accept any form of liability whatsoever for its contents including advertisements, editorials, opinions, advice or information or for any consequences from its use.

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DEFENCE GA-ASI’s new Ops Centre gives RPA operators big picture of ISR General Atomics Aeronautical Systems, Inc. (GA-ASI) has developed an Operations Data Fusion Centre with a modern open architecture and infrastructure that enables collaborative, reliable, and secure mission execution. With a modular design and focus on open standards, the Ops Centre – also known as the Integrated Intelligence Centre – enables the expansion of capabilities to rapidly incorporate future growth requirements. The Integrated Intelligence Centre integrates seamlessly with existing C4ISR capabilities – such as sensors data, video and other intelligence products – from Defence and other Government ministries and agencies. The Integrated Intelligence Centre for New Zealand would ingest, process, parse and disseminate ISR video, data and other intelligence products to required users, including tactical to strategic levels, as well as various classification levels.

GA-ASI has the experience in hardware and software design, automation, implementation, sustainment, and operations for Intelligence, Surveillance and Reconnaissance (ISR) to offer an Integrated Intelligence Centre that provides customers with unparalleled ISR operations, situational awareness, and ISR data processing capability – now and into the future,” said GAASI Senior Vice President of Strategic Development Barton Roper. GA-ASI is known throughout the world for its development of industryleading Remotely Piloted Aircraft (RPA), including the new MQ-9B SkyGuardian, which has been selected by the Australian Defence Force and the UK Royal Air Force, and is being considered by many other countries. With the addition of the Integrated Intelligence Centre, operators unlock the potential of ISR capabilities installed on GA-ASI’s RPA, as well as manned airborne ISR assets, ground

and space-based capabilities. Fully leveraging the Integrated Intelligence Centre will enable users to reduce manpower and create a complete intelligence and operations picture. Versatile ISR Ops and PED The heart of the Integrated Intelligence Centre is GA-ASI’s integrated suite of automated mission capabilities, including GA-ASI’s STARE (System for Tactical Archival, Retrieval, and Exploitation) software, MMC (Multi-Mission Controller) software, Metis tasking, collection management, and intelligence sharing software. The combination of these capabilities provides a unified intelligence collection and Processing, Exploitation and Dissemination (PED) capability to efficiently consolidate and allocate ISR assets throughout the entire ISR lifecycle. The Integrated Intelligence Centre typically consists of a main ops floor, which provides a collaborative

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The main ops floor is designed with displays the STARE and its common environment with multi-functional an operator-centric focus, emphasizing operating picture. This includes the workstations that facilitates common collaboration between operators. By location of connected customer assets situational awareness. Other collocated factoring in aspects such as personand platforms, as well as incoming or virtually connected cells address to-person sightlines, GA-ASI enables ISR data and other mission critical mission support aspects. Modular data important non-verbal communication information. This same information centre modules that can be collocated that is critical to decision-making, such or deployed provide secure, scalable can be disseminated to remote users as body language and other visual cues. and viewable on smaller formats such and flexible computing resources The enabling technologies integrate as an iPad. and storage to authorized users from remote sites seamlessly through multi The combination of these any connected workstation. The level secure communications, videocapabilities provides users with architecture not only considers the tele communications (VTC), chat and quantifiable aspects of a project, the ability to securely and reliably other collaborative tools. including the number of people and conduct full-spectrum ISR operations The front wall of the main ops that ingests a wide range of inputs. square footage per person, but also floor design contains a large unified the psycho-sociological experience, The information supports multiple, enablingthe technologies remote sites seamlessly through multi-level secure video wall to provide a common including characteristicsintegrate of the disparate end userscommunications, with flexibility video-tele communications (VTC), chat and other collaborative tools. and agility, while limiting manpower situational view to the entire command participants, and the cognitive and centre. The unified video wall requirements. collaborative demands of their work.

Benefits of the INTEGRATED INTELLIGENCE CENTRE Objective

Feature

Benefit

Maximum operator effectiveness and manpower reduction

Ergonomic design, seamless integration and automation

Less fatigue and increased manpower efficiency and productivity with less manning

Collaborative environment

Common â&#x20AC;&#x153;big pictureâ&#x20AC;? display, chat and sharing tools, Multilevel secure comms

Shared context among analysts, operators and commanders

Information security

Robust and secure network architecture and monitoring

Prevents compromise of sensitive information

High operational availability

Highly reliable and redundant systems

System available as mission dictates

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The front wall of the main ops floor design contains a large unified video wall to provide a common

DEFENCE

How programmatic project management improves outcomes Programmatic – rather than piecemeal – approaches to project management, writes Aurecon’s Stephen Carroll and Chris Woodward, improves outcomes for cost, risk and business performance.

Stephen Carroll CSM is Defence Infrastructure Industry Director at Aurecon, prior to which he was a Royal Australian Navy officer and held many roles within Australia’s Defence Force over 40 years.

Chris Woodward is a Program Advisory leader at Aurecon. He is a qualified civil engineer with over 20 years of expertise in project design and service delivery.

For asset intensive sectors – such as aviation, mining, healthcare, rail and defence – taking a piecemeal approach to managing multiple similar projects concurrently is common, but it often misses the mark in terms of achieving the best possible outcomes across cost, risk and business performance for both people and assets. However, those who turn to a programmatic approach, grouping similar projects together either by type, function, region or other relevant grouping – are realising significant value for money, reducing risk and achieving better business performance. This approach can be more important and appropriate in the uncertain financial environment that many organisations are currently facing due to Covid-19. There is a perception among many asset-intensive organisations and sectors that planning processes do not necessarily lend themselves well to delivering projects as a group. In the face of different funding sources, separate approvals processes for individual projects, and the immense size of businesses across multiple locations, many organisations opt for a piecemeal approach to simultaneously managing ‘like’ projects and programmes. This approach usually entails each project starting from scratch, individual procurements, bespoke designs and numerous teams administering each project, as well as multiple project managers, designers, contractors, and so on. As these piecemeal projects roll out, there is growing acknowledgement across asset

intensive sectors that this approach often results in time and cost blowouts, lack of consistency across facilities, re-inventing the wheel from facility to facility, not learning from safety improvements and reduced efficiencies for business performance. Organisations have also witnessed first-hand how this piecemeal approach lends itself to disruption across operations at sites from increased stakeholder meetings, repeated user requirement meetings and a lack of coordination of multiple projects occurring on sites concurrently. These organisations have also experienced how the approach can limit knowledge transfer or retention between similar projects. However, for those sectors overcoming planning process challenges and turning away from the piecemeal approach to instead manage multiple, simultaneous projects in a more coordinated, integrated way (i.e. taking a programmatic approach), it’s a vastly different story. Better certainty for good outcomes Whether projects are grouped into a region to align local industry involvement, grouped by similar budget spend for greater cost efficiency or grouped by type of project – such as health projects, mine site facilities or aviation air traffic control towers – to get a more consistent outcome for a single type of project nationally, there are a multitude of benefits. Perhaps the ultimate benefit is that a programmatic approach provides a higher degree of certainty to achieve better and more consistent outcomes Line of Defence

across cost, risk and improved business performance for each asset, and those who use the facilities. Also, extremely useful is the ability to implement lessons learnt sooner into procurement, planning, enhanced coordination with stakeholders, safety and design â&#x20AC;&#x201C; before they become larger issues further down the chain. Value for money outcomes (the ability to adapt in response to requirements of cash flow): asset intensive sectors which have adopted a programmatic approach have experienced significant ongoing operational cost savings, better budget control and greater agility in expenditure profile, which is a huge challenge for many sectors. By bringing dollars forward in the project life cycle, levers can be pulled to massage the schedule and achieve the expenditure profile needed at the time. This flexibility around spend is exceptionally useful, creating the advantage of being able to tackle urgent issues and respond quickly. Reduction of risk: those leading the way with taking a programmatic approach have reduced the risk of facilities not being fit for purpose; minimised risk of budget overruns or scope reduction; reduced the risk of schedule delays, and removed mistakes and production of bespoke uncoordinated designs. By taking a programmatic approach to managing individual projects across numerous locations means potential risks and resultant issues (if they impacted more than one site) can be centrally coordinated, utilising Line of Defence

resources more wisely and enabling those learnings to be applied across other sites either at the same stage or not as advanced in their programme. Benefits for business performance (people and assets): for organisations with a mobile workforce which moves between facilities â&#x20AC;&#x201C; such as aviation, health, defence - taking a programmatic approach enables consistency of design across facilities. This brings significant advantages, such as reducing issues around safety, and improving staff performance in each location. A programmatic approach also positively impacts asset management, whole-of-life costs and asset optimisation. From a design perspective, having more consistency in services across buildings (such as air conditioning units), means nationally across the portfolio there is more consistency in the way the estate can be managed, and it enables more value out of bulk purchases. Programming: Having multiple like projects being delivered under a programmatic approach provides flexibility to accelerate, slow down or change to other projects in response to unknown and unplanned risks. How to get started While many organisations can understand the benefits of taking a programmatic approach, they grapple with how to bring these benefits to life. The starting point for those who are successfully adapting their organisation to move from a piecemeal approach to a programmatic one is to first seek expertise to help identify,

review and confirm if it will add value. Is there a common project scope? Timeline alignment? Common project objectives? Supporting common capability needs? Common sites? These are just some of the critical questions asset intensive organisations need to find answers to before setting off on a programmatic journey. They also must understand and have a clear view of the basic requirements to form a programme such as the minimal programme length (no less than 12 months) and have reviewed the structure and length of contracts to enable multiple projects. Also, considering panel arrangements for designers and contractors is important and can lead to increased flexibility in delivery, particularly around timing of delivery. Starting to adapt to enable a programmatic approach may seem like a challenge for organisations who feel they are hampered by planning processes not traditionally set up for delivering projects as a group. However, there are steps assetintensive organisations can take to move towards a programmatic approach. We are seeing this being done successfully in many sectors and there is huge opportunity to adopt this approach more frequently and consistently, to ultimately enable greater agility across programmes, provide better access to information for more informed decisions, achieve the best value for money outcomes, reduce risk, and enable safety and greater performance for assets, the workforce and the competitiveness of sectors more broadly. 9

DEFENCE Supply relationships in a new world Coronavirus has created an opening for new and more expansive thinking, notes Tim Cummins, Chair of IACCM. Will CFOs take this opportunity to introduce real change and develop more sustainable business models? Customers will ‘more closely review their suppliers’ financial health and diversification’ as a result of the coronavirus experience. That’s one of the findings in a PwC survey of Chief Financial Officers, conducted April 6th-8th. PwC also discovered that immediate supply chain focus has diminished in the last few weeks, though broader concerns over procurement risk management remain high on the agenda. Future supply chains IACCM’s research has similarly indicated that there is extensive thought being given to the question of future supply chains – their robustness, sustainability, underlying economics. Many recognize that the current model of supply chain consolidation, just in time delivery and maximized risk transfer is a thing of the past, but they are far from clear about what the future may look like. The pandemic will inevitably result in some suppliers going out of business and others merging or being acquired. So while CFOs may decide they want to diversify their supply base, they may find there is considerably less ability to do so. Equally, they may discover that suppliers are also going to be more selective about who they want as a customer. Financial health and diversification goes two ways – and as a supplier, I would certainly be wanting to review how customers and prospects behaved during the coronavirus crisis. 10

Is collaboration the way forward? As IACCM’s studies have also shown, there will be interesting reviews of current ‘make versus buy’ decisions, as well as efforts to diversify supply options. Perhaps one of the most interesting aspects of the new world will be in areas of collaboration. Clearly, one option is for businesses to ‘hunker down’ and take a narrow, inward looking, view of risk. That is unlikely to work and there are far better, more expansive alternatives. For example, we anticipate more thought about development of resilient supply ecosystems, rather than simple supply chains. The need for increased access and transparency is one thing that the pandemic has made more urgent and networks or ecosystems are far more effective at delivering these attributes. We are also observing how suppliers are looking to increased cooperation, both vertical and horizontal. The relaxation of competition controls and, in some cases, direct encouragement by governments of joint-working may be here to stay. Already, there are signs that new collaborative ventures could form to reduce the exposure to shortages and to develop affordable and efficient availability models. Much of this thinking is not new. Many executives have been aware for some time of the need for change in how risk is viewed and managed. They have recognized that the way their more important supply relationships are structured does not yield the best results. But making a significant change risks disruption.

Tim Cummins, Chair of the International Association for Commercial & Contract Management (IACCM).

For example, if procurement strategies shift to a focus on outcomes and life-time value, what short-term impact might that have on costs and profitability? In markets where performance is based on quarterly earnings statements, changes like this are too unpredictable, so they don’t happen. But now, there is not only a need, but also a clear opening. Over the next year, it is inevitable that financial results for most corporations will look bad relative to the past – so this is surely an opportunity for more fundamental change. Let’s hope it happens! This article was originally published in the Commitment Matters blog, 24 April 2020 – https://commitmentmatters.com Line of Defence

TRUSTEDPARTNERS RHEINMETALL IS A PROUD INDUSTRY PARTNER TO THE NEW ZEALAND DEFENCE FORCE. Rheinmetall has been delivering and sustaining the most durable, reliable, versatile and cost-effective military vehicle in its class to men and women in service with the NZDF. This could not be possible without our growing network of industry partners, including: • TRT, Hamilton • Mobile Mechanical Solutions, Palmerston North • 360 Logistics, Wellington • Penske Commercial Vehicles, Auckland, Christchurch • Mills-Tui, Rotorua We acknowledge the work of our employees, partners and suppliers as we work together to sustain a high performance logistics backbone for the nation’s military. www.rheinmetall-defence.com

FORCE PROTECTION IS OUR MISSION.

DEFENCE

New Zealand partners help Rheinmetall deliver local and regional capability A critical part of Rheinmetall’s growth plans in New Zealand is to build relationships with trusted partners. This establishes a local capability that supports Rheinmetall to deliver to the New Zealand Defence Force (NZDF) and creates a pathway for local industry partners to tap into future opportunities offshore through Rheinmetall’s Global Supply Chain program. The long term partnership that has developed between Rheinmetall and Hamilton-based TRT (Tidd Ross Todd Limited) has evolved into one that is resonating in both New Zealand and Australia. Each company has worked together to deliver capability into current and future programs for the NZDF and, more recently, the Australian Defence Force (ADF). Rheinmetall is expanding its New Zealand footprint by establishing a new regional capability for a range of vehicle platforms, electronic solutions, weapons and munitions on the back of its recent contract awards in the Australian defence sector. Under the leadership of Managing Director Gary Stewart and New Zealand Regional Manager Marty Roelofs, Rheinmetall Defence Australia and New Zealand, oversees the activities of all company entities and manages operations in Wellington and Upper Hutt. “Rheinmetall has built a successful export industry for defence products and services from its German base and we are now working towards the same ambition at our Asia Pacific hub in Australia and New Zealand,” Mr Stewart said. “Our focus is on creating sustainable design, development and manufacturing facilities that deliver world leading products and services to the NZDF, as well as partnering with local New Zealand companies to ensure their products and services are available globally through our company’s Global Supply Chain.” The New Zealand Government’s historic capital investment in the NZDF provides the foundation for Rheinmetall’s local focus. The company’s footprint in New Zealand has long been associated with its fleet of high mobility logistics vehicles currently in service with the NZDF. In March 2013, Rheinmetall MAN Military Vehicles – a joint venture between Rheinmetall and MAN Trucks - was awarded a contract to supply the New Zealand Defence Force with 194 new Logistic trucks as well as 6 training vehicles. The order encompassed trucks based on HX chassis in three basic sizes: the 6-tonne 4x4, the 9-tonne 6x6 and the 15-tonne 8x8, in ten variants. Some of the trucks are fitted with winches and cranes to allow completely independent

operation. They include dump trucks for combat engineers, trucks fitted with specialized pallet and container handling equipment, and tractor/semi-trailer combinations to carry heavy vehicles and equipment. The contract included vehicles, armour protection kits, weapons mounts, personnel modules and an extensive range of specialised military equipment. It also covers spares, logistic support arrangements, project management and extensive training packages, including six additional vehicles specifically for training purposes. All 200 trucks were successfully delivered between October 2013 and September 2014. The NZDF deployed a fleet of the trucks to bring muchneeded supplies to quake-damaged Kaikoura in the days immediately after the 2016 Kaikoura earthquake. A convoy of Rheinmetall MAN trucks ferried 7320 litres of diesel and 1540 litres of petrol to Kaikoura’s petrol stations and emergency services. It also brought 10,000 litres of potable water for distribution and nine Army chefs who were to cater for emergency workers and volunteers as well as about 250 patients at Kaikoura Hospital. An In-Service Support agreement was signed for a 10 year period with the New Zealand Defence Force expanding the company’s operating footprint to include a warehouse Line of Defence

facility and spares parts supply, the establishment of the RMMVA New Zealand Dealer Network which undertakes repair activities as part of the Heavy Grade Repair obligation, and the establishment of the New Zealand Office based in Trentham, Upper Hutt. None of these activities would be possible without trusted local partners ensuring the Rheinmetall MAN fleet has reliable through life support. These partners include: u TRT, Hamilton u Mobile Mechanical Solutions, Palmerston North u 360 Logistics, Wellington u Penske Commercial Vehicles, Auckland, Christchurch u Mills-Tui, Rotorua TRT has been a long-time industry partner to Rheinmetall and has supplied tippers for the Rheinmetall MAN range of high mobility logistics trucks to the Commonwealth of Australia’s Land 121 Phase 3B program. A privately owned business with over 50 years’ experience, TRT has over 210 staff across 4 integrated businesses: Design Engineering and Manufacturing; Truck and Trailer Parts; Heavy Transport Service and Repair; and Crane Manufacture Sales and Service. The company’s head office and key manufacturing facility is in Hamilton, NZ while its growth has also seen the company establish an Australian operation in Brisbane, Queensland offering integration services and through life support. TRT’s expertise draws on a long history of research and development focused on innovative design and investment in manufacturing capability. Through training, qualification

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and experience the company has established expertise at every level focused on delivering fit for purpose solutions for their customers from acquisition through to sustainment. “Our products are built to last, offering real value for whole of life,” says TRT Director Bruce Carden. “Our company traverses best practice design, engineering and manufacturing processes, quality standards from raw materials to paint quality and application that guarantee real value. In-house maintenance, spares, parts and technical support that complement our own OEM products, including the PC28 TIDD Crane.” TRT’s success has been acknowledged locally with the company winning the 2015 New Zealand Minister of Defence Award of Excellence for the provision of excellent equipment to Defence. Mr Carden says this award is a credit to TRT employees as well as its products. “We continually invest in training and equipment within fabrication, supported by a team of qualified and experienced tradespeople in all areas of the design, engineering and manufacturing process,” he said. Recognising the significance of the high mobility logistics vehicle and combat vehicle programs now being delivered to regional users, Rheinmetall has established its newest global business unit – Vehicle Systems Asia Pacific – to be headquartered in Brisbane and focused on delivering and sustaining military vehicles for the Australian and New Zealand defence forces, and in key nations across the region. Gary Stewart has taken on the additional role of Chief Executive Officer of Vehicle Systems Asia Pacific, alongside his current role of Managing Director of Rheinmetall Defence Australia and New Zealand. “This new business unit will improve Rheinmetall’s operational and program performance to ensure delivery of key programs to Australian and New Zealand customers while leveraging the establishment and operations of MILVEHCOE and enable regional growth and exports.” Mr Stewart said TRT exemplified Rheinmetall’s commitment establishing a high quality logistics supply chain across the region. “TRT’s commitment to innovation, expertise, design excellence and supply of quality products has enabled the company to stand out amongst competitor companies,” he said. “Their commitment to Land 121-3B has provided a foundation for future collaboration with Rheinmetall and underscores the engineering skills and expertise within the company.” 13

DEFENCE

Reaching for the sky – Super Hercules delivery in 2024 Hot on the heels of big airlift and surveillance announcements, Defence Minister Hon Ron Mark highlights the new capabilities of the C-130J, with work to replace the Boeing 757s to begin next year. Last month it was my privilege to announce a continued investment in air capability, one which will help future-proof New Zealand’s ability to conduct air operations in support of our Defence Force and other government agencies, over the next two decades and beyond. The Coalition Government has now purchased five Lockheed Martin C-130J-30 Super Hercules transport aircraft, to replace the existing fleet, at a total cost of $1.521 billion. Last year, Cabinet selected these aircraft as the preferred option to replace the current Hercules fleet. Procurement of the Super Hercules has been my highest capability priority as Minister of Defence.

Along with the new fleet, this project will deliver a full mission flight simulator and other supporting infrastructure. The first of the new Hercules will be delivered in 2024, with the full fleet operating from 2025, allowing for a phased retirement of the current fleet. Generations of New Zealanders have grown up and grown old with the Hercules, and they know these aircraft are an essential first line of response. The existing C-130 Hercules fleet was purchased in 1965 and 1969 respectively. By the time this fleet is retired, it will have served for some 60 years in operational service to this nation. This fleet will have provided significant value in operations here at

Hon Ron Mark is Minister of Defence. He served as mayor of Carterton from 2010 to 2014, and previously as an officer in the New Zealand Army and in the Sultan of Oman’s Armed Forces.

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home, and abroad, from South East Asia, Antarctica, the Pacific and to the Middle East. Its operational life has spanned from the Vietnam War through to supporting the response to Covid-19 in 2020. This new C-130J Super Hercules Fleet will ensure the Defence Force can continue to support New Zealand’s community resilience, our national security, our contribution to our Pacific neighbours and the wider global community. This purchase ensures tactical airlift will remain available to undertake operations in New Zealand’s immediate region, as well as support our interests in Antarctica, often in support of other government agencies. This decision also signals to our allies and friends that we take our part in collective security seriously. These aircraft are used by all of our Five Eyes partners and many of our NATO friends. As with our decision to acquire the P-8A Poseidon fleet through the Foreign Military Sales process, adopting this process again has reduced costs and allows collaboration with other nations on developments and system upgrades that will be necessary over the life of the aircraft. Each aircraft will be fitted with additional specialist capabilities, including a wide bandwidth, high Line of Defence

speed satellite communications system and an electro-optical/infra-red camera. This equipment will make our new Super Hercules among the most capable in the world. The satellite communications system will allow imagery, video and data to be streamed in real time, and the camera allows for aerial surveillance, including at the same time as the aircraft is undertaking transport tasks. These capabilities will have impressive utility on coalition operations, and will be particularly useful for humanitarian and disaster relief operations and search and rescue missions, as well as supporting our government agencies closer to home. They also allow the new Super Hercules to act as a valuable supplement to the air surveillance capabilities of the P-8s, the upgraded King Airs, and what will eventually be delivered under the Enhanced Maritime Awareness Capability project. The new aircraft will also carry a greater payload, are faster and can travel further than the current Hercules aircraft. This will make the new fleet more responsive, more efficient and with greater capacity than we have been able to deploy in the past. We have an obligation to ensure NZ remains secure and prosperous, that we meet our commitments to our

partners, and uphold and represent our nation’s values globally. Air transport is an important part of that commitment and will ensure the Royal New Zealand Air Force (RNZAF) is able to continue to deliver value to the community, nation and world for decades to come. Over the last two and half years, the Coalition Government has invested more money in the provision of military aircraft and air operations than at any time since the mid 1960s. In the case of both the C-130 and P-3 Orion replacement, we are retiring these aircraft well after the time when they should have been replaced, as they approached their end of life. Their continued use is a testament to the outstanding work of our RNZAF maintenance teams and the aircrew who have operated and kept them in the air over 60 years of service. We now have world class aircraft on the way to the RNZAF which will ensure our ability to provide credible air options to future governments and to our servicemen and women. In addition, work is expected to be initiated in 2021 on the second phase of upgrading New Zealand’s air mobility capability, when options will be considered for replacing the two Boeing 757 aircraft operated by the RNZAF. These are expected to reach their end of service life towards the end of this decade. 15

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ATR 72MP, a new generation, efficient Multirole Maritime Patrol Aircraft To face to the increasing challenge to protect the security of its wide maritime domain in the Pacific Ocean, the Royal New Zealand Air Forceâ&#x20AC;&#x2122;s air surveillance capability will be significantly increased with the Boeing P-8 Poseidon, one of the very few options for a long range patrolling operations. Within the Enhanced Maritime Awareness Capability (EMAC) program, the New Zealand Government has the option to scout solutions to optimise the costefficiency of this system, delegating less extended patrolling missions on to smaller, but still capable and costeffective, aircraft. In this category of aircraft, analysis could lead to the civil-derivative ATR 72MP, developed by Leonardo of Italy, from the ATR72-600 highly efficient regional turboprop â&#x20AC;&#x201C; a technologically advanced maritime patrol aircraft that benefits in many respects from its civil-commercial origin. A world leader in the market for regional aircraft of up to 90 seats, the ATR is a joint partnership between Airbus and Leonardo. Up to today, nearly 1,700 aircraft have been sold to over 200 operating customers in more than 100 countries, including New Zealand, and totalling more than 30 Million flight hours. The ATR 42 and 72 aircraft benefit from cost efficiencies provided by their turboprop engines and high-tech metal and composite manufacture, delivering low operating costs to customer airlines. It is worth considering that range performance, flexibility, favourable costs and unrivalled support in all geographical areas make this aircraft the ideal solution for a wide range of Pacific Ocean operators for connections between islands and the major regional hubs. Added to this is 16

its comparatively capability to land and take off from the widest range of airports in the region. Also, Air New Zealand is among the most loyal of ATR customers, operating ATR aircraft since 1994. The entry into service of the new fleet of ATR 72-600 enabled the airline to further expand its domestic operations with new destinations and frequencies. The ATR 72MP is equipped with sensors and mission systems made and integrated by Leonardo. The aircraft combines the reliability, maintainability, low lifecycle costs and high crew comfort levels of the commercial ATR 72-600 regional aircraft with a state-of-the-art mission system, advanced sensors and a complete communication suite, to create an effective and affordable force multiplier, with excellent Command, Control, Communication, Computers,

Intelligence, Surveillance and Reconnaissance (C4ISR) capabilities, whilst retaining ample growth capability. The baseline configuration comprises: the advanced, long range, Leonardo Seaspray 7300E electronically-scanned array search radar; FLIR Systems; an Automatic Identification System (AIS) to locate and identify vessels equipped with AIS transponder; and an Airborne Search and Rescue System Direction Finder (ASARS DF). The mission-specific systems enable all military maritime surveillance tasks: monitoring of sea lanes; fisheries protection; prevention and disruption of activities such as piracy, smuggling, drug trafficking and illegal immigration; Exclusive Economic Zone (EEZ) patrol; and Search and Rescue (SAR). Line of Defence

The aircraft can also act as a flying command post and can double as a capable personnel transport asset in case of emergency. The core of the mission suite is Leonardo’s removable ATOS (Airborne Tactical Observation and Surveillance) mission system. The ATOS mission system manages a wide range of aircraft sensors. The mission system operator, thanks to the high multirole capacity provided by the Multifunction Operator Console (MOC), can operate with the three main sensors, radar, electro-optical as well as with the ESM (for 360° detection, analysis and identification of any electro-magnetic emitter). These can be configured for any tactical/operational mission, as well as to exchange high-speed data and information with command and control centres via advanced Tactical Data Link and satellite communication systems. The system stands out for its net-centric and C4ISR (Command, Control, Communication, Computer, Intelligence, Surveillance and Reconnaissance) capabilities, suitable also for networked operations.

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Thanks to its commercial origin, the ATR 72MP delivers its crew levels of ergonomics that increase its efficiency and effectiveness during maritime patrol, search and identification missions, search and rescue operations, which can typically last more than eight hours. The P-72As – this is the name given to the aircraft by the Italian Air Force – saw its very first operational deployment in 2017 in support of security implemented for the G7 Head of States summit in Taormina, Italy. Four new ATR 72MP, in service since 2016 with the Italian Air Force at Sigonella Base in Sicily, are manned by mixed crews, formed by personnel belonging both to the Air Force and the Navy, assuring constant monitoring of the central Mediterranean Sea. Four ATR 72-600s in maritime patrol configuration have also been ordered by the Italian Guardia di Finanza – a law enforcement agency with general jurisdiction over the nation’s coastal and international waters – and are designated P-72B. The first two were handed over to

the customer in November 2019, and deliveries will be completed by 2022. The training process for the aircraft’s crews is one of the aspects for which the ATR origin is beneficial for customers. In the Italian model, for example, pilot training is carried out in two phases. In the first phase, the squadron’s pilot, a qualified military pilot, can exploit the ATR Training Centre in Toulouse, and is trained on the civil version, the ATR 72-600. Ground training is carried out with the help of a flight simulator, and flight hours are flown on board a real aircraft. The second phase is carried out at Sigonella Air Base, where the 41° Stormo’s 86th Crew Training Centre trains pilots who will fly the aircraft, with a theoretical component followed by a practical component on the aircraft itself. In addition to typical military ISR tasks, the ATR 72 MP can fulfil a broad spectrum of requirements, thanks to its exceptional reconfiguration capability. The cabin can be easily reconfigured in a range of layouts (MEDEVAC, passengers transport, cargo transport) dedicated to a specific task and duly certified. This possibility provides the aircraft with unparalleled flexibility, greatly expanding its mission portfolio. Recently the ATR 72MP confirmed its multimission capability during support to Italian populations hit by the Covid-19 pandemic emergency, when the flexible cabin reconfiguration allowed the transport of medical operators and materials and the performance of MEDEVAC operations involving special biocontainment stretchers. 17

DEFENCE

Continued investment in the Defence Force needed With spiking infantry attrition rates raising questions over morale, writes Opposition defence spokesperson Hon Mark Mitchell, continued delay to the Defence Estate upgrade needs an explanation.

Hon Mark Mitchell is the Opposition Spokesperson for Defence, the previous Minister of Defence, and a former Chairperson of the Foreign Affairs, Defence and Trade Select Committee.

Since my last contribution to Line of Defence, the nation has faced an unprecedented lockdown in response to the Covid-19 pandemic. Now in Level One, we are getting used to what the new normal looks like and focusing on our economic recovery. I would like to acknowledge the New Zealand Defence Force (NZDF) for the significant role it played in the relief and recovery efforts throughout this stressful time of uncertainty. I know their efforts positively impacted many communities and was greatly appreciated by Government response centres, Emergency Coordination Centres, community groups, Ministries and the NZ Police alike. Approximately 638 personnel were assigned to regions to help support the NZDF response to Covid-19 and about 80 personnel were assigned to support central agencies. During this time, Operation Pacific Relief was also

set up to provide Cyclone Aid to our pacific neighbours, Fiji and Vanuatu. I have received a lot of feedback from members of the public about their continued confidence in our Defence Force, knowing that they were organised and ready to be deployed during the early stages and throughout this time of national crisis. I am very proud of our Defence Force for the way in which they have responded to Covid-19. I welcome the confirmation of five Lockheed Martin C-130J-30 Super Hercules transport aircraft to replace our 1950s era C-130 Hercules aircraft. It is a long overdue investment and a purchase National would have made â&#x20AC;&#x201C; it correlates with the Defence Capability Plan we released in 2016. Our Defence Force is required to operate in the largest Search and Rescue zone in the world, and needs to be operable in sub-Antarctic

Linton-based soldiers tasked with helping local iwi alliance. Image: New Zealand Army.

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temperatures, right through to the tropics of the equator. New Zealand must be prepared to respond and this investment will allow the NZDF to do so, both regionally and internationally, including our interests in Antarctica. In July 2018, we also welcomed the Government’s purchase of four Boeing P-8 Poseidons to replace the six 1960s era P-3k2 maritime patrol aircraft. The procurement phase of these aircrafts was in their advanced stages under the previous Government and it was absolutely the right decision for this Government to confirm this investment. These two purchases see our heavy air lift and search and surveillance areas finally covered off and modernised. These investments show we will remain a capable Defence Force and sends a positive message to our partners and allies that they can have continued confidence in our Defence Force, and that we can meet our obligations on the international stage and provide support to regional security arrangements. With our Defence Force being responsible for the largest search and rescue area in the world – approximately 11 percent of the Earth’s surface – the upgrade of our heavy aircraft will contribute to our service Line of Defence

men and women’s ability to undertake search and rescue operations. I am very pleased to see this investment in our Defence Force, especially given that the previous Government saw the need for large scale upgrades and put a lot of work into our Defence Assessments and White Papers. But it is extremely disappointing that the current Government has called for a further review of the Defence Estate and after 2.5 years we are still yet to see any funding commitment or work started on improvements. This Government inherited a $1.5 billion Defence Estate Regeneration Plan that National would have started to implement in the 2018 Budget. While Defence Estate spending isn’t sexy or popular, it is no less important to those in the Defence Force. During the Defence Force Estimates hearing held in early June, Defence Minister Ron Mark acknowledged that the Defence Estate is substandard. The Minister needs to front up and give a full explanation addressing why commitments have not yet been made and when work will begin on any Defence Estate upgrades. Also questioned in the Estimates hearing was what caused attrition in

the infantry to spike in the past year. In the first full year since the new Government took office, the attrition rate for infantrymen with less than two years’ service suddenly spiked to 33 percent. The trend seems to be limited to 1st Battalion Royal New Zealand Infantry Regiment, which had attrition of almost three times that of 2/1st Battalion. Under the previous Government, Defence Force morale was at an alltime high and attrition rates were at an all-time low. The impacts of the lack of spending on Defence Estate are now becoming evident. We need to start asking the important questions: with the Government’s self-imposed 20 percent net debt target truly blown by Covid-19, and the unemployment queues growing, will the Government start implementing the long overdue work to bring the Defence Estate up to scratch? It would have dual benefits. Jobs for New Zealand tradies and others; and a fit-for-purpose work and living environment for our 13,000 + Defence personnel. Notably however, there was no explicit mention of the Defence Estate in the Budget 2020, despite it having been previously identified as a major fiscal challenge for Vote Defence Force. 19

DEFENCE Home from Iraq: A job well done With the last Taji deployment returning home to Covid quarantine, Defence Minister Hon Ron Mark pays tribute to the role of NZDF personnel in maintaining an international reputation of which New Zealand can be proud. While we were all living in Level 4 lockdown to protect our people and our way of life from Covid-19 in recent weeks, the last rotation of New Zealand Defence Force (NZDF) personnel deployed on our joint training mission with Australia to the Taji Military Complex in Iraq returned home, to serve their time in quarantine and finally be reunited with their families. In Iraq they were also on a mission to protect our people and our communities and our way of life, in this case from the violent extremist group Islamic State in Iraq and Syria (ISIS), which has committed horrific atrocities and human rights abuses in the Middle East.

As on so many Defence Force missions, unlike the support provided at times of domestic and Pacific disasters, this one has taken place far from home and for the most part well out of the public eye – to some extent necessarily so, for the protection of our service people and their families. It is important to acknowledge what the NZDF has achieved over the five years and 10 rotations - and to remember why we do what we do on such overseas missions, often under difficult and uncertain conditions. Nowhere are those conditions more complex and challenging than in the Middle East – and in the 21st century there is no more important theatre for Defence. Events there affect the

safety and security of New Zealanders both here and abroad as well as our economic prosperity. Side by side with our partners, New Zealand has worked hard for many years to help create and maintain stability in the Middle East by peacekeeping and by joining the fight against piracy, terrorism and transnational crime. I saw this first as a young Army officer in 1982, when I was deployed to the Multinational Force and Observers (MFO) in Sinai Peninsula. My service there opened my eyes to the bigger picture. I saw the value of our commitment and contribution to the rules-based order at first hand - how we deliver “above and beyond” and

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how much we are valued. Being part of that made me very proud to be a Kiwi soldier. In other long-standing deployments in the region, to Afghanistan, the Combined Maritime Forces in Bahrain and United Nations missions in South Sudan and the Golan Heights/ Lebanon, we have earned the confidence and respect of our partners. In February 2015, we stepped up to serve as part of the Global Coalition to Defeat ISIS (D-ISIS) through the deployment of NZDF personnel to a joint Australia-New Zealand Building Partner Capacity (BPC) mission training the Iraqi Security Forces (ISF) in Taji. The trans-Tasman collaboration on this mission is a tangible demonstration of our countries’ shared security interests, close co-ordination and interoperability. More than 47,000 ISF personnel, including Federal Police, have now been trained through the BPC mission. This wide-ranging training in a variety of military subjects and instruction in fundamental aspects of international human rights law and the Law of Armed Conflict has been delivered over the years by a total of 992 NZDF Line of Defence

personnel working alongside their Australian colleagues. When I visited Taji in 2018, I saw first-hand the difference that our men and women make on the ground. They served with dedication, professionalism, and heart. It was a great privilege to meet them, talk with them and hear their stories. They have all done us proud. As well as visiting our contingent in Taji on that trip, I had meetings with the Iraqi Prime Minister, Defence Minister and US Major General Pat White (then the D-ISIS Coalition Land Component Commander and now Commanding General in Iraq) and other senior officers, and heard nothing but the highest praise for our people. That pride I first felt in the Sinai over 40 years ago was more than renewed. Our people from Taji are now home safe and in their turn can be proud of a job well done, of making a difference to the people of Iraq through their contribution to the professionalism of the ISF. But the fight, like that against COVID-19, isn’t over. Last month, Deputy Prime Minister Winston Peters and I announced New Zealand’s continued commitment to combatting ISIS and the proliferation

of violent extremism by extending the mandate for four NZDF personnel to the D-ISIS headquarters in Iraq and Kuwait, and five operational support roles based in Qatar until June 2022. These roles include training planning, support to logistics, and the provision of legal advice. Military efforts alone are not enough to help stabilise the region. We also provide stabilisation funding and development assistance to help demine and rebuild areas liberated from ISIS, and ensure Iraq’s citizens can return to their homes and their lives. The deployment to Iraq is just one example of how the NZDF is helping to improve peace and security around the world. Our willingness and ability to provide credible contributions in support of the rules-based order is essential to maintaining an international reputation of which New Zealand can be proud, and reflects our commitment to equality and fairness. Despite the current uncertain security environment, we can be confident that the NZDF’s contributions to global stability and the international rules-based order help to promote a safer New Zealand community, nation and world. 21

DEFENCE New Zealand’s Defence stability in uncertain times Hon Dr Wayne Mapp notes that despite changes in governments Defence policy has continued to remain stable, and that Covid-19 presents both challenges and opportunities for defence spending.

Hon Dr Wayne Mapp QSO was New Zealand’s Minister of Defence and Minister of Science and Innovation from 2008 to 2011.

It is tempting to use the Covid pandemic as an excuse to put things off. In recent weeks there were several letters to the editor in the major newspapers suggesting that the purchase of the new C130 and P8 aircraft should either be deferred or cancelled. Admittedly some of the authors were well known opponents of virtually all defence spending, but it was clear they were reflecting views more widely held in the community. Anyone who has any knowledge at all about the state of the RNZAF major aircraft will know that the existing C130 Hercules and P3 Orions are already 55 years old and are towards the end of their serviceable life. Their replacement is critical to maintaining New Zealand’s defence capability. These particular aircraft represent more than most of the platforms within NZDF. They are at the core of

New Zealand’s independent foreign policy. In times of emergency, the C130s are the capability that brings aid throughout the South Pacific. They are also New Zealand’s sovereign link to the Antarctic. The Orions are central to maritime and fisheries protection, not just in the New Zealand EEZ, but also throughout the South Pacific. If New Zealand did not have either capability, there would be little that New Zealand could do to assist the South Pacific nations or maintain a sovereign influence within the region. The commitment in Budget 2020 to replace both aircraft types with new equipment shows that the government understands the importance of these capabilities – that it will not use the Covid pandemic as an excuse to abandon New Zealand’s core defence obligations.

An RNZAF B757

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Canadian Harry DeWolf-class offshore patrol vessel.

The Covid pandemic has opened up opportunities for defence reequipment. The two RNZAF B757s are nearly 30 years old. Airlines throughout the world, including Air New Zealand, are having to retrench. Many of them will be disposing of their older aircraft, and in fact some airline failures will release very modern fleets onto the market. The RNZAF should take the opportunity to replace the B757 with aircraft that are both more modern and have much longer range. Air New Zealand will be disposing of all of its B777-200s. It would not be surprising if B787s also come onto the market. These latter aircraft would be particularly suitable for the RNZAF. The purchase of the C130 and the P8 aircraft fulfills the commitments of the Defence Capability Plan 2018. This Plan was built on the Defence Reviews of 2010 and 2016. In turn these two Defence Reviews were based on the 2000 and 2001 defence reforms of the Clark government. In essence, New Zealand has had a stable defence policy for the last twenty years, spanning three different governments. There is no indication, from either of the major political parties, that New Zealand is going to undergo a deep and searching review of defence policy anytime soon. It is probable that for the 2020s, New Zealand’s basic defence policy is already set, irrespective of which political party is in government. Sometime in the first half of the Line of Defence

2020s, the government will have to grapple with replacing the RNZN Project Protector fleet. These ships are approaching 15 years in service. They have around ten years life left. The Navy has already concluded the Inshore Patrol Vessels do not fulfil a useful purpose. These vessels should be transferred to Fiji, Samoa and Tonga, as part of a Pacific Aid programme. The NZDF should already be planning for the replacement of the Offshore Patrol Vessels and the Canterbury. Ideally the replacements for the Offshore Patrol Vessels should be bigger and more capable, particularly to be able to operate in the Southern Ocean. Three ships, based on the Canadian Harry DeWolf design, perhaps the Coast Guard variant, would be ideal. They would be suitable for the Antarctic and would also have the size and capability to deal with the wide range of sovereign tasks, including disaster relief, within the South Pacific. The next decade is likely to see New Zealand’s strategic situation come under increasing stress as the competition between China and the United States comes into sharper relief. While a change of administration in Washington may temper things somewhat, the basic dynamic of competition will remain. As China builds its presence in the East China and South China Seas, the United States will inevitably respond.

Notwithstanding this increased tension, it is highly unlikely that New Zealand will want to fundamentally change the strategic partnerships that have served New Zealand so well over the last century and more. However, it is probable that New Zealand will want to interpret its strategic obligations in a more flexible manner, in order to avoid sharp conflict. Having a Defence Force that is primarily focused on New Zealand’s obligations within the South Pacific will make this easier. New Zealand need not be drawn into every flash point in the North Pacific. It will be important for New Zealand, in furtherance of its independent foreign policy, to determine which issues are connected to a fundamental principle of international relations and which issues are more of a reflection of great power maneuvering. The current shape of the NZDF, including its new platforms, will give New Zealand sufficient options to be engaged with our partners to the extent necessary. These engagements need to be primarily motivated by principle. The level of New Zealand’s involvement can also be influenced by an appropriate naval re-equipment plan. A re-equipment plan, based on the Harry DeWolf ships, will be a clear indication to our strategic partners that our principal interests lie in the South Pacific. And that we will carefully pick our areas of strategic engagement. 23

DEFENCE New events platform delivers for post-Covid new normal New Zealand Defence Industry Association conducts successful trial of a revolutionary new virtual event platform capable of delivering a full conference and exhibition experience online.

The Covid-19 crisis and subsequent lockdown restrictions resulted in many of the NZDIA’s planned events in 2020 being deferred or cancelled. As a consequence, the Association has been busy investigating options to restart industry engagement events. Even at Alert Level 1 there are major challenges. With members and stakeholders located across global supply chains, the NZDIA has been faced with the challenge of finding a way of maintaining engagement and ensuring that Defence continues to meet as many industry players as possible as we are slowly released from the shackles of Covid. Platform for the new normal Experienced in the specific engagement needs of the sector, it was Event

Mergers Limited (EML), organiser of the 2018 NZDIA Forum, that took up the challenge. Through its sister company PAXABLE, the event organiser secured access to a live online events platform offering the potential to bring the full event experience to virtual attendees anywhere. PAXABLE is the only New Zealand Certified Reseller of Hopin, a virtual venue with multiple interactive areas that are optimised for connecting and engaging for events of any size. Via Hopin, virtual attendees can move in and out of rooms just like an inperson event and enjoy the content and connections they’d experience if they were there physically. “While people have become accustomed to using Teams, Zoom, hang-outs etc over lockdown,” stated

NZDIA CEO Jennie Vickers, “our live online event platform provides a next level experience, which is hard to describe and hard for people to visualise.” “Think of Hopin as your online venue. The place where you can provide an interactive, face-to-face experience for your attendees for a few hours or over multiple days,” stated Hopin’s Dave Schools. “In fact, Hopin can host up to 100,000 attendees in such a way that no one feels lost in the crowd but rather connected in the way they want to connect, whether that’s watching a keynote, socialising around a virtual roundtable, or meeting oneon-one.” Hopin CEO Johnny Boufarhat noted in a couple of interviews recently that they deliberately created a virtual

Jennie Vickers and Chris Helder during international keynote

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Behind the scenes: The PAXABLE team managing the event at the Live Wire studio.

event platform that focuses on more of the networking, engagement, interactivity and the things that people go to an event for. Hopin had planned a September launch but accelerated their launch schedule and saw growth of revenue from 0 to US$1 million in their first 3 weeks. Testing 1-2-3 After the NZDIA and PAXABLE previewed the system to a limited audience, initial feedback was promising “While the demo we were first shown was rudimentary,” said Jennie Vickers, “everyone who saw it went away excited about the potential for this medium, regardless of their role in an event.” To put the platform through its paces and to generate a wave of excitement over a return to defence events, the NZDIA-PAXABLE collaboration created a demo event – ‘I>D>E>A> 2020’ – that took place over two super-fast paced hours on the morning of Friday 12 June. The Line of Defence

ultimate aim of the exercise being the transition from traditional in-person NZDIA/MOD/NZDF events to live online events, and eventually to hybrid events. To make it happen, dozens of NZDIA members and stakeholders were roped in to act as presenters, panel chairs, exhibitors, networkers and attendees. Studio filming and technical services were provided by Aucklandbased Livewire Audio Visual. For participants, the demo offered the opportunity to gain live experience of the potential for future Member Meetings and Forums, to hear from a range of speakers, to exhibit or engage with exhibitors, to participate in panel discussions and networking, and to feedback ideas about the platform for their own events or meetings in a world where international travel is not likely to return to normal anytime soon. Instead of standard-length 30-minute or hour-long sessions, the demo event agenda featured a series of short live experiences, including five-

minute keynotes, panel sessions and workshops, and a 15-minute exhibition session featuring an eight-booth exhibitors’ space. The event kicked off with a multilanguage welcome led by Steven Renata of KIWA Digital, followed by an event opening by MC Jennie Vickers beamed live from a futuristic NZDIA green screen set. As technical bugs and connectivity issues were worked through in real time, the event’s MC kept virtual attendees entertained with an ad-lib repertoire that would impress the most seasoned television presenter. International keynote speaker and best-selling author Chris Helder got things off to an energy-filled start with a rousing call to action on the role of ‘useful beliefs’ in beckoning in technology transformations. A lightning procession of expert presenters followed, including Ministry of Defence Chief Science Adviser Hema Sridhar on the role of science and data in a post-Covid 25

DEFENCE era, University of Waikato Professor Albert Bifet on 2020 as the year of AI and machine learning, and recently retired Royal Australian Navy’s CAPT Greg Laxton on leading teams into an era of rapid new technology uptake. Feedback provided by attendees via the platform’s chat functionality reflected strong approval of the system and recognition that it offered an unprecedented level of potential. While the comments will be used to make further enhancements to attendee experience, they provide a strong mandate to harness this world-leading technology for the benefit of the New Zealand Defence ecosystem. “Online conferencing might be one of the best things to come out of the Covid-19 lockdown,” said exhibiting participant Vaughan Matthews, Executive Account Director at Vodafone. “I found the experience far more engaging and efficient than the traditional in person conference.” “The tool itself was easy to use, setting up the booth takes only minutes and once the conference begins the ability to move seamlessly from the booth to networking then to listening to key speakers was

fantastic. I am hopeful that tools like this will improve attendance, increase engagement and cut-through whilst reducing our carbon footprint and costs.” “Was good to experience a virtual conference/discussion hosted by NZDIA,” commented Jon Ragg, Senior Account Executive at Microsoft. “Be interesting to see how

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this develops as people become more comfortable in a hybrid conference approach – being on and off-site. Look forward to the next engagement and virtually meeting new people and contacts.” Ultimately, the success of the event is testament to classic Kiwi ‘can-do’ and impressive collaboration at a difficult time between the NZDIA, PAXABLE, Live Wire AV and the Ministry of Defence. From the demo a selection of ='I e showreels will be curated that will .a be used to promote NZDIA and PAXABLE events going forward. In People the post-Covid era, NZDIA members and stakeholders can now expect to be forging new relationships in a new normal devoid of both borders and the tyranny of distance.

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The New Normal PAXABLE has been overwhelmed with the immediate post-event Graeme Solloway feedback and are delighted to bring Starship! this offering to New Zealand. If you love the sound of this for your Andrew Ford business, getting through to Hopin is that new NZDIA office looks expens,ve• difficult as currently over 1,000 people John Robson a day are requesting demos. .. Jerry Szulinski W Wow; that's quite a studio we have Jennyl ) As a result of the early adopter courage and vision of Carlene and Thanks for explaining it so well Jenn,e and was a PAXABLE, they have already great opening by lsteven established a strong relationship with Hopin HQ and can support your new normal event – Carlene@paxable.co.nz nd

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GREAT SHOWS

ONE MEGA EVENT

12-13 AUGUST 2020 ASB Showgrounds, Auckland

Attracting 4,500+ qualified buyers and over 150 exhibitors.

The trade-only exhibition for people who design, construct and manage New Zealandâ&#x20AC;&#x2122;s buildings and facilities.

DEFENCE New Hercules, NH90 upgrades, and Aotearoa en route As the Defence Minister announces confirmation of the purchase of five new C-130J Super Hercules and approval of $21 million upgrade for NH90 systems, Aotearoa departs South Korea bound for NZ. Defence Minister Ron Mark announced on 5th June that government had confirmed the purchase of five Lockheed Martin C-130J-30 Super Hercules transport aircraft to replace the existing fleet, “Along with the new fleet, the $1.521 billion project will deliver a full mission flight simulator and other supporting infrastructure. “This decision ensures tactical airlift will remain available to undertake operations in New Zealand’s immediate region, as well as support our interests in Antarctica, often in support of other government agencies. “The new aircraft will carry a greater payload, is faster and can travel further than the current Hercules aircraft. “Each aircraft will also be fitted with additional specialist capabilities, including a wide bandwidth, high speed satellite communications system and an electro-optical/infra-red camera. The aircraft and simulator are being acquired through the United States’ Foreign Military Sales process as part of a package that includes aircrew and maintainer training. “As with our decision to acquire the P-8A Poseidon fleet through the Foreign Military Sales process, this has reduced costs and allows collaboration with other nations on developments and system upgrades that will be necessary over the life of the aircraft,” said the minister. “The first of the new Hercules will be delivered in 2024, with the full fleet operating from 2025, allowing for a phased retirement of the current fleet. 28

Photo courtesy of New Zealand Defence Force

“The flight simulator will help us to build and maintain crew skills, and allow more demanding training scenarios to be attempted without risk to personnel, and while preserving flight hours for operational tasks.” In addition, the Government has also approved $21 million to upgrade systems in the Air Force NH90 helicopters to comply with regulatory and operational requirements. “This investment, building on the first tranche announced last year, will ensure that the New Zealand Defence Force’s aircraft are fitted with updated communication, navigation, air traffic management and identification systems,” Ron Mark said. “The upgrade of the NH90 will be undertaken in cooperation with a number of other nations who operate these helicopters including Australia, Finland, Sweden, Germany, Italy, France, and Norway. “This will provide us with an opportunity to share development

costs amongst all participating nations, which means this approach is less expensive and risky than pursuing a bespoke solution. “Without upgrading these systems the NZDF aircraft may be restricted in operations in both controlled civil and military airspace,” said the minister. “Funding for this project will be provided for from NZDF baselines.” Also in June, and two and a half years since the steel for her construction was first cut, the Royal New Zealand Navy’s newest and largest-ever vessel, Aotearoa, has sailed out of Ulsan, South Korea bound for New Zealand. A purpose-built, technologically enhanced vessel, Aotearoa is touted to add significant value to the Navy’s combat operations, humanitarian relief functions, operational and training support and resupply missions in conjunction with government agency partners. Aotearoa is due to arrive in New Zealand later in June. Line of Defence

CIDC Australian grant programs and webinar series The Australian Centre for Defence Industry Capability releases information for SMEs on applying for a range of grants, including a webinar series on grant applications, business opportunities, and tenders. The Centre for Defence Industry Capability (CDIC) offers a range of grants to support small and medium Australian businesses build capability to work in the defence industry and grow their capacity to participate in defence supply chains: • Capability Improvement Grants of up to $150,000 to help businesses implement recommendations made by the CDIC as part of an advisory service. • Sovereign Industrial Capability Priority Grants of up to $1 million to help Australian businesses invest in projects that build capability aligned to the Sovereign Industrial Capability Priorities. • Defence Global Competitiveness Grants of up to $150,000 to help Australian businesses invest in projects that address barriers to export and build defence export capability. To be eligible to apply for a CDIC grant, a business must have fewer than 200 employees and an Australian Business Number (ABN). Other eligibility requirements apply, which can be found in the grant opportunity guidelines issued for each grant program. All grants require the business to match the funding amount dollar for dollar. Capability Improvement Grants Capability Improvement Grants provide funding for improving the operations of a business. They are focused on improving a business’ capability and capacity to supply its product or service Line of Defence

to the defence market. Examples of activities that can be funded include product and service development, strategic business issues, internal systems and human resources issues, and initial industry certifications or accreditations. Applications for Capability Improvement Grants are assessed on a continual basis and are not relative to the merits of other applications. Full details of eligible activities can be found in the Capability Improvement Grant opportunity guidelines. Sovereign Industrial Capability Priority and Defence Global Competitiveness Grants To receive a SICP Grant, a project must enhance a business’ capability to supply products and services that align to one of the ten Sovereign Industrial Capability Priorities. A project under the DGCG must help a business overcome an export barrier to build your capability to export to new or existing markets. SICP and DGCGs can be used for activities such as the purchase of capital equipment (including specialist software and security infrastructure); design, engineering and commissioning activities; and workforce training and accreditations. Full details of eligible activities can be found in the relevant grant opportunity guidelines. Webinar series The CDIC has developed a highly interactive online outreach program to help Australian small-and-medium enterprises (SMEs) position themselves

to take advantage of defence industry opportunities. Its Defence Industry Insights webinar series will address key questions, concerns and information needs of SMEs by providing invaluable insights and practical information, including: • Webinar 1: Grant Applications – explains what grants are available to SMEs and how to write persuasive grant applications - 23 June. • Webinar 2: Growing Your Business in the Defence Marketplace – profiles the Defence marketplace and identifies opportunities to grow your business - 14 July. • Webinar 3: Developing a Successful Tender – examines the Defence procurement and tendering process in a practical way - 11 August. The CDIC’s mission is to work with industry and Defence to build a world-class, globally competitive and sustainable Australian industry as a fundamental input to Defence Capability. 29

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Tactical Solutions launches innovation hub in Wellington New Zealand operational equipment provider Tactical Solutions announces 6th July opening of its new Tactical Innovation Hub in Trentham featuring cutting-edge Measure and Fit facility and specialist detection equipment showroom. Tactical Solutions is proud to announce that they will be extending their physical reach within New Zealand by adding a Tactical Innovation Hub into Wellington in July. The Hub will be located next to the Trentham Military Camp at Level 1, B Block, 20 Somme Road, Trentham, Upper Hutt. Originally slated to open in May but pushed back due to Covid-19, this will be the Tactical’s fourth major facility in New Zealand, the second in Wellington with their head office and main service centre situated in Auckland and supported by Christchurch. Tactical Solutions is a proudly New Zealand owned and operated company that was incorporated in 1999 to offer Government, Defence, Law Enforcement, Correctional, Security and EMS organisations convenient and knowledgeable access to the world’s best operational equipment (www. tactical.co.nz).

Since 1999 Tactical Solutions has become the leading supplier of equipment and expertise to all of New Zealand’s government agencies as

well as securing significant contracts with private clients and government departments in Australia and the Pacific Islands. “We pride ourselves in that the majority of our team have had years of active service within the New Zealand Defence Force, Law Enforcement, Department of Corrections, Fire and Emergency Services as well as St Johns. Each has a deep understanding of how New Zealand governmental institutions work and what their needs are.” said Rob Hodge, the Managing Director of Tactical Solutions. The company has focused on building their service capabilities and have acquired some of the best technicians and uniform specialists in the industry. Some of the skills that their technicians have acquired are unique to the Southern Hemisphere Line of Defence

and with the additional full-service centre opening at the Innovation Hub it will greatly enhance their service capabilities to the Wellington region. “For us it’s so much more than just pushing products onto customers and we believe that offering onthe-ground through-life-support is our strong point,” says Hodge. “We offer single source solutions to our clients and offer support through all the stages of the product life cycle including asset management services (with IOT tracking and integration capabilities) as well as custom IT solutions.” Tactical Solutions stock a wide variety of brands that are synonymous with every day load-outs used by our New Zealand front-line personnel. Our portfolio backs brands like 5.11, ASP, SureFire, Trijicon, Camelbak, ESS, Oakley, Ceia and L3 Harris to name a few. A full list of brands can be found at www.tactical.co.nz/ brands “We stand behind our core brands and have made large investments into finding the best gear that has been extensively front-line tried and tested.” said Hodge. Tactical Solutions are the exclusive 5.11 Tactical dealer in New Zealand and are proud to say that they have a special guest from the 5.11 head-office who will be attending the opening of the Innovation Hub. The centre will boast two separate showrooms. The first will be accessible to the public and showcases a wide variety of capabilities ranging from innovative detection gear, uniform

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TDU/PDU/BDU/Fire/EMS/Custom solutions, PPE focused solutions and an optics centre. Retail customers can purchase directly from the Hub or can order items online at their e-commerce store at https://store.tactical.co.nz. Items will be dispatched from the Wellington warehousing facility backed by support from the Auckland and Christchurch warehouses. The Hub has a separate showroom which displays the latest in specialised operational tactical and detection equipment. Also included are conferencing facilities that will enable face-to-face communications to additional specialists around the country, when needed.

A highlight of the Innovation Hub will be a cutting-edge Measure and Fit facility which is an expansion of the already growing network of Measure and Fit centres around New Zealand. The centre will host various Measure and Fit teams that provide custom individual fitting solutions of body armour and specialised uniform deployments. This will add to the continued success of the rollout of the new New Zealand Police Body Armour Systems and will further extend the company’s capability for future projects in this area. The facility will play host to customised international and local training programs that will be facilitated by our in-house qualified and certified training teams, as well as international experts. The main celebrations for the official opening of the Innovation Hub were originally to take place on 5.11 Day (2020/5/11, or May 5th), but lockdown has pushed the date back to 6th July 2020. An official door opening ceremony kicks off at 9am, and there will be giveaways and plenty of in-store specials. Tactical Solutions would like to invite you and your team to be part of a pre-launch viewing during the weeks preceding the main launch. If you are interested in receiving an invitation, please register your interest by email: wopen@tactical.co.nz 31

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Defence Bids and Tenders: Best practice and winning strategies Best practice in defence bids and tenders is constantly evolving. Jason Cooney, Director of Tsaks Consulting, outlines some best practice strategies that companies can employ to secure contracts both in New Zealand and globally.

Defence contracts are almost always complex, usually high in value (sometimes into the Billions of dollars), and most certainly competitive. A range of factors beyond the bid and tender itself come into play including geopolitical ties and pre-tender and capture planning activities.

Jason Cooney is a bid and tender writing specialist. He is the founder of Tsaks Consulting (formerly The Tender Team), which operates in Australia, New Zealand, Greece and the UK.

Win Themes The development of win themes starts from the capture planning stage of a client. You need to assess the opportunity, what problem needs to be solved, how your product or service (be it a submarine or military uniform) will solve that problem, and what differentiates you from your competitors. When assessing what differentiates your product or service from your competitors, it’s important for you to look at it from the perspective of the procurer. When it comes time to tender, and your win-themes may be evolving and developing, you need to review the RFP documentation in detail and develop and tailor your win themes to the opportunity. Given the complexity of defence tenders, it’s sometimes difficult to develop and convey your key selling points consistently. That’s why your win themes need to encapsulate your key selling points, and they need to be interwoven into all different aspects of your response. For example, let’s assume you are bidding for a contract for the provision of electronic jamming equipment with a focus on attack drones. One of your win themes may be the simplicity of the system and ease of training for key personnel to operate the system.

You need to go beyond just conveying this point in the response to training. It needs to be incorporated into the executive summary, your company history, experience and track record, safety and other aspects of the response. The evaluation panel need to all walk out with the same key messages, even if they have been reviewing different parts of your response. Graphics and Infographics Graphics have long been considered the norm for bids and tenders in the defence industry. Infographics, however, have now become the norm. It’s important that infographics are well thought through. There’s no use in littering a proposal document with graphics and infographics that haven’t been well thought through and don’t provide sufficient detail. In addition, detail is generally provided in the writing. What goes into an effective infographic in a defence tender? Firstly, where complex engineering or technical solutions have been developed, an infographic is a great opportunity to convey these in a simple and easy to understand manner. For example, the specifications and unique capabilities of a fighter jet can be summarised and conveyed using an infographic. Secondly, you need to ensure an infographic is well thought through and connected and expanded upon in the text. For example, the fuel capacity and range of the fighter jet may be detailed in the infographic, however, on the pages following the infographic, you would be wise to include a page Line of Defence

or two outlining the more detailed specifications of the fuel tank and range. By coupling the infographic with explanatory information, you give the reader and the procurement panel confidence that there is substance behind your solution. Finally, graphics and infographics need to be used to communicate the win themes discussed above. This ensures that your key win themes are reinforced throughout the document through graphics. Remember, different people interpret information in different ways. Some people enjoy reading through the detail, and others read the detail but prefer graphics. It’s important to cater to all audiences when submitting a document. Storyboarding and workshops for individual questions It was always somewhat expected in bid process for defence bids that once you completed storyboarding and developed your win themes, you would then proceed to write the tender. The responses for each question would evolve with the bid writing team gathering input from relevant stakeholders. A kick-off meeting is generally put in place and the bid preparation process would start. Internal best practice now generally goes one step further. Individual questions from each section of the Line of Defence

RFQ are workshopped. This involves bringing in all relevant stakeholders to meet to discuss the interpretation of the question and develop a guideline to the response. This is to ensure that a maximum score is attained for each question against the weighted criteria. When the final draft is developed, a meeting with the same group of stakeholders is convened to review the response and ensure it is comprehensive. Blending politics and geopolitics into your bid response For major bids and tenders, it’s not unusual for high level politicians to be used as a key tool in the bid process. The meetings and involvement at Prime Minister level of Japanese and French companies bidding for the submarine contract in Australia are one example of this. It’s important that when developing win themes and putting together the bid documentation, insights and key messages from these meetings and information gathered by ‘reading between the lines’ are considered and incorporated. For example, let’s say we are a manufacturing company based in New Zealand bidding for a contract to develop and deliver ATVs to the US Defence Force. Now let’s assume that there is highly valuable intellectual property incorporated into

the development of the ATVs, and that they will be compatible with and need to communicate with a range of US Defence Satellites and other equipment. Now although there may be no questions in the RFP around the NZ / US Defence relationship, but it is an area that should be focused on in the tender response as should the NZ Government’s membership of the five eyes agreement. Supporting local businesses This is an area that is always critical and requires real evidence to be successful. In any defence tender, the downstream economic benefits to the country purchasing the equipment or service need to be detailed and demonstrated. What is important is that there are clear commitments and evidence that this will occur. You need to provide guarantees of what parts of the manufacturing process will be completed locally, and the total number of jobs to be created. In any tender submission, when it comes to supporting local businesses and ensuring local industry participation, broad brushed statements of support generally score low, and detailed, evidence-based guarantees score higher and are more persuasive. A well-resourced bid team is critical to win any major defence contract in New Zealand and globally. 33

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ITU and Kacific boost emergency telecoms in Vanuatu

Kacific Broadband Satellites Group and the International Telecommunication Union (ITU) have joined forces in support of Vanuatu to provide a reliable communications network when disasters strike. The collaboration aims to bring connectivity, in particular to remote and outer islands, including parts of Vanuatu where existing telecommunications networks were recently destroyed in the wake of the Category-Five Cyclone Harold, which cut a deadly path through the north of the country in early April. “This initiative will strengthen disaster resilience of Vanuatu,” said Doreen Bogdan-Martin, Director of ITU’s Telecommunication Development Bureau. “By building closer collaboration, partnerships and integrating innovative digital technologies in disaster risk reduction and management, we can go much further in terms of mitigating against disasters and saving lives.” After Cyclone Harold: making a difference in Vanuatu The collaboration is having a significant impact across the region, including in hard-hit Vanuatu where it has provided equipment, such as Very Small Aperture Terminals (VSATs), to deliver connectivity to help relief efforts after normal network coverage was wiped out.

On 7 April, the morning after Cyclone Harold passed through Vanuatu, one community chief expressed his amazement that people could still access the internet even after all the big networks went offline. This was due to the community WiFi service offered by the VSAT provided by ITU and Kacific. “Truly, this small network is amazing, and I can see how important it is for our communities in times like this,” he said. “Thank you so much to ITU and Kacific for making communication easy and still connected during such a difficult time.” Similar sentiments were expressed by Vanuatu’s government for the satellite bandwidth capacity provided to their Emergency Operations Centers (EOCs) in the affected northern central part of Vanuatu. The VSATs that were deployed assist assessment teams on the ground who have been helping with detailed sectoral assessments that will form the basis for the Post Disaster Needs Assessment for Vanuatu’s recovery effort. “Prior to Tropical Cyclone Harold, Kacific had been working closely with Vanuatu’s government to connect remote medical centres and schools,” said Lakshminarasimhan Sundarrajan, Kacific’s Vice President of Pre-Sales. “In the aftermath of Tropical Cyclone Harold, Kacific continues to partner with the government and international agencies, including ITU, to enable broadband connectivity in unserved areas. Kacific will continue to support Vanuatu with highspeed broadband connectivity to reach essential services in the country during these trying times.” Beyond equipment: sharing knowledge and expertise As part of the Development of Satellite Communications Capacity and Emergency Communications Solutions for the Pacific Islands, Kacific is in the process of donating some 40 1.2m Ka-band terminals, which provide high-speed satellite connectivity services that will address, among other things, the need for better communications in the aftermath of disasters. Kacific will also share its technical expertise by training local partners on using and maintaining the satellite ground equipment. Crucially, local partners will be trained to use this service for emergency telecommunications to aid recovery efforts following disasters. One major lesson to be learned from the disaster caused by Tropical Cyclone Harold is the importance of development

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and implementation of updated National Emergency Telecommunication Plans (NETPs) by the countries. When disaster strikes there is no time to think about what to do and how to organise response. It is crucial that all stakeholders are prepared beforehand and ready to take action. ITU, with its Australian funding partner Department of Infrastructure Transport, Regional Development and Communications (DITRDC), had worked to develop NETPs for Papua New Guinea, Vanuatu, Samoa and Solomon Islands in the Pacific. ITU has developed guidelines for NETPs which assist countries in enhancing their resilience and capacity to provide the most efficient response to disasters. Beyond disaster recovery Providing reliable telecommunications infrastructure as a foundation for economic development in a region as remote large as the Pacific remains an uphill battle. ITU is developing additional strategies to address these challenges as well as to implement low-cost and reliable network configurations to minimise the disruptions that can be caused by both terrestrial and satellite failures particularly when disasters strike. To realise this objective, ITU works with partners like Kacific to develop remote satellite connectivity capacity. “Most of the installations of satellite equipment have been in the schools, which caters to the educational needs – and also serve as the rural e-community center for other applications like health services,” said Aamir Riaz Line of Defence

from ITU’s Regional Office Asia Pacific. “On the other hand, some equipment is strategically kept by countries in repositories which can be mobilised for any disaster response.” Next up: Kacific1 Kacific’s high-throughput satellite, Kacific1, which is now fully active, provides affordable satellite broadband to 25 nations in Asia Pacific. The satellite, which uses the high-frequency Ka-band spectrum, is the most powerful broadband satellite serving the region to date. Its high-throughput technology reuses spectrum multiple times, resulting in greater spectral efficiency and therefore a lower cost per bandwidth. “We are delighted to be partnering with the ITU for this critical initiative,” said Kacific Founder and CEO, Christian Patouraux. “This initiative is possible because our Kacific1 satellite is now delivering affordable satellite broadband to the islands of the Pacific. This brand new, high-throughput satellite provides an exceptional service at a fraction of the cost of other technologies, making its services practical for rural, remote and even semi-urban communities. We will create more products and work with our local partners in each country to increase their technological expertise and ability to support disaster preparedness and recovery efforts.” Sites running the service are located in rural and remote communities within seven countries: Papua New Guinea, Fiji, Samoa, Tuvalu, Tonga, Kiribati and Vanuatu. 35

INTERNATIONAL SECURITY ‘The People’s Spring’: Covid-19, public protest and terrorism Covid-19 has set the scene for vehement public displays of non-confidence in governments around the Western world, writes Dr John Battersby. Are democracies of the West about to face their own ‘people’s spring?’

Dr John Battersby is the New Zealand Police National Intelligence Centre Teaching Fellow at the Centre for Defence and Security Studies, Massey University. He previously served in the New Zealand Police Wellington and Central Districts and at the School of Leadership, Management and Command at the Royal New Zealand Police College.

Over the last months Covid-19 has completely dominated the world’s media, and it is just possible that many terrorists will be watching in awe at the devastation, disruption and sheer power to compel comprehensive change that has been brought about by a tiny virus. The power to absolutely dislocate the status quo and create conditions for a ‘new normal’ is precisely what terrorists seeking to bring about change by violence have been attempting for as long as authority systems have existed. Most of the time the terrorists were doomed to fail, or were compelled to accept negotiated outcomes representing little

improvement on where they started from. On the occasions when terrorists did succeed, they never created change on a scale like this. Then, to add to the apparent impotence of terrorism, the bungled arrest of George Floyd by Minneapolis Police Officers has led to mass protests in the United States, United Kingdom and Europe, some of them devolving into violence and looting. The force used in the George Floyd arrest was horrifyingly unnecessary, with a predictably tragic outcome. But it was not the singularly unusual event that the world-wide reaction suggests it was. The US homicide rate is five per 100,000 (or 15,498 in 2018) –

Number of people shot to death by the police in the United States from 2017 to 2020, by race. Source: Washington Post/Statista.

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significantly higher than the rate for Western Europe of one per 100,000. Annually, around 1,000 people are shot and killed by US police (this does not include deaths in custody or by means other than a firearm) – and an average of just over 100 police officers themselves die in the line of duty each year, over half by homicide. In 2017, almost 40,000 Americans died by firearms (accident, suicide or homicide). Then to add to what appears to be a general ‘worthlessness’ of American life, in barely six months, 116,000 Americans have died of Covid-19 – a staggering rate, and roughly parallel to American losses in World War One.

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The death of George Floyd was likely the flashpoint of built up frustrations about systemic carelessness and inequalities that have been rubbed raw by the Covid-19 death rate, the various lock-downs, increasing joblessness, and – critically – US medical and mental health systems which appear inadequate in times of normality, have been found desperately wanting amid the Covid-19 crisis. This exposed vulnerability created a widespread feeling of insecurity. Insecurity has a tendency to drive people to extremes – and clearly it has. Then added to all this is the racialisation of the protest – curiously many forms of prejudice and inequality

exist in our societies, but none seem to be able to ignite emotional reactions quite like racism does. The US already has a tortured recent history on this head, which included extremes of Black and White Leftist terrorism in the 1970s – and emerging White Rightist terrorism in more recent times. It is not just in the US that these circumstances have occurred, almost everywhere, every government – including our own – was caught unprepared, and not uncommonly it has been everyday people who have suffered the most. A few seconds of social media footage of a police officer kneeling on a prone man’s neck proved the straw that broke the camel’s back. The question it begs – at a time when the welfare of people should be paramount – is: why is state force apparently being so carelessly and vividly portrayed oppressing them? There, in that snapshot, was the goal terrorists almost always seek to achieve – a visible display of the state being unable to protect its citizens. The protests we are seeing each night on the television news are vastly more peaceful than are generally being reported, because the visual media (and their audiences – us) seem to feed on the entertainment of violence. But the protests most importantly are a challenge to authority, not just to the lawfulness of the use of force by police – but a statement to the leadership of states that they may have exceeded the social licence democratic systems allow their governments to have. 37

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Whatever else they may have been doing, when people are in desperate need, they expect governments to deliver a better deal than most have. ‘We are all in this together’ – so the catch-cry goes, but actually we’re not, and that’s the problem. Perhaps it is drawing too long a bow for direct comparison, but there are parallels here with recent history. On 17 December 2010, Tarek el-Tayeb Mohamed Bouazizi, a Tunisian street vendor, died by setting himself on fire in protest against harassment from municipal officials. It was an individual, though not entirely isolated, tragedy that would likely have passed largely unnoticed but for the ability of social media to rapidly disseminate tiny grabs of footage that quickly incited emotional reactions – and ultimately it ignited the ‘Arab Spring’. The self-immolation catalysed deep undercurrents of dissatisfaction about the behaviour of autocratic governments, the excessive use of state force, unemployment, corruption, and the lack of human and political rights, and prompted widespread protests across the Arab World. A number of regimes toppled as a result and the promise of better and brighter things for ordinary people prevailed for a short while. 38

But the popular movements, highly effective in some cases in removing despots from power, proved much less capable of constructing better alternatives. The chaos that followed in the 2010s allowed ISIS to germinate into a major regional and global threat and reduced Syria to years of devastating civil war. Following a long tradition of liberation movements generally failing to liberate anyone, the Arab Spring soon devolved to the much longer ‘Arab Winter’. The question to be faced now is: is the West now about to face its own ‘people’s spring?’ The challenge for governments is to win back the respect of their populations, deeply bruised by Covid-19, by proving they do put the welfare of their citizens first, that human rights do matter, and that they can prepare for crises in such a way to minimise their impact on the rest of us. They need to do this quickly, before the protests continue, before more statues come down and before fault-lines within societies are aggravated. Critically, the longer police are visually depicted in open confrontations with the populations they are sworn to protect, the more likely agenda-oriented interest groups will co-opt the chaotic space and take us to places we will ultimately regret going.

A hundred years ago, anarchist terrorists sought to overhaul authority per se. Osama bin Laden fantasised that his 9/11 attack on the World Trade Centre in New York would cause a global uprising and ISIS sought the dissolution of borders across the globe. All of their efforts, resources and influence were ineffectual breezes compared to the all-encompassing storm Covid-19 has brought about. But terrorist inability to start the momentum of dis-stabilisation did not stop them exploiting the results of it for own ends, and far from alleviating the misery of ordinary people, they generally compounded it. There is a tendency to regard terrorism as the presence of an existential threat, and that counter terrorism involves the disruption or apprehension of those presenting it. However, it is not confined to this, indeed broader assessments of possible environments in which threats might germinate is essential. The respect and prestige of state institutions have been dealt a blow by the culmination of recent events, and this has to be recognised as a major problem to be rectified as quickly as possible with genuine solutions before the People’s Spring becomes the People’s Winter. Line of Defence

UK Defence and Security Accelerator seeks Behavioural Analytics proposals Competition identifies need to understand the identities, interests, motivations and intentions of individuals, groups and networks in order to achieve tactical, strategic or operational behavioural effect. Published on 11 June, a UK Defence and Security Accelerator (DASA) guidance document is seeking proposals that can help UK defence and security to develop capability in ‘Behavioural Analytics’. Phase 1 of the competition was launched in October 2018 after Defence Ministry publication Joint Concept Note 2/18 on Information Advantage identified Behavioural Analytics as “an emerging analytical capability that will deliver a significant capability advantage for defence and security”. According to Joint Concept Note 2/18, “Information is no longer just an enabler, it is a fully fledged lever of power, a critical enabler to understanding, decision making and tempo, and a means of achieving potentially decisive influence. “The smart use of information through the mass customisation of messaging, narrative and persuasion, can vastly extend reach and deliver disproportionate influence on targeted audiences. It is underpinned by core digital technologies and digitally savvy people. This digital race – human and machine – is increasingly geopolitical in nature. “Currently we are being challenged in a ‘grey-zone’ short of armed conflict by agile state and non-state actors – notably Russia – who understand our vulnerabilities and seek to exploit them through multifarious asymmetric approaches and the flouting of rulesbased norms. Central to these strategic contests are ‘information battles’; battles in which information is ‘weaponised’ Line of Defence

and ones in which we increasingly lack the initiative.” Identifying misinformation activities by Russia as a key example of the power of “a potent narrative amplified by contemporary technology” to offer significant advantage, the Concept Note states that success will continue to be “significantly influenced by the extent to which competing narratives influence, or fail to connect with, audiences. “We therefore need to do things differently if we are to enable credible military options, maintain our freedom of action and political utility, and achieve influence in a more complex and competitive world.” Now at Phase 2, the competition has a pool of £2 million available to fund multiple proposals to further increase the maturity of innovations than was expected at the initial phase. Specifically, the exercise addresses the need to understand the identities, interests, motivations and intentions of individuals, groups and networks in order to achieve tactical, strategic or operational behavioural effect. It focuses specifically on behavioural analytics, which it defines as “contextspecific insights, derived from data into the ‘how’ and ‘why’ of individual, group and population behaviour, enabling reliable predictions about how they are likely to act in the future.” According to the guidance document, the vast amount of data generated by humans offers enormous potential to change how scientists can observe and understand behaviour in order to achieve behavioural effect.

“Therefore, new and innovative theories, methods, models and tools are required to enable UK defence and security to harness the value from data and develop capability in behavioural analytics. “Achieving the required level of nuanced understanding in future is expected to be challenging, but increasingly more important. The competition is one of several complementary research activities that support the development of a behavioural analytic capability fit for the future UK defence and security operating environment.” Following Phase 1, Phase 2 of the competition seeks to fund further development from proof of concept research into demonstrations that can show the art of the possible against challenges faced by defence and security practitioners. 39

BORDER SECURITY Contactless Borders: fast-forwarding to a ‘Seamless traveller’ future Biometrics-enabled ‘seamless traveller’ initiatives were once seen as the answer to handling ever-increasing passenger volumes at airports. In the post-Covid era, writes Nicholas Dynon, they present a potential enabler for Covid-safe air travel. The International Civil Aviation Organisation (ICAO) estimates that by the end of 2020, the global Covid-19 impact on international passenger traffic could reach reductions of up to 71 percent of seat capacity and up to 1.5 billion passengers. Airlines and airports face a potential loss of revenue of up to a staggering USD 314 billion and USD 100 billion respectively for 2020. And the losses are set to continue even after countries re-open for travel as concerns over international borders as entry-points for Covid-19 make way for perceptions of passenger aircraft and airports as captive hothouses of transmission.

Even with strict cleaning protocols in place, handing travel documents for inspection and touching surfaces through check-in, aviation security, border control, boarding gate and aboard aircraft will pose significant infection risk for travellers. Aircraft and airports will be perceived by pandemic-shaken publics as globalised petri dishes of disease for some time to come. According to a 11 June report in BiometricUpdate.com, Abu Dhabi International Airport has recently deployed touchless gesture recognition technology to 53 elevators to prevent the spread of Covid-19 through shared surfaces in its terminals.

The Touchless Keypad Technology developed by United Arab Emirates (UAE) company Meta Touch consists of a touchless control panel that enables users to indicate the desired floor or direction they want to go in by waving a hand. UAE’s Abu Dhabi-based Etihad Airlines has also recently installed biometric kiosks to screen for symptoms of illness, which builds on an existing Etihad project for deploying biometrics for ‘seamless passenger’ journeys. But these are mere quick-fire, localised tech-enabled responses within a sector hit harder than most by the Covid-19 crisis, and for which only

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long-term, internationally coordinated solutions will provide the ultimate answers. While international borders remain more-or-less closed for the time being, governments and the tourism, aviation and border management sectors are turning their efforts towards envisaging what international travel needs to look like in a pandemicsensitive future. The World Travel and Tourism Council (WTTC), for example, which represents the private sector in global tourism, has called on G20 tourism ministers to lead a united and coordinated recovery for the tourism industry out of the Coronavirus crisis. WTTC President and Chief Executive, Gloria Guevara, has called on G20 tourism ministers to commit with the private sector to four key principles to achieve a faster recovery – one of these principles being “a seamless traveller journey with enhanced health security standards enabled through technology.” The World Economic Forum (WEF) forecasts that here will be a shift to “touchless travel and a new health safety regime,” supported by Line of Defence

digital tools such as the WEF’s Known Traveller Digital Identity initiative and the International Air Transport Association’s (IATA) One ID concept – both ‘seamless travel’ initiatives. ‘Seamless travel/traveller’ is a term used by the international tourism, aviation and border sectors to refer to initiatives aimed at making passing in and out of airports easier, including eliminating to produce documentation for checking, reducing check-in and bag drop frustrations, and reducing customs and immigration queues. In a nutshell, its where one’s biometric identifiers (face, fingerprints, etc) is one’s passport. Enabling progress towards the seamless traveller ideal is investment by border and aviation authorities in biometric technologies, such as e-passports, e-gates, biometrics databases and facial recognition, which promise to enhance the travel experience for the bona fide passenger majority while making it easier for border authorities to identify the nonbona fide minority. But in the post-Covid era, the potential value of biometrics has shifted as stakeholders at the border

look to contactless biometrics to provide for Covid-safe international air travel. According to market researcher Future Market Insights, Covid-19 is expected to drive the market for contactless biometrics to $70 billion by 2023. This forecast suggests major developments in contactless travel over the next couple of years. Surely Covid provides real impetus for this but, as recent history suggests, seamless traveller initiatives are some way off achieving their contactless potential. Experiencing delays Asha Barbaschow writing in a 24 June 2019 report for ZDNet commented that within the next five years, “passengers travelling through Australian airports can expect a “seamless” journey, where they don’t need to touch or produce a single thing until they empty their pockets and offload their bags for screening at airport security.” Through the use of biometric technology, she states, “a passport will soon be replaced by a traveller’s face, and… your face could be used to walk straight onto a plane from airport entry.” 41

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Over three years ago in the Autumn 2017 issue of Line of Defence, I reported that Australia’s Department of Immigration and Border Protection (now the Department of Home Affairs) was considering tender submissions for an automated processing solution to support the ‘seamless traveller’ concept. This was to result in AUD 93.7 million spent over five years for the rollout of next generation automated biometric processing at major air and sea ports across the country. According to a statement from then Immigration Minister Peter Dutton, “biometric capability will reduce manual processes allowing a fast,

seamless self-processing experience for up to 90 percent of travellers and enable border control officers to concentrate on passengers-of-interest.” “In many cases that will mean people, whilst they’ll still have to carry their passport, may not have to present their passport at all in the long term,” Minister Dutton said. Travellers would instead be processed via biometric recognition of their face, iris and fingerprints that would be matched to data held by border authorities. The system was expected to abolish the need for passenger cards and passport control and was to replace manned desks and electronic stations

with automated triage points that would utilise contactless technology and facial recognition cameras. SmartGates (e-gates) at Australian airports were also to be replaced by the new system. The contactless, paperless process meant that some travellers may never need to break their step from disembarkation to terminal exit. Instead of stopping at an individual e-gate to be photographed, passengers could be photographed and checked while walking through a biometrics capture lane. The seamless traveller tender closed on 31 January 2017, with border technology vendor Vision-Box winning the AUD 22.5 million contract for new generation SmartGates to replace the ageing fleet of 2007 IDEMIA (Morpho) SmartGates. Rollout was scheduled to be completed by March 2019, following a 2017-18 trial at Canberra airport. Vision-Box’s SmartGates commenced their trial in ‘contact’ mode only, which continued the requirement for travellers to insert their passport in order to be processed through the gate. After several months, a limited trial of 2,200 travellers was conducted with Vision-Box’s ‘face on the move’ contactless passenger recognition. The technology uses facial recognition to clear travellers by matching them against facial images stored in airlines’ advanced passenger processing (APP) systems, rather than their passport chip. ‘Face on the move’ effectively removed the need for travellers to present their passport at the gate. The trial correctly matched 94 percent of participating travellers, and no identification errors occurred. Despite the encouraging results, the rollout was paused at some point during 2019 and new SmartGates sat unused months after deployment. Last December the Department of Home Affairs confirmed that accuracy was a factor in the decision to pause the trial and that the Vision-Box SmartGates would not be deployed. According to Home Affairs, new biometric facial recognition SmartGates “will be deployed for international arrivals throughout 20212022.” But there’s no word on whether the solution will be contactless. Line of Defence

Trans-Tasman cooperation Home Affairs’ Seamless Traveller project had – for a while at least – breathed life into the idea of a trial of passport-less travel between New Zealand and Australia, which had been raised by the then Australian Minister for Foreign Affairs Julie Bishop back in October 2015. Conceived out of a hackathon held at the Department of Foreign Affairs in Canberra, the concept involved the prospect of using cloud-based storage for travellers’ identity and biometric data. However, with ‘face on the move’ seemingly off the agenda, passport-less trans-Tasman travel is now up in the air. Such ambitious initiatives are always up against the particularly tricky challenges of international border cooperation and the notoriously expansive range of government and private sector stakeholders at the border who are all impacted upon by potential change – and who are driven by disparate agendas. With a trans-Tasman bubble the most likely tentative first step towards a return to international travel for New Zealanders, the formation on 5 May of the Trans-Tasman Safe Border Group comprising 40 business and government representatives from Line of Defence

both sides of the Tasman is a strong statement of cooperative intent. In early June, the group sent its recommendations for a safe air corridor to the New Zealand and Australian governments. Although there are no published details, recommendations are reported to include “several layers of protections across the traveller journey” that will allow for the sustainable restart of scheduled passenger services without a 14-day quarantine. The New Zealand Government is yet to release detailed information to the public about what trans-Tasman travel arrangements might look like in the immediate, medium or long-term future. Accordingly, there is as yet no indication that contactless biometric tech might be deployed to address ongoing concerns over Covid-19 and future pandemic transmission at our borders. Nevertheless, there exists a compelling case for contactless biometric tech to be part of the solution – and for trans-Tasman cooperation in the trialling and assessment of technologies. International efforts needed Australia’s stalled contactless trial is by no means the only border authority

foray into ‘on the move’ passenger recognition. 2019 saw trials of ‘biometrics on the move’ technology by European border and coast guard agency Frontex at Lisbon Airport, and Dubai International Airport ran a similar trial involving pre-screened departure passengers. The international marketplace of biometric tech vendors is scrambling to offer solutions, and border authorities are now spoilt for choice. But for solutions to integrate and for priorities to align internationally, governments will need to exercise their choices in concert, which means a slow burn. As noted by the WEF, in this time of unprecedented change, “governments and industry have a unique opportunity to redefine travel and build a more sustainable, agile, and resilient industry. This will not be possible without collaboration. “In the near term, stakeholders will need to cooperate to accelerate the use of digital technologies. Next, they will need to develop a cohesive policy and legal regime around the deployment of digital technologies that balance the protection of civil liberties and public health. The third challenge is to ensure that different digital identity solutions can operate together.” 43

HOMELAND SECURITY ARTs and the myth of the unarmed police officer The decision following a six-month trial not to continue with Armed Response Teams is seen as a nod to the ‘routinely unarmed’ tradition of the New Zealand Police. But, asks Chief Editor Nicholas Dynon, is it really? Following a controversial six-month trial, Police Commissioner Andrew Coster announced on 09 June that Armed Response Teams (ARTs) would not be part of the future New Zealand policing model. According to the Commissioner, the decision took into account preliminary findings from the trial evaluation, feedback received from the public, and consultation with community forum groups. “It is clear to me that these response teams do not align with the style of policing that New Zealanders expect,” stated the Commissioner. “For Police, the trial was about having specialist police personnel

immediately ready to deploy to critical or high risk incidents, to support our frontline staff where they needed enhanced tactical capabilities. “Having listened to feedback from our people through the trial, we are also undertaking a programme of work looking at our broad tactical capability to ensure our critical response options remain fit for purpose,” he said. “We will still complete the evaluation into ARTs and that will now inform the wider tactical capability work programme. Any options that come out of that will be consulted with our communities to ensure we take a collaborative approach to policing in our communities.”

Nicholas Dynon is Chief Editor of Defsec Media’s defence, security and safety publications, and a commentator on New Zealand security affairs.

Line of Defence

Casualty of lack of consultation According to New Zealand Police Association President Chris Cahill, the ART “initiative was hobbled from the start because of a lack of consultation on the concept of ARTs, and no clear communication on the aim of the trials.” “If you don’t build solid foundations on issues as potentially volatile as armed police, you can’t possibly hope to take the community with you, and that is exactly what has happened in this case,” wrote Mr Cahill. In his remarks, the NZPA president pointed to mis-steps, including ART vehicles “that looked pretty sinister in comparison to the police vehicles we are familiar with, despite the fact that those everyday police patrol cars have Glock pistols and Bushmaster rifles in them for officers to use when needed.” According to Mr Cahill, NZPA members were supportive of the ART concept based on safety factors where “highly qualified and experienced officers were able to deploy quickly and efficiently to critical incidents, as well as support frontline officers.” “What hasn’t changed with Line of Defence

Commissioner Coster’s decision is that the communities the ARTs were deployed to are still at risk, and we want to know as soon as possible Police plans for addressing this.” Trial tribulations Former Police Commissioner Mike Bush announced the ART trial on 18 October last year as an initiative aimed at supporting Police’s tactical capabilities on the frontline. ARTs were part of the Police Armed Offenders Squad (AOS) that for the trial were routinely armed, equipped, mobile and ready to support in relation to incidents requiring “enhanced tactical capabilities.” Counties Manukau, Waikato and Canterbury were the three Police districts chosen for the trial due to having the highest number of firearms seized, located and surrendered, and possessing the largest AOS groups to support the trial. ARTs were to be focused on responding to events where a significant risk is posed to the public or staff, and on supporting the execution of pre-planned and high-risk search warrants, high-profile public events

and prevention activities. However, according to data obtained by Newshub, the ARTs mostly responded to traffic stops. Apart from major criticisms over lack of consultation with government and Iwi, concerns that the ARTs constituted an unnecessary militarisation of New Zealand policing were further inflamed by local and international public responses to the death in the US of George Floyd at the hands of a white police officer. On 12 June, New Zealand Herald reported that Defence Minister Ron Mark had called for an independent review into “why frontline officers were armed with military grade-assault rifles in the first place.” Given that the Government had confiscated all semi-automatic weapons in the buyback scheme following the Christchurch Mosque Attacks, it was the opinion of the Defence Minister that police were inappropriately armed against members of the public. “We have always held concerns with the creeping militarisation of the police force given the Government already has multiple layers of armed response, across agencies,” he said. 45

HOMELAND SECURITY

In historical perspective Despite the apparent lack of consultation preceding the ART trial, the idea of armed response units has been discussed in New Zealand law enforcement circles for some time. In the June 2009 edition of online Police publication Ten One, the then Commissioner Howard Broad made reference to Armed Response Vehicles (ARVs) in the UK as a model that might work well in New Zealand. ARVs, he explained, are small teams of specially trained officers “permanently on standby to respond to a serious threat” “They are not armed officers most of the time, and are able to carry out routine frontline duties, but they have immediate access to firearms from a small, secure armoury in their vehicles and are better trained than our current general staff to handle armed threats,” he wrote. “Some version of this could be useful in areas with a population base and number of incidents to justify it, such as Auckland. It is one option to consider for the future.” ‘Routinely unarmed’ myth In the same article, Mr Broad comments that being unarmed “is a unique and cherished feature of the policing style adopted by New Zealand 46

Police – a style for which we are held in high regard internationally.” In his announcement in relation to the discontinuation of ARTs, Commissioner Coster also refers to the Police’s unarmed tradition, stating that he is “committed to New Zealand Police remaining a generally unarmed Police service.” But, according to former NZ Police officer Dr Richard Shortt in a Stuff.co.nz article published on 11th June, Commissioner Coster’s comment of preserving the ‘routinely unarmed’ tradition of the New Zealand Police “is two decades and three police commissioners out of date.” It was in the early 2000s, writes Dr Shortt, that NZ Police transitioned from its routinely unarmed status to being routinely armed, “with the only real difference being in the style of that arming. “Instead of being always on the hip, the guns were now always in the car and immediately available to officers,” he wrote. “This change was probably one of the most momentous in modern NZP history and seemingly passed almost without comment.” He describes NZ Police of today as “a well-armed police service,” with patrol officers having semi-automatic pistols and rifles immediately to hand, and equipped with tasers, pepper spray

and extendable metal batons on their person. It’s a perspective that’s in part shared by an NZ Police officer writing anonymously for Stuff.co.nz on 4 March 2019, who puts it in slightly more stark terms. “General arming is halfway here already and people didn’t notice,” wrote the un-named officer. “Health and safety demands we must protect our staff and the cold fact is we have been an armed police for quite some time. It’s no coincidence we are not being murdered like we were and armed criminals are being shot more often.” Left-wing groups also point to what might be described as the quiet militarisation of policing in New Zealand. The ART decision, according to the Socialist Equality Group, “represents a temporary retreat by the police, which has long been seeking to equip all frontline officers with guns.” According to Dr Shortt, the time has come for the myth of being routinely unarmed “to be put to bed, and for the NZP and society to accept they have a well-armed, and routinely armed, police service that works every day and night to deliver safer communities together. The difference is in the style, not the substance.” Line of Defence

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Line of Defence - Winter 2020

Articles inside

Editor's Note

ARTs and the myth of the unarmed police officer

Contactless Borders: fast-forwarding to a ‘Seamless traveller’ future

UK Defence and Security Accelerator seeks Behavioural Analytics proposals

‘The People’s Spring’: Covid-19, public protest and terrorism

ITU and Kacific boost emergency telecoms in Vanuatu

Defence Bids and Tenders: Best practice and winning strategies

Tactical Solutions launches innovation hub in Wellington

CIDC Australian grant programs and webinar series

New Hercules, NH90 upgrades, and Aotearoa en route

New events platform delivers for post-Covid new normal

New Zealand’s Defence stability in uncertain times

Home from Iraq: A job well done

Continued investment in the Defence Force needed

ATR 72MP, a new generation, efficient Multirole Maritime Patrol Aircraft

Reaching for the sky – Super Hercules delivery in 2024

New Zealand partners help Rheinmetall deliver local and regional capability

Supply relationships in a new world

How programmatic project management improves outcomes

GA-ASI’s new Ops Centre gives RPA operators big picture of ISR