Line of Defence Magazine - Winter (June-August) 2021

Line of Defence Issue 20 • Winter 2021

New Zealand’s Defence and National Security Magazine

5th Anniversary Special Issue

Spotlight on Canada

Defence Minister Peeni Henare

NZ’s emerging Five Eyes challenge

In this special 10-page feature, we gain insights into Canada’s defencefocused industries and some of its leading players.

Defence Minister Peeni Henare talks with Dr Peter Greener about future peacekeeping, prioritising spending, and the Pacific.

There’s a new cold war and New Zealand cannot avoid being drawn in.

Staying on the right side of history will require deft diplomacy.

www.defsec.net.nz

MQ-9B SeaGuardian

THE MOST VERSATILE

MULTI-DOMAIN SURVEILLANCE CAPABILITY Cost-effective, multi-role ISR • Multi-agency ISR for resource protection, disaster response, critical infrastructure monitoring and security across land and maritime environments • Capable of securing New Zealand’s vast area of interest – from the mainland to off-shore territories • Long endurance capable of supporting missions in the South Pacific or Southern Oceans

ga-asi.com ©2021 GENERAL ATOMICS AERONAUTICAL SYSTEMS, INC.

Airborne Situational Awareness 24/7, Worldwide

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

CONTENTS Editor’s Note

Kia Ora and welcome to the Winter 2021 – and 20th – issue of Line of Defence. We’re in a celebratory mood as this issue is also our 5th Anniversary edition!

It was in mid-2015 that the editorial team at New Zealand Security Magazine started working on an idea for a New Zealand defence and national security magazine. We were conscious of the lack of a local publication catering for both a public and private sector defence and security readership.

We approached the then NZDIA Chair Bernie Diver, who was supportive of the idea, and with his blessing we turned up at the 2015 NZDIA Annual Forum in Wellington with a hurriedly constructed media kit, high hopes, and low expectations.

Five years after our inaugural issue in April 2016, 20 issues of Line of Defence have now been published. By any measure, the magazine has firmly established itself as a respected source of specialised news and analysis for the sector.

There are many organisations and people who have contributed to Line of Defence’s success, and they are too numerous to list here. Of special note is the NZDF and Ministry of Defence, the NZDIA and Massey University’s Centre for Defence and Security Studies.

I’d also like to pay tribute to our longest standing sponsoring partner, General Atomics Aeronautical (GA-ASI) who, along with a select group of fellow sponsors, has played an important role in supporting kiwi defence and security journalism. Thank you to AVM (Retd) Warren Ludwig AM and his team.

A special note of thanks also to our editor-at-large, Dr Peter Greener, who has lent credibility to many issues of the magazine with his series of Service Chiefs interviews; our most prolific commentator Hon Dr Wayne Mapp QSO; and regular commentator Dr John Battersby.

In this special anniversary edition of Line of Defence, it is an absolute pleasure to be featuring a 10-page Spotlight on Canada segment with insights into the Canadian defence industry and some of its most impressive players, including PAL Aerospace, Telemus Systems, and Maerospace.

In another Line of Defence first, we’re proud to be featuring an interview by Dr Greener of New Zealand’s Minister of Defence Hon Peeni Henare MP. We are delighted that the Minister has chosen to be interviewed exclusively by us for our readers.

Lastly, I’d like to acknowledge the service to the sector of Jennie Vickers, who recently moved on from her position as CEO of the NZDIA. It is fitting that this issue of the magazine benefits from two fine contributions by her.

I commend the above articles to you, along with the many other fine contributions inside.

Nicholas Dynon Auckland

ASSOCIATION

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 Chris Penk MP Jay Batista Nicholas Dynon Jennie Vickers Chris Kumeroa

Hon Peeni Henare MP Paul Moss Dr Peter Greener Dr Negar Partow Dr Fahimeh McGregor (Zaeri)

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

SPONSORSHIP PARTNERS Rheinmetall General Atomics Aeronautical Telemus Systems Inc. Theon Sensors

Serco Defence PAL Aerospace Maerospace Tabella

UPCOMING ISSUE

Spring – September Main themes: Land domain, counter terrorism Copy Deadline: 20 August 2021 Publication: 01 September 2021

4

Line of Defence

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

SPOTLIGHT ON CANADA

INTERNATIONAL SECURITY

6

Welcome to Canada!

8

Q&A with PAL Aerospace’s Paul Moss

10

Telemus: Contributing to the CEMA picture

12

Maerospace: Accurate, reliable maritime intelligence in real time

36

New Zealand’s emerging Five Eyes challenge

Engaging with the Canadian Defence Industry

38

Global nuclear arsenals grow as states continue to modernise

14

DEFENCE

HOMELAND SECURITY

16

Serco: Reliability and innovation in RHIB fleet management

40

Arihia Bennett to chair Royal Commission Ministerial Advisory Group

18

The Interview: Defence Minister Peeni Henare

22

How THEON SENSORS became a world leader in night-vision and thermal-imaging systems

42

National Security Journal’s Women and Security special issue

24

Grey Zone: A Chance for Defence to Lead

44

Managing risk is more than just registering it

26

The MQ-9B SeaGuardian redefines the future of maritime and naval security

46

The importance of place in understanding security risk

28

archTIS and Tabella announce information security partnership

48

Fire Prohibition Orders aim to remove guns from gangs

30

We’d be dumb if we didn’t: Embracing progressive procurement

34

Government needs better understanding, and management, of strategic suppliers

35

Opinion: Is it time New Zealand had a Ministry of 1,000 cups of tea?

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.

Line of Defence

5

SPOTLIGHT ON CANADA

Welcome to Canada!

Canada’s defence industry is innovative, technology rich, export intensive, and globally competitive. In this special 10-page feature, we gain insights into Canada’s defence-focused industries and some of its leading players.

In distinct neighbourhoods at opposite ends of the Pacific, New Zealand and Canada have long shared a relationship characterised as philosophical close yet geographically distant.

The upgrade of HMNZS Te Mana and HMNZS Te Kaha in Victoria by Lockheed Martin Canada as part of the Anzac Frigate Systems Upgrade (FSU) project, however, may present as something of a turning point.

As Grant Wyeth noted in The Diplomat in early 2020, the two RNZN vessels are the first foreign warships to be modernised in Canada since World War II, “making the contract not just an important bilateral development between the two countries, but also an important component of Canada’s involvement in Indo-Pacific security.”

As the same time, Canada’s defence industry, deeply integrated into the North American defence industrial market since the 1940s, has been significantly challenged by the US International Traffic in Arms Regulations (ITAR) and constrained market opportunities in Europe.

Canada’s defence industry “Canada’s defence industry comprises approximately 640 firms generating $10.7bn (CAD) in sales, 54 percent of which is from exports, and contributing approximately 64,000 jobs across Canada,” Nicholas Todd, VP Policy and Communications at the Canadian Association of Defense and Security Industry (CADSI) told the New Zealand Defence Industry Association (NZDIA) Member Meeting in March.

Canada’s defence industrial base includes but is not limited to shipbuilding and marine industries, aerospace industry, automotive sector, munitions, electronics, simulation and training, information and communications technologies, textile industry, in-service support and satellite and space technologies.

Some of the areas in which the sector is seen to possess uniquely specialist capabilities are in munitions, arctic and cold weather capabilities, maritime domain awareness, intelligence and surveillance functions, cyber security, surveillance and control of borders and ports, soldier survivability, and C4ISR. “We are known for the light armoured vehicle, and also for several components or systems, including sonar navigation, outer space exploration, satellite technology, PPE, and commercial applications for what might have started off as military capabilities,” said Todd [CADSI has created a searchable capabilities database at www.gatewaycapabilities.ca]

6

HMNZS Te Kaha sailing past the historic Fisgard Lighthouse at the mouth of Esquimalt Harbour in Colwood, British Columbia, as she commences intensive sea trials off Canada’s West Coast following systems upgrade at CFB Esquimalt. Image: RNZN.

By the numbers According to Innovation, Science and Economic Development Canada’s (ISED) Statistical Overview of Canada’s Defence Industry in 2018, Canada’s defence industry: • Increased its jobs, revenues and export volume over the 2014-2018 period • With $415m worth of activity, was 4.5 times more R&D intensive than the broader manufacturing sector—led by industry funded R&D (with around 15 percent of funds coming from government) • STEM-related occupations’ share of its employment more than 3.5 times that of the manufacturing sector • Was globally engaged and export oriented • Varied greatly by firm ownership in terms of sourcing from Canadian suppliers Players within the industry include the Canadian operations of several international primes, large local suppliers, including Davie Shipbuilding, Seaspan Shipyards, MDA, CAE, Irving Shipbuilding, PAL Aerospace, IMP Aerospace and Defence, and a host of SMEs. Over 90 percent of the industry are, in fact, classed as SMEs (250 employees or less), who are responsible for generating 23 percent of defence industry sales, 31 percent of employment, 22 percent of R&D, and over 19 percent of exports.

Line of Defence

Airborne mission solutions trusted the world over Our mission at PAL Aerospace is to help clients solve their challenges and meet their needs with innovative, custom aerospace and defence solutions.

We also offer a range of special missions operations including specialized patient transportation, search and rescue support, maritime border enforcement and environmental monitoring.

We’ve logged hundreds of thousands of safe, successful flight hours, engineered aircraft into state-of-the-art surveillance systems, delivered highly reliable in-service support and much more to clients around the world, including in Canada, Europe, the United Arab Emirates and the Caribbean.

With our broad range of services and expertise, we give our clients a single, end-to-end point of accountability for their aerospace solutions.

For more information visit: palaerospace.com

SPOTLIGHT ON CANADA

Missionised Aircraft: Q&A with PAL Aerospace’s Paul Moss Paul Moss, PAL Aerospace’s Business Development Director – South Pacific, talks with chief editor Nicholas Dynon about the aerospace provider’s Force Multiplier program and Dash 8 P-4 partnership with De-Havilland Canada.

Paul Moss is PAL Aerospace’s Business Development Director – South Pacific. Paul is an airborne surveillance and search and rescue specialist with vast experience in special mission aircraft used for Border Protection, SAR, ISR, medevac and environmental protection.

8

Line of Defence recently caught up with the former Coastwatcher and SAR specialist to talk patrol and technology capabilities for the New Zealand and Pacific region.

After flying as crew on every aircraft to come into service during his 20 years twenty of border protection service with Coastwatch in Australia, Paul Moss established the country’s first tier-one SAR organisation, which introduced long range Maritime Patrol Aircraft (MPA) specifically for SAR response in the region.

In 2017, Paul left the SAR business to join world leading Canadian missionised aircraft prime contractor and operator PAL Aerospace.

ND: Can you give us a brief overview of PAL’s operations, not only in Canada but around the world?

PM: Certainly. PAL Aerospace is a Canadian owned and operated fullservice aerospace provider focused on intelligence, surveillance, and reconnaissance operations, inservice support solutions and aircraft engineering and modifications. We’re

a trusted Government of Canada partner, delivering long term programs under contract for several Government departments.

Beyond our head office in St Johns we have Canadian operations in Halifax, Ottawa, Toronto, Comox, and Campbell River. In the near term we are establishing additional Canadian presence in Greenwood, Trenton and Winnipeg in support of Canadas’ new Fixed Wing Search and Rescue capability.

Internationally, PAL Aerospace has a well-established presence in Abu Dhabi which supports two DHC-8 300 ASW aircraft operated by the UAE Airforce.

PAL Aerospace missionised these aircraft, and we continue to maintain and support the program in partnership with the UAE Airforce.

PAL Aerospace has also modified and maintains two missionised Dash-8 100s in the Dutch Caribbean, providing support for counter narcotics and SAR activities and we are in the process of entering into service two missionised Dash-8 100s on behalf of Canada’s Department of Fisheries and Oceans to provide surveillance for Canada’s inland, coastal and off-shore waters.

Line of Defence

Additionally we are in the process of modifying two missionised Dash-8 100s for use by the Netherlands Coastguard in air reconnaissance, law enforcement and SAR missions.

ND: Can you explain the Force Multiplier program and what makes it different?

PM: PAL has successfully brought the ‘Force Multiplier’ program to the market, and we’re very happy with the results so far.

This program delivers self-sufficient, mission-ready aircraft for complex surveillance missions anywhere in the world. Aircraft are available with a complete crew consisting of pilots, sensor operators, and maintenance personnel.

The Force Multiplier model is designed to provide hourly, monthly or longer leased services without having to assume the cost obligations and logistical burdens associated with full adoption of a permanent standing surveillance and reconnaissance capability.

Importantly the Force Multiplier program includes the world class Mission Management expertise of CarteNav, who are a wholly owned subsidiary of PAL. As part of the Force Multiplier deployment a ground station is established at the client’s HQ where data Line of Defence

from Force Multiplier aircraft and other assets is received in near real time and collated. It can then be analysed at the user’s discretion, continually increasing current and historical maritime domain awareness.

With the Force Multiplier program, we are leveraging our decades of operational experience to offer our clients access to the most tailored, targeted, affordable, and capable aircraft working in this space. We have completed numerous deployments for Defence and Government entities in different theatres of operation, and see significant demand in the market for our services going forward.

ND: PAL and De-Havilland Canada presented the P-4 aircraft at a recent NZDIA Member Meeting; could you give us a snapshot of that program?

PM: The P-4 is the result of an exciting agreement between PAL Aerospace and De Havilland Canada to jointly pursue the development of a fully missionised Dash 8-400 aircraft, called the ‘Dash 8 P-4’. The P-4 is designed for maritime patrol (MPA), intelligence, surveillance and reconnaissance (ISR) activities as well as other applications.

This partnership leverages PAL Aerospace’s significant experience as a Dash 8 modifier and De Havilland’s unmatched track record in aircraft

design and manufacturing to produce a mission capable aircraft offering a bestin-class airspeed profile, considerable cabin space and payload capacity and the advantageous operating economics of the Dash 8-400 platform.

Modified with auxiliary fuel tanks, the Dash 8 P-4 boasts superior range, endurance, and time on station paired with the ability to deliver ‘low and slow’ operations essential for maritime patrol, intelligence, surveillance and reconnaissance .

PAL Aerospace is thrilled to work with De Havilland Canada on this important initiative. Our experience, combined with De Havilland Canada’s proud 92-year history of innovation and leadership in aircraft design and manufacturing, provide an ideal foundation from which to launch the Dash 8 P-4 program.

PAL Aerospace and De Havilland Canada believe there exists a significant global market for missionised turboprop aircraft, especially in the MPA and ISR market.

The unique capabilities the Dash 8-400 platform, in combination with PAL Aerospace’s demonstrated global capability as a full-service provider of specialised aircraft modification, technology integration and special missions operation, delivers a unique value proposition for clients looking for leading edge MPA and ISR programs.

9

SPOTLIGHT ON CANADA

Telemus: Contributing to the CEMA picture With over 36 years of experience, Canadian electronic warfare specialist Telemus provides advanced EW systems, products and capabilities to governments, prime contractors and military customers globally.

Telemus Systems Inc. is an agile, privately owned Canadian company delivering non-ITAR, scalable Electronic Intelligence (ELINT) and Non-Comms Electronic Surveillance capabilities (ESM) in support of multi-domain operations.

Telemus ULR 501 Land ELINT.

10

Based in Ottawa, but operating globally, our specialists boast an impressive FVEYs background, with expertise drawn from the UK, New Zealand and Canadian Forces to successfully deliver technology, training and in-service support since 1984.

Telemus designs, deliver sand integrates networkable, high performing systems for Land, Maritime and Air deployments with form factors configured around our field proven, core hardware and TALON software application. Our users benefit from lower through life cost of ownership due to the reuse of common modules, as well as lower training overhead due to the single analysis toolset for detection, collection and processing of Radar Signals of Interest (SOI).

ELINT and Non-Comms ESM contribute to the overall Cyber Electromagnetic Activities (CEMA) operating picture. The ability to detect and identify Radar emitters, as well as link them to associated weapons, platforms or units is a key strategic enabler to developing an Electronic Order of Battle.

Concurrently, in the tactical domain, ELINT and Non-Comms ESM provide Indicators and Warnings of threat emitters, which can be coupled to soft or hard kill systems for border, Forward Operating Base (FOB) or platform protection. As a passive detection tool, ELINT & Non-Comms ESM afford an effective and accurate collect and Direction Find (DF) asset whilst remaining difficult to detect themselves.

Scalability is provided across all domains, with configurations being provided for small Unmanned Air Systems through to manned aircraft Line of Defence

for airborne Intelligence, Surveillance and Reconnaissance (ISR), and lightweight, man portable systems through to containerised Electronic Warfare Signals Intelligence (EWSI) fits for vehicle mounted, static and FOB deployments.

Those containerised configurations can also be deck mounted as mission specific fits for maritime platforms, providing agile and configurable payloads.

Detailed analysis of detected ELINT or Non-Comms SOI is delivered via the TALON software suite. Capable of ingesting data from Telemus systems as well as other third-party solutions, it enables trained operators to undertake detailed investigation of SOI information. This can then be referenced against the Emitter Library for identification of the specific emitter.

Telemus recognises that effective capability is not achieved by technology alone. The need for subject matter expertise across training, threat awareness, operational concepts and in-service support underpin the effective deployment, maintenance, and sustainment of capability.

Telemus ALR 510 on MALE UAS.

With over 30 years of pedigree in Electronic Warfare, our Users benefit from a collaborative relationship which supports the right package of technology, support, and training at point of delivery and throughout the system service life.

Telemus is a Canadian based global company contributing to the CEMA picture by providing non-ITAR, multi-domain Electronic Intelligence (ELINT) and Non-Comms Electronic Surveillance Measures (ESM).

Our agile, networked and scalable land, maritime and airborne systems detect, collect and process radar targets, enabling analysts to link emitters to weapons, and weapons to platforms and units, facilitating the identification, creation and modification of Electronic Orders of Battle.

Telemus Systems Inc. 88 Hines Road Ottawa, Ontario Canada K2K 2T8 info@TelemusInc.com

To develop or evolve your ELINT or noncomms ESM capabilities using enhanced technology, training or software, contact our team of specialists.

www.Telemusinc.com Line of Defence

11

SPOTLIGHT ON CANADA Maerospace: Accurate, reliable maritime intelligence in real time Maerospace’s Jay Batista discusses how the Ontario-based maritime intelligence company became a global real-time intelligence supplier via industry leading radar systems and innovative data analytics.

In 2013, a group of executives instrumental in the design and deployment of a satellite constellation for the collection of global maritime AIS location data became concerned with the reliability of the data.

The issue was that any satellite overhead captured only 60 percent of the AIS transmissions from the vessels below and in subsequent passages overhead another 60 percent, but not necessarily the same ships as the previous pass. The satellite AIS data became less reliable because locations were not synchronised in time. Adding a dead reckoning prediction to the data did not solve the problem That executive team founded Maerospace and focused on the accuracy and reliability of maritime intelligence.

Our first product to market was the TimeCaster data analytics product, which is now in its 4th generation of design. This product allows us to improve the global accuracy of ship

12

positions from greater than 120 nautical miles to within 4 nautical miles, in addition to that we have the ability to find ships that have turned off their MMSI transmitters or that have used a second transmitter on the same identical MMSI in order to spoof the location.

Building on this initial product, Maerospace has built up a development expertise in the areas of data analytics, pattern discovery and recognition, artificial intelligence and machine learning, multi-format data fusion and integration.

In the last three years, we’ve added radar technology (High Frequency Surface Wave Radar (HFSWR)), including licensing technology from Raytheon and over 30 patents, and hiring a staff with a combined expertise of over 100 years, including leading IEE recognised innovations. In the last few months, we’ve added an antenna division, which allows us to continue our radar technology support.

At Maerospace, we have been developing tools that marry our pattern recognition skills to multi-source integration providing multi-domain awareness in a single display.

For example, we have proven that using satellite imagery to recognise vessels and label them with AIS data can Line of Defence

be accomplished in less than one minute.

Another example is time data analytics to long range AIS feeds and radar to correlate and better understand ship locations.

Adding radar technology to our portfolio further extends our marine domain awareness. The challenge is maintaining maritime sovereignty using

your coastal microwave radar. Those systems are good for close to shore observations but are only effective when the target is within line of sight.

By adding a low-band high-frequency surface wave radar at the same location as the coastal radar you extend your coverage out to 200nm, the exclusive economic zone. If you’re sending air missions to patrol that area, you’re going to put in 1,500 air miles each day just to observe the ocean.

By extending your coastal radar coverage and tying in data sources from satellite AIS and data analytics, that fused data gives you distinct advantages allowing you wider range of coverage, persistent coverage, the ability to identify your vessels as they come into the area and target dark and suspicious targets, and the ability to make faster decisions and more accurately deploy your assets.

At Maerospace, we’ve branded this product PASE (Persistent Active Surveillance of the EEZ). It is a mono static system, so it uses a single site for both transmit and receive antennas, and it has been operational for over 10 years,

including in Romania on the Black Sea, Sri Lanka, and off the coast of Canada in Halifax.

Our radar system is most often used for national security but is increasingly being used to interdict illegal fishing.

With HFSWR you get a good look at commercial cargo vessels as they enter the farthest reaches of the radar, however in large sections you will be able to see mechanised fishing boats and trawlers and the smaller gillnet boats as they come into your region of control.

This is especially important if you’ve had incursions into your national waters.

Most of Maeropace’s current products come with a number of features and options. For example, the TimeCaster supports a tool called FutureCast. With FutureCast you can determine the probability of an end destination and even display the voyage track based on machine learning.

All of our data fusion and integration products are customisable for unique applications and so we invite you to contact us to get more information on how our products can be adapted to your unique requirements.

Building the World’s Best Maritime Intelligence Systems Maerospace High Frequency Surface Wave Radar (HFSWR) technology provides enforcement agencies real-time persistent surveillance coverage of the 200 nautical mile Exclusive Economic Zone (EEZ) Customer proven Low Cost Operations Single site, co-located Transmit and Receive sub-systems Dynamic Spectrum Management ensures resilient operation in the congested HF band Patented “Virtual Aperture Array” (VAA) technology can improve smaller target detection and tracking

TIMECASTER™ 3rd Gen analytics engine applies proprietary algorithms to the last reported Satellite-AIS, AIS and other sensor vessel data to time-synchronize, update and improve the display accuracy of vessel positions to within 4 nm “Gone-Dark” Detection: Alert when expected AIS not detected Doppelganger Detection: Alert when vessel has possibly turned off their AIS Supports integration with 3rd party analytics, C2, C4 ISR or other visualization system Provided as a secured service, or installed on customer site

PA S E ™ : P e r s i s t e n t A c t i v e S u r v e i l l a n c e o f t h e E x c l u s i v e E c o n o m i c Z o n e Line of Defence

13

SPOTLIGHT ON CANADA Engaging with the Canadian Defence Industry Interested in engaging with an organisation within Canada’s Defence Industry ecosystem but don’t know where to start? With contacts and forums in New Zealand and virtually, help isn’t far away.

The New Zealand Defence Industry Association (NZDIA) Member Meeting of March 2021 featured several Canadian presenters thanks to the assistance of the High Commission of Canada in New Zealand.

In addition to representatives from several Canadian companies, the meeting heard from Canada’s Aucklandbased Senior Trade Commissioner Francis Huot, Wellington-based Defence Adviser CDR Ted Summers, and the Canadian Association of Defense and Security Industry (CADSI).

Canadian Association of Defense and Security Industry According to Steve Hillier, the Association’s Associate Vice President, Business Development and Operations, CADSI represents over 936 Canadian companies. “Our job is to lobby on behalf of Canadian companies, but what we really specialise in is bringing people together,” he told the NZDIA Member Meeting in March.

Through its longstanding relationships with the Department of National Defence and Canadian Armed Forces, CADSI represents Canada’s

defence and security companies to decision makers in Ottawa and across allied nations, acting as a bridge between government and industry. The Association also monitors and provides input into government policy on behalf of its members.

CADSI is the organisation behind CANSEC, Canada’s largest defence and security trade show, which has been held annually in Ottawa since 1998.

Due to COVID, the event has been cancelled two years in a row, with the next iteration scheduled for 1-2 June 2022.

Image: CADSI

14

Line of Defence

Image: CADSI

“The pandemic totally threw us for a loop and as an organisation we’ve been trying to figure out how do we bring our community together in a safe environment,” said Hillier.

“After a lot of outreach to Canadian companies, we came up with the idea of the Canadian Defence Marketplace.”

Created and hosted by CADSI, Canadian Defence Marketplace is a global platform bringing industry and government leaders together for virtual B2B and B2G meetings scheduled, including one that took place on 6 May 2021, and another to take place on 4 November 2021.

The platform features virtual 20-minute B2B & B2G meetings, secure and private networking through video conferencing, and speaker presentations.

“It was the result of working with our membership who were working out of their rooms frustrated because they couldn’t grow their businesses and maintain relationships. LinkedIn was no longer working for them, and they were craving for more meaningful engagement,” said Hillier.

“It’s a fully endorsed programme trusted by key government entities,” he explained. “We went out to the full spectrum of Canadian government agencies, including agencies we don’t traditionally work with, particularly taking into account emerging Line of Defence

technologies. We know there is a big emphasis on digitisation of militaries, cybersecurity and innovative agenda, so we definitely wanted to address that.”

“There exist several areas involving innovative capabilities where traditional defence companies don’t have the skillsets, so we’re looking to attract a whole lot of new companies to come and talk to our government partners,” he said. “Over 50 OEMs have agreed to sign up and participate, and over 80 companies from around the world, so it’s truly a global opportunity.”

Canada in New Zealand The NZDIA March Member Meeting also provided an opportunity for members to meet CDR Ted Summers, Defence Adviser at the Canadian High Commission in Wellington, and Senior Trade Commissioner and Consul Francis Huot, based at the Canadian Consulate and Trade Office in Auckland.

“We come here [to New Zealand] with a focus on defence relations, so we’re generally looking at Defence House as our main job,” said CDR Summers, “but we are also responsive to our industry”.

“In terms of talking to the NZDF, when we’re in uniform we speak the same language and we bring a known

quantity, and this helps us engage with our partners here on behalf of our industry.”

On the one hand, he explained, his role includes advising Canadian industry on the New Zealand context and the potential opportunities that exist, while also providing a “straight up and honest assessment to the NZDF of what we think” if asked about the landscape in Canada.

Where the New Zealand Government is looking to procure from Canadian companies, CDR Summers and his team “can help navigate the admin that exists”, including understanding Canada’s controlled goods export restrictions.

For New Zealand industry looking to engage with counterparts in Canada, CDR Summers identified his colleague Senior Trade Commissioner and Consul Francis Huot as “the expert in terms of trade between the two countries.”

An experienced diplomat and trade commissioner, Huot heads up Canada’s Trade Commissioner Service (TCS) team in Auckland, part of a network of trade commissioners in over 160 cities worldwide.

“We look after everything that has to do with trade and investment, and science and technology and innovation between Canada and New Zealand, and several countries in the Pacific,” said Huot.

15

DEFENCE Serco: Reliability and innovation in RHIB fleet management J3 Rigid-Hulled Inflatable Boats (RHIBs) play an essential role in Royal Australian Navy operations, and Serco’s partnership with Zodiac Milpro has delivered continuous innovation and asset availability.

A specialist Maritime Services Provider in the Asia Pacific region, Serco has been at the forefront of delivering exemplary asset management, asset acquisition and operational support services to the Royal Australian Navy (RAN) for over 20 years.

One area in which Serco has supported the RAN in asset acquisition, management, maintenance, and service delivery is through the provision of Rigid Hull Inf latable Boats (RHIBs).

Procured under the Contractor Asset Acquisition Programme (CAAP), Serco partnered with the Sydney based Zodiac Milpro to supply, manage and maintain an average force of 55 J3 model RHIBs, following a Fleet-wide upgrade from the J2 model starting in 2008. Throughout the CAAP, Serco has worked closely with Zodiac Milpro and the RAN to gather hard-won user input and design feedback for Zodiac to

16

markedly improve the original J2 design and deliver the world class waterjet powered J3 Sea Boat.

According to Serco Fleet Marine Services Contract (FMSC) Director Mark Shannon, the longstanding history between Serco and Zodiac has played a critical role in the continuing evolution of the design of the RHIBs. “That history of operational experience is critical. Over the last two decades, the RAN’s RHIBs have faced every operational scenario you could envisage, and through that experience, we’ve been able to continually adapt and modify the vessels to ensure that the Navy is getting the best asset available for missions at sea.”

Zodiac Milpro Australia General Manager Craig Jordan said that innovations had been introduced to the J3 craft over the years to enhance safety and operational efficiency for Navy missions.

“The navigation and safety systems onboard the J3s have benefitted from continued advancements in marine technology. We work closely with Serco on a programme of continuous improvement to ensure the vessels are equipped with the latest technology to achieve peak performance.”

“The RHIBs are a mission-critical asset, so the reliability of the vessels is crucial to ensure the RAN is ready for any and all contingencies,” said Mark. “The boats must be able to be launched, retrieved and recovered in many varied sea states.”

To ensure the highest levels of asset availability can be met, Serco works with Zodiac Milpro on a series production of replacement vessels; maintaining and repairing the RHIBS, holding all spares that may be required, and providing the J3s to RAN Warships around the globe to ensure 24/7 mission readiness.

However, high asset availability can only be translated into an output with suitably qualified personnel to operate and maintain them at sea. As part of the J3 management service, Serco provides RHIB operator training to RAN sailors and other ADF personnel.

Since 2013, Serco has delivered a small boat maintenance course for uniformed personnel out of HMAS Creswell, Kuttabul, and Sterling. Since the establishment of the course, more than 200 sailors have successfully graduated with partial accreditation to an Australian Maritime Safety Authority (AMSA) Near Coastal Engineering qualification.

Serco’s vast depth of RHIB and small vessel experience continues to serve as a testament to our ongoing commitment to partnering with our Military customers: our dedication to delivering Line of Defence

BWOC graduates and Serco staff at the May graduation event. Image courtesy NZDF.

on Navy’s Enterprise approach goes beyond any mere transactional role.

Serco is keenly aware of the operational demands placed on military forces and recognises that the Defence Force is looking for dependable industry partners who will stand with them, work alongside them, learn with them, and work collectively to continuously improve and safeguard operational delivery no matter what the challenge.

Serco is proud of its long-standing partnership with the RAN in managing their RHIB fleet and stands ready to continue to support its customers into an ever changing and uncertain future.

Serco Delivers in Lockdown Students of the Royal New Zealand Navy’s (RNZN) first Bridge Warfare Officer Course (BWOC) run by Serco Defence graduated at Devonport Naval Base, HMNZS PHILOMEL in May. The course includes theory and practical training focusing on leadership, resource management, time management and navigation, using a simulator.

The seven students received their certificates from Commodore Mat Williams, Maritime Component Commander, RNZN. Line of Defence

Serco provides a team of highly qualified and dedicated specialists to support RNZN Bridge Warfare Officer training. This contract is similar to Serco’s Training Support Services contract which has provided similar services for the Royal Australian Navy (RAN) at HMAS Watson in Sydney since 2012. RNZN officers have previously travelled to Sydney to take part in this training, but this is the first time the training has been available in Auckland.

Serco has worked in partnership with the RNZN to develop simulator training systems for officers to learn theoretical and practical skills critical to their Bridge Warfare Officer role.

This includes navigation (including astronomical navigation), ship driving, leadership and bridge resource management.

The course, which began in January 2020, has taken longer to complete than anticipated, due to Auckland’s COVID-19 lockdowns. Serco staff were well prepared for the nationwide lockdown, identifying ways to deliver services remotely and managing restrictions on remote learning, such as learning material classifications.

Between March and May last year, Serco staff successfully delivered training services online. Our goal was to provide meaningful learning, using unclassified material that would enable each student to work towards their Bridge Warfare qualification.

It wasn’t all smooth sailing, but feedback from staff and students and a few tweaks to the programme resulted in a revised training schedule that was accepted by RNZN. Staff adapted well to the specific challenges posed by remote learning, including looking after their mental well-being.

Serco Defence Managing Director Clint Thomas said in addition to a celebration of the students’ success, the graduation marks a key milestone of Serco’s commitment to supporting the New Zealand Defence Force.

“I’m enormously proud of the care and pride demonstrated by the Serco team in providing essential navigation training to the next generation of naval officers and congratulate all students on their professional success especially when considered against the many challenges they have collectively and individually been required to navigate,” Mr Thomas said.

17

DEFENCE The Interview: Defence Minister Peeni Henare In this exclusive interview, Defence Minister Hon Peeni Henare MP talks with Line of Defence Editor-at-Large Dr Peter Greener about future peacekeeping, prioritising spending, the Pacific, and a Labour focus on Defence.

Dr Greener is a Senior Fellow at the Centre for Strategic Studies at Victoria University Wellington, and an Honorary Professor – and previously Academic Dean – at the Command and Staff College of the New Zealand Defence Force.

18

PG: Minister, acknowledging the confluence of your roles as Minister of Defence and Associate Minister of Health, how important has the contribution of the NZDF been to the battle against COVID-19 in New Zealand, and do you see further opportunities for the NZDF to expand co-operation with Ministry of Health activities and the NGO sector?

Minister Henare: I was Minister of Civil Defence when the nationwide State of Emergency was declared on 25 March 2020. There was a real concern in Cabinet over ensuring processes that would ensure the best protection for the New Zealand population. It was clear from the outset that the New Zealand Defence Force would have an important role to play in that.

The NZDF began their contribution to the Covid-19 response from February 2020; particularly in the areas of planning and logistics. From April 2020, NZDF commenced supporting the country’s managed isolation and quarantine system, and in June 2020 Air Commodore Darryn Webb was appointed as Head of Managed Isolation.

However, it’s not only in isolation and quarantine facilities where the Defence Force has played an additional crucial role but also with border protection, with the Auckland lockdowns, and with maritime security.

Their uniformed presence has helped engender public confidence.

With the Ministry of Health, I see NZDF’s continued role in providing support in logistics and information management with the vaccine rollout.

Hon Peeni Henare MP, New Zealand Minister of Defence.

Meanwhile, the NZDF still has all of its other duties. NZDF has a commitment of up to 1,200 NZDF personnel and as we move through the pandemic we must review where the Defence Force continues to add value in support of the COVID-19 government response.

PG: With regards to COVID-19, what roles can the NZDF play in assisting with the vaccine rollout to our Pacific neighbours, and what other opportunities are there for the NZDF to contribute to the advancement of relationships within our Pacific region?

Minister Henare: We value strongly our relationships in the Pacific, but whatever support we provide must be on our neighbours’ terms. They will develop their own COVID-19 response plans and we’ll support them. On New Zealand’s side, the Ministry of Health Line of Defence

Minister Henare: Capability is an ongoing challenge. Is there a particular priority? They all are. I’ve seen Navy’s priorities, and Army and Air. We all know the Seasprite helicopters now have a limited supportable life expectancy. But we are in a COVID environment, and I’ve asked the teams at the Ministry of Defence and NZDF to take a further look at the 2019 Defence Capability Plan.

Nevertheless, we do currently have some significant capability acquisitions underway, with both the purchase of the Boeing P-8A Poseidon maritime patrol aircraft and the Lockheed Martin C-130J-30 Hercules.

is leading this effort, supported by the Ministry of Foreign Affairs and Trade, along with the NZDF. In the first instance, New Zealand’s priority is assisting the Realm countries - Tokelau, the Cook Islands and Niue – and we are also offering support to Samoa, Tonga, and Tuvalu. The NZDF is assisting with the detailed planning and is prepared to provide logistical support and additional vaccinators, if requested.

Over the last year, New Zealand has continued to support our Pacific neighbours as they have been affected by the global COVID-19 pandemic as well as natural disasters such as tropical cyclones. Since the pandemic began, the NZDF has provided assistance to Vanuatu, the Solomon Islands, TimorLeste, Tuvalu, Papua New Guinea, and Fiji, including delivering disaster relief supplies, delivering COVID-PPE, and repatriating Pacific peoples back to their home countries.

The COVID pandemic has provided time to take stock and review how we support NZDF personnel when they interact with our Pacific neighbours.

We have NZDF personnel stationed throughout the Pacific in Defence Advisor and Training Advisory roles, and have managed some limited training opportunities, such as the training team that deployed to Fiji late last year.

Likewise, we have had defence personnel from Fiji, Tonga, Timor-Leste, and Papua New Guinea here in New Zealand throughout the last year. We anticipate more arriving over the coming weeks to attend NZDF training courses, and we would welcome the possibility Line of Defence

for further training opportunities in the Pacific and here in New Zealand when they can safely be undertaken.

As Defence Minister I’ve enjoyed the opportunity to meet with my counterparts across large parts of the Pacific. We’ve had meaningful discussions about plans for their economic recovery, and for many Pacific Islands that means protecting the fisheries. Assisting with fisheries patrols is an important way the Royal New Zealand Navy and the Royal New Zealand Air Force can help.

PG: How important is it that the NZDF remains prepared for the disruptive impact of climate change and natural disasters close to home?

Minister Henare: Hugely important.

The NZDF has played, and will continue to play, an important role locally. Once again I was Minister of Civil Defence when White Island erupted, the West Coast floods occurred, and the NZDF played an invaluable role in responding during these, and other, domestic and regional crises.

PG: Given the financial burden of COVID-19, it would be understandable if the aspirational nature of the Defence Capability Plan 2019 needed to be tempered. Nevertheless, there are some capabilities that were signaled to be purchased or replaced in the foreseeable future. Could you, for instance, comment on the importance of the role of maritime helicopters? Are there other intended future capabilities that you would like to comment on?

PG: The development of the Ross Sea region Marine Protected Area, the world’s largest marine protected area, was an important achievement for New Zealand. Along with Southern Ocean responsibilities, what is the significance of this area for NZDF future planning and capability purchases?

Minister Henare: These areas along with Antarctica have been important to us for a long time. New Zealanders took part in Antarctic exploration from the mid-19th century, and in 1959 we were one of twelve original countries to sign the Antarctic Treaty. We have international responsibilities in the region but need to determine how we most efficiently meet them in the future.

The P3-K Orion surveillance aircraft provide a major capability, which will be significantly enhanced with the purchase of their replacements, the Poseidon P-8s.

HMNZS Aotearoa, our new Polar-class sustainment vessel, is ice strengthened for Antarctic operations, including the resupply of McMurdo Station and Scott Base.

Whilst maintaining our presence in the Southern Ocean and Antarctica, we do though have to balance our responsibilities here with the competing demands of the Pacific Islands.

PG: Following the operational drawdowns in Iraq and Afghanistan and the small number of personnel deployed on peace-keeping missions, where do you see opportunities for exercises and the development of the NZDF’s combat capability across all three Services? And is there an opportunity for New Zealand to increase its contribution to peacekeeping missions?

19

DEFENCE

PG: The Five Eyes relationship has been much in the news recently, yet it is a relationship that has survived even through testing periods such as during the introduction of New Zealand’s nuclear-free legislation. How would you characterise the importance of the relationship at the present time?

Minister Henare: With my Defence Minister’s hat firmly on, the information-sharing aspect of the relationship is of crucial importance.

Whilst we are all in broad agreement about the important role of information sharing, New Zealand will as ever uphold its right to maintain an independent viewpoint.

Minister Henare: New Zealand continues to support a number of peacekeeping missions around the world, for example in Africa and the Middle East. As the world opens up after Covid we can look at how we might expand our presence in U.N. peacekeeping operations.

We have been continuing to participate in a limited number of exercises – in line with COVID-19 restrictions. Of course, with the TransTasman travel bubble in place there will be greater opportunities to resume our range of exercises with the Australian Defence Force, before we explore how we might expand what else we can do together.

I’ve also made it quite clear that we will look for opportunities provided by the maiden voyage of HMS Queen

20

Elizabeth and its carrier strike group to deploy and train with them as they travel through South East Asia.

PG: How important is it that we develop and maintain capability that is interoperable with our partners and our ally Australia? What are the costs and benefits of doing so?

Minister Henare: With the Anzac Frigate Systems Upgrade nearing completion – Te Kaha is home and Te Mana will soon return – despite a difference in systems with the Australian Anzacs, we now have a capability brought up-to-date. The Prime Minister is going to Australia soon and we should explore complementary defence industry opportunities.

PG: Whilst it is appreciated that a new Defence Assessment is underway, how reflective is the 2018 Strategic Defence Policy Statement with regards to current thinking in relation to China?

Minister Henare: You will have seen what the Prime Minister has said recently. The Prime Minister’s words in recent weeks have been clear with regards to what we think.

PG: Minister, after you were offered the portfolio you said that you wanted to bring a Labour focus to defence. You’ve given some indication with your answers so far of what that might be, but is there anything you wish to add?

Minister Henare: It’s been twelve years since Labour held the Defence portfolio.

I made it quite clear that we would lean into this portfolio, not just to suit the post-COVID world but also to address this Government’s strategic outlook.

I don’t take my responsibilities as Minister lightly.

In this portfolio we should be passionate about our people – they are the greatest asset of the New Zealand Defence Force and we should be looking at all opportunities for them to grow their skills.

We are committed to improving our infrastructure and we have a real opportunity to develop it. You can expect an announcement around infrastructure projects in the near future.

Line of Defence

EXPERIENCE IS THE BEST PROTECTION

DEFENCE How THEON SENSORS became a world leader in night-vision and thermal-imaging systems The leading night vision manufacturer focuses on New Zealand with full through-life support delivered by Tactical Solutions’ service centres in Trentham and Auckland.

With production facilities and head office in Athens, as well as offices in Arlington, Kempen, Abu Dhabi, Riyadh and Singapore, and co-production facilities in Middle and Far East, THEON SENSORS is today one of the Market Leaders in man portable Night Vision and Thermal Systems for military and security applications.

Set up in 1997, THEON SENSORS has grown from a supplier to its domestic market in Greece to one of the leading global players, with more than 100,000 of its systems in use in more than 55 counties worldwide, and a de facto best-in-class designation from the US Department of Defense (DoD).

THEON SENSORS owns all

of its technologies and thus is in full control of the complete design, testing and manufacturing process. Its manufacturing facilities and personnel have NATO security clearance for defence related projects. About 90 percent of its business activity is exportoriented.

Before their entry onto the market, all THEON SENSORS’ systems undergo rigorous testing following military standard procedures, with the highest quality assurance and control criteria. Their high-tech features, workmanship and quality satisfy the demands of Five Eyes (New Zealand, Australia, Canada, UK, USA) endusers.

From its first international contract award in 2004 for the supply of night driver viewers to the Australian Defence Force, many export contracts followed in Europe, including with the Swedish Armed Forces, The Netherlands, and Denmark, while entering into coproduction partnerships in various Asian countries.

In 2013, THEON SENSORS launched the NYX night vision binocular in response to the apparent global trend of end users switching from monocular or bi-ocular to binocular systems. After a series of smaller contracts, THEON SENSORS continued its success with two breakthrough contracts for the NYX for the German Army and the German Special Forces KSK. In cooperation with the KSK, the NYX binocular underwent an 18 month acceptance test period during which

22

Line of Defence

the system was tested in arctic, desert and jungle environments. The resulting modifications and upgrades produced an upgraded NYX providing outstanding optical performance at low weight without compromise to the system’s robustness or ergonomics.

THEON SENSORS continued its international success with contracts in Poland, Latvia, Portugal, Austria and Germany, while THEON SENSORS’ partner SAFRAN-Vectronix received contracts award from the Swiss Army for the supply of THEON’s night vision binoculars.

In mid-2019, THEON SENSORS celebrated a major breakthrough when its US local partner accomplished an export contract for the Squad Binocular Night Vision Goggle (SBNVG) program of the US Marine Corps.

THEON SENSORS’ US partner awarded a five-year contract to supply THEON’s NYX system – designated as F5032 and manufactured in the USA – to the US Marine Corps. The contract is expected to result in the delivery of more than 14,000 systems up to September 2024.

The above export successes confirm the dominant market of THEON SENSORS in Europe and international arena and demonstrate its potential to export high-tech products for the armed forces of the most powerful countries of the world.

What is so special about THEON SENSORS’ products?

THEON SENSORS is constantly improving the quality and value of its products for the benefit of all military and law enforcement customers.

“We have major contracts in the US night vision market. We are working in Europe with two of the largest aerospace and defence companies. With one of them, we recently won the largest EU night vision tender,” explained Mr Philippe Mennicken, Business Development Director, THEON

SENSORS. “Now we’re arrived in New Zealand where we work with Tactical Solutions.”

“Long-term investment in building up industrial cooperation and true partnerships around the world has started paying off. We do not just seek to export, we promote local industrial cooperation, transferring technology and know-how.”

The company is continuously investing in the field of R&D. “We have increased the number of our engineers, we have expanded the design of new products in new categories, such as night vision optronics in the civil sector, thermal products for fire safety systems, while emphasising on new larger platforms and the interconnectivity of these products,” said Mr Mennicken.

THEON SENSORS in New Zealand Tactical Solutions, supplier of New Zealand Defence Force since 1999, is working closely with THEON SENSORS in promotion and after sales support to the NZDF. Tactical Solutions’ offices and showroom are located right next to the Trentham Military Camp.

Learn more about THEON SENSORS through www.theon.com

Tactical Solutions Line of Defence

23

DEFENCE

Grey Zone: A chance for Defence to lead Opposition Spokesperson for Defence and Veterans Chris Penk MP writes that the grey zone presents an opportunity to redefine defence and to orientate our military towards the threats of the future.

Chris Penk is the Opposition Spokesperson for Defence and Veterans. He has served as an officer in both the Royal New Zealand Navy and Royal Australian Navy.

24

The discussion about “grey zone” security threats is a fascinating one. I would argue that these threats represent an opportunity for defence to play the leading role in a new whole-ofgovernment approach that feels overdue already.

It’s a timely discussion, I believe, with plenty of discourse (including in these pages recently) about the possibilities offered in the new information domain. It’s also very timely as the government considers – or at least should be considering – new ways of ensuring that the NZDF and Ministry of Defence are viewed as serious players in defending this nation’s interests.

In this context, the concept of ‘defence’ should be considered broadly.

Policy makers will do a disservice to our military if they allow our uniformed men and women to be pigeon-holed to

do only what they’ve always done. The traditional view of what’s achievable by an army, navy and air force simply must be broadened.

A self-fulfilling prophecy will continue to be told otherwise: if defence does only certain things, defence policies will be geared towards only those things, and then only those things become do-able by defence. As the old saying goes, if all you’ve got is a hammer then everything looks like a nail.

In the 21st century, any reasonable view of what’s needed to defend New Zealand’s interests must include threats and activity in the so-called ‘grey zone’.

This is generally defined as being a place where actions are taken to coerce or undermine nations but which fall short of war. Commentators point to examples that include the likes of cyberattacks, disinformation campaigns, and even strategic spending on aid.

Line of Defence

These issues are not easily handled, especially where it’s difficult to attribute malicious activity to any actor. This is certainly a challenge in the relatively new frontier that is cyberspace. With few established rules and norms, along with low-cost entry to determined and talented hackers, traditional means of deterrence are much harder to apply online.

The Application of International Law to State Activity in Cyberspace document released by the Ministry of Foreign Affairs and Trade last year outlines New Zealand’s response to malicious cyberattacks, with a view to deterrence.

Of course, its usefulness is limited to the extent that attribution for attacks cannot be reliably achieved.

The cases of disinformation and other forms of propaganda, to say nothing of aid agendas, are hardly less complex. As ever, known quantities in the form of existing security and intelligence relationships (including and especially via Five Eyes) are worth their weight in gold… or whatever the cryptocurrency equivalent of gold might be, I suppose.

Competition – and even coercion – outside of warfare is not new. But since the dissolution of the Soviet Union and subsequent challenges to the rules-based international order, the lines once able Line of Defence

to be drawn between conflict, coercion and competition have become rather less ‘black and white’.

The existence of a grey zone was acknowledged in the Briefing to the Incoming Minister for Defence of late 2020. That official document argued that “competition will increasingly occur within a new grey zone paradigm where actors undertake activities methodically and incrementally to gain advantage or influence in areas of interests to them”.

It’s also a term employed by our most important allies, such as in the Interim National Security Strategic Guidance issued recently in the United States and similarly within Australia’s 2020 Defence Fact sheet.

The issue will be underlined only more heavily in future years, as certain states and non-state actors appear increasingly willing to work outside the international rules-based order. To prevent this pillar of New Zealand’s security from crumbling, we must learn to navigate this space outside of rules and norms. By doing so, we can preserve the remaining elements of order.

As a nation, we cannot abandon the grey zone to those who would do harm in the world.

I’ve argued previously that all defence decisions in this nation

need to be viewed through an allies’ interoperability lens. Policy and practice in response to grey zone threats would be a prime example.

Simply stated, our friends and allies are already working in the grey zone, and in order to keep up – or rather to avoid falling further behind – we must become more literate and capable in this space. We need to be able to work in with their efforts and also be seen to be pulling our weight.

It’s a challenge for New Zealand as a whole, rather than one simply for defence and defence-adjacent portfolios.

Whereas the term ‘grey zone’ was coined to define areas that lie between traditional and non-traditional security threats, it could also describe gaps between government agencies’ silos.

This challenge should be considered an opportunity, however. The Minister of Defence should be advocating internally that the lead government agency for co-ordinating action on grey zone security issues be some combination of the NZDF and Ministry of Defence.

With more and more issues now falling in this no-man’s land of policy, it will be fascinating to see if the government is minded to seize such a strategic opportunity.

25

DEFENCE

The MQ-9B SeaGuardian redefines the future of maritime and naval security We don’t think about the risks that pilots and crew take every day to protect our shores and keep us safe, until we learn about an innovation that allows continuous surveillance with real time data relay while they work safely from the shore.

The world isn’t getting any simpler, so governments everywhere are reaching for tools that can help leaders first understand and then decide how to act.

Few systems better symbolise the application of technology in response to these needs than remotely piloted aircraft, which have revolutionised governance everywhere – including military, security, environmental operations and more.

The U.S. aerospace and defense vendor General Atomics Aeronautical Systems, Inc., has led this charge for decades and never stopped innovating. U.S. and other governmental and international clients always are in mind but frequently the company takes its own initiative and works with its own internal funding.

This helped yield one of its most recent breakthroughs, a game-changing new capability for fixed wing remotely piloted aircraft that alters maritime security and naval operations everywhere – with huge implications for the work of nations in the Western Pacific: Anti-Submarine Warfare.

The new MQ-9B SeaGuardian patrol aircraft is the only one of its kind that can search for and track submerged targets.

It’s an ideal application for a remotely operated system but one that hasn’t been possible until now thanks to the latest equipment and software from GA-ASI and its partners.

To understand the implications of the SeaGuardian’s new sub-hunting capabilities, it’s helpful to start from the beginning: What makes it and other aircraft like it revolutionary are their abilities to stay aloft far longer than human-crewed aircraft, searching or tracking, or taking other tasks essentially non-stop.

These aircraft operate overhead for 20 hours, 30 hours, or more at a time, depending on their configuration – relieving each other when working in teams to provide continuous surveillance and other effects. Their human pilots and other crew members work from safely distant ground stations, sometimes thousands of miles away. That removes them from any danger of hostile action and it also makes their workload much more manageable than the crews of a traditional aircraft.

An aircraft that operates this way, processing sensor data in real time, can thus accomplish things that older models never could. In the case of the SeaGuardian, that includes sweeping huge swathes of ocean with its sensors or, if necessary, descending to drop sonobuoys to search for submerged targets.

26

An MQ-9 remotely piloted aircraft integrates with the U.S. Navy littoral combat ship USS Coronado during sophisticated military exercises off the West Coast of the United States. The aircraft’s maritime and submarine-hunting capabilities are the first of their kind in an aircraft of its class. // Photo courtesy MCC Shannon Renfroe, USN

Every MQ-9B has a powerful electro-optical infrared camera that sends back full-motion video in day or night, enabling operations commanders to read the name off a ship of interest, for example, or watch for themselves as events unfold amongst a group of vessels. The aircraft also has a sophisticated Lynx multi-mode radar, which can see through smoke, clouds, haze and provide long-range synthetic aperture radar maps and more.

The SeaGuardian operates with a dedicated multi-mode maritime radar, giving it pervasive coverage over large swathes of ocean or littoral areas, and has an Automatic Identification System sensor that collects the signals often broadcast by oceangoing vessels. One useful application for the patrol aircraft is to interrogate ships that have been detected but which aren’t displaying AIS information – or which government officials suspect may be falsifying their AIS signals. The SeaGuardian can look for itself if necessary and provide rich detail about a ship. The multi-mode radar also provides the capability for stand-off imaging of vessels and land masses.

Line of Defence

An MQ-9B equipped with a maritime search radar provides gamechanging domain awareness and other capabilities to naval and coast guard commanders. The aircraft can monitor coastal areas or open ocean and, when equipped, hunt for hostile submarines. // GA-ASI

The MQ-9B SeaGuardian revolutionises maritime domain awareness and sea combat with its ability to patrol both the ocean’s surface and hunt for hostile submarines. The aircraft is shown in an illustration operating with human-crewed surface ships and patrol aircraft. // GA-ASI

The aircraft can also carry up to 40 standard size sonobuoys or 80 smaller size sonobuoys. It can descend from its normal patrol altitude to release these sensors from wing pods; the sonobuoys release a small parachute to slow their descent to the ocean surface. Once they enter the water, the sonobuoys can listen passively for signatures linked to undersea activity – or they can use their own active sonar to search for targets.

These applications unlock a huge range of options for defence force commanders. They might use SeaGuardians on their own for the often time-consuming initial search and tracking phases of an anti-submarine mission. Or they might decide to use them along with a human-piloted patrol aircraft to collectively achieve greater coverage.

One advantage of the remotely piloted aircraft is that it lets defence forces or civil security agencies be more judicious with the use of their traditional patrol aircraft. A SeaGuardian costs about $5,000 U.S. dollars to operate per hour – as compared with roughly $35,000 for a larger, multi-engine, humancrewed patrol aircraft. The SeaGuardian requires about 90 kg of fuel per hour, as compared to a larger aircraft, which needs to burn more than 2,200 kilograms.

So having the option to use cost-effective, more sustainable remotely piloted aircraft provides commanders with choices they haven’t had before. They may opt to use traditional aircraft and helicopters less – saving them for focused and informed actions when most needed.

For example, suppose the SeaGuardian were assigned to patrol an important strait or waterway. It could loiter overhead indefinitely, working in teams with other remotely piloted aircraft – and if it detected a contact of interest, naval commanders might decide to send a human-crewed aircraft to join it. That way, in a crisis or conflict, the unit that might be tasked with releasing a torpedo against the threat could have a local human operator aboard.

The SeaGuardian’s ability to make a difference isn’t theoretical. In a number of real-world flights, including historic patrols around Japan last year, the platform showed what it can deliver in providing maritime domain awareness over thousands of miles of coastline and ocean.

The U.S. Navy and GA-ASI also have completed a number of demonstrations in the Pacific off the West Coast of the United States. Remotely piloted aircraft – whose human operators were hundreds of miles inland – integrated with U.S. warships and helped them detect targets they weren’t tracking with their own onboard sensors.

More tests scheduled with U.S. and allied militaries are likely to show even more adaptability over the coming year.

Another great value of the MQ-9B, however, is that all this maritime and sub-hunting equipment is modular and can be removed or installed as the mission dictates. A “clean” aircraft has even greater endurance with its onboard sensors and could take maritime, littoral or over-land surveillance missions. And with a growing number of specialised payloads, a wide range of other missions are possible including acting as a communications node, or conducting specialized electronic warfare or long-range electro-optical surveillance missions.

These many applications are part of what has created such high international interest in the MQ-9B, and which are expected to keep these highly versatile aircraft evolving and flying for decades to come.

Line of Defence

27

DEFENCE

archTIS and Tabella announce information security partnership New Zealand technology company Tabella partners with archTIS to deliver advanced information security to enterprise and government organisations.

The Australian company archTIS and New Zealand’s Tabella announced in April a partnership to resell archTIS’ attribute-based access control (ABAC) information security solutions to customers in New Zealand.

The partnership allows Tabella to resell and provide services for both the archTIS Kojensi solution and its subsidiary Nucleus Cyber’s NC Protect solution to support enterprise, government and defence clients in New Zealand with the ability to securely access and collaborate on sensitive, classified and top secret data.

“We are very excited to be bringing archTIS’ attribute-based access control solutions to the New Zealand market,” said Tabella Managing Director Lewis Holden.

“The cybersecurity needs of New Zealand government and businesses continue to be highlighted with recent major breaches and incidents, along with new legislative requirements in the new Privacy Act.” The archTIS portfolio of awardwinning data-centric information security solutions, which includes Kojensi and NC Protect, secure the world’s most sensitive content in government, defence, supply chain, enterprises and regulated industries through attribute- based access and control (ABAC) policies.

Kojensi, a multi-government certified platform for the secure access, sharing and collaboration of sensitive and classified information; uses ABAC to facilitate secure online editing, chat,

Lewis Holden is Managing Director at Tabella. He has 15 years of enterprise sales and general management experience in the IT sector.

28

Line of Defence

co-authoring and more, for increased productivity and security.

NC Protect provides enhanced information protection for file access and sharing, messaging and emailing of sensitive and classified content across Microsoft 365 apps, Dropbox, Nutanix Files and Windows file shares.

The platform augments authentication using the unique identity a file builds over time. It starts the moment a file is first saved, with its content, name, authorship and date stamps. Throughout its life cycle it gains additional context such as the file location or information repository and classification levels.

NC Protect applies access and usage rights by blending traditional user permissions with granular business information such as security level or project team, and it additionally leverages attributes such as IP address, device, browser or time of day.

“I’m excited to announce our partnership with Tabella to expand their data security portfolio with Kojensi and NC Protect to empower

Line of Defence

customers in New Zealand to safeguard sensitive and confidential information from internal threats with our datacentric information security solutions,” said Daniel Lai, CEO of archTIS and Nucleus Cyber.

Tabella was founded in January by three New Zealand IT industry stalwarts – Ray Noonan, Corin Maberly, and Holden. The trio identified a need among many businesses and government entities in New Zealand for greater security of their sensitive data.

Tabella’s name comes from the Latin word for many forms of data document, tablet, letter, picture, ballot or a writing tablet. archTIS Limited is a global provider of innovative software solutions for the secure collaboration of sensitive information. The company’s award-winning data-centric information security solutions protect the world’s most sensitive content in government, defence, supply chain, enterprises and regulated industries through attribute-based access and control policies.

29

DEFENCE

We’d be dumb if we didn’t: Embracing progressive procurement The announcement of a Government procurement target for NZ Maori businesses is the stimulant needed to substantially improve access to Government procurement projects for all NZ businesses, writes Jennie Vickers of Zeopard Consulting.

Jennie Vickers is CEO of Zeopard Consulting, the immediate past CEO of the New Zealand Defence Industry Association, and an experienced international commercial lawyer and relationship and contract specialist.

30

Twenty years ago, the business community was all abuzz with talk about quotas for women and minority representation on boards. Twenty years ago, as an intelligent woman I objected to any idea that I might be seen as being on a board solely because I was a token quota woman.

Many women felt the same but… fast-forward to 2020 and still only 25 percent of listed company directors are women. Fast-forward twenty years and we may hear similar rhetoric objecting to the idea of a five percent procurement quota for Maori business suppliers announced earlier this month.

Reflecting back, maybe a quota would not have been such a bad thing? International experience with quotas showed they worked to change behaviours, and they delivered positive results.

In addition to the hot topic of quotas there are important recent updates most will have missed around NZ Government procurement. These are worth being aware of whether you’re an NZ or overseas business in procurement, contract management, or supply chain, including: • Maori identifiers in the NZ Business Number Register.

• introduction of two new rules for inclusion into the Government Procurement Rules (PR2019) (effective 1 October 2021); Rule 18A being the most important for suppliers; • Broader Outcomes – release of the results of the MBIE review of progress on implementation of the 2019 Broader Outcomes mandatory rules; and • The five percent Maori business quota referred to above.

Line of Defence

New 5% target “progressive procurement” In November 2020, the Government’s Cabinet Business Committee made a number of critical decisions. While focused on the Maori economy, the cabinet paper does start with a proposition of using social procurement aligned with Broader Outcomes to increase wellbeing.

The reference in the papers to a Progressive Procurement Policy does specify a combination of supplier diversity with a social procurement approach, initially focused on Maori businesses. Importantly this does not exclude other NZ businesses, it merely recognises the need for catch-up.

The Labour Maori 2020 Election Manifesto included a range of commitments to support the Whanau Maori Economy through social procurement initiatives. The Cabinet meeting confirmed Te Puni Kokiri (TPK) and MBIE as the responsible agencies to develop guidance, and approved the enabling policy features, including: • A definition of a Maori business for government procurement purposes as being one with at least 50 percent Line of Defence

Maori ownership or a Maori Authority; • An initial minimum procurement target of five percent of Agency contracts by number (not value); • Confirmation of the intermediary (Amotai) to help deliver progress.

Importantly it specifically mentions a primary feature of the policy being “support for sustainable, long term behavioural change of government agencies and businesses.”

This is, in my opinion, an important leap forward and a positive for all NZ businesses that have been seeking fairer access to procurement opportunities.

Where Broader Outcomes benefits have been disappointingly slow to be prioritised, this new policy might provide the kicker that was missing.

The supporting cabinet paper interestingly notes that this new policy will also support the shift from ‘value for money’ to ‘public value’ (as defined in PR2019). It is bemusing to note that public value replaced value for money back in 2019, but a random pick of procurements on GETS this week still refer to value for money.

NZ businesses have been waiting too long to see this mandated policy being implemented for real. The public value test should deliver a truly competitive playing filed where ‘show me the money’ stops being the driver.

In April 2021, TPK and MBIE published their Progressive Procurement – Buyers Factsheet and Guidance for Buyers.

This work builds on the cabinet decisions which, without further detail, had caused concern in a few circles about the use of a quota that might discriminate against other NZ businesses.

A nice positive for all businesses is the clear statement by Cabinet that “Agencies must increase the diversity of their suppliers, initially by focusing on Maori businesses.”

It is important to note that Progressive Procurement does not take focus off the Broader Outcomes mandate. With “a long term sustainable behavioural change across government procurement, evidenced by greater supplier diversity” as a stated policy feature, the sustained focus on delivering procurement practice change is good for every NZ business.

Clarification may still be needed regarding the Maori business definition.

The recent press release regarding the NZBN identifier for a Maori business implies a slightly different definition from that offered by the Cabinet Paper and Guide document. Once clarified, it is worthwhile for NZ businesses to understand the definition.

Connecting Māori and Pasifika businesses with buyers Amotai was originally established in 2018 by Auckland Council, supported by partners who shared the vision of “promoting Māori and Pasifika entrepreneurship through smarter use of procurement and supply chains”. Now, Amotai is described as “Aotearoa’s supplier diversity intermediary tasked with connecting Māori and Pasifika-owned businesses with buyers wanting to purchase goods, services and works.”

Some of New Zealand’s largest organisations have already signed up.

One of these is Microsoft, which has been guided by Amotai in building a closer relationship with its community and better partnerships with Maori and Pasifika.

31

DEFENCE “Amotai has guided us along this journey in terms of how we engage with local communities,” noted Dan Walker, Global Co-Chair of Indigenous ERG at Microsoft, in an Amotai press release.

Of interest, Amotai’s Ariana Paul delivered a presentation at the NZDIA IDEAS2020 Event, a video of which is available via the NZDIA website for Members and event attendees. It is worth a re-watch.

Earlier this month, Amotai ran a sold out inaugural Supplier Diversity Aotearoa Summit in Auckland. Future events will be held, and I recommend following https://amotai.nz/ for information. Maybe next time there will be fewer conversations about the continuing proliferation of impossible or ridiculous hurdles preventing Maori businesses joining the fray.

Greater inclusion of Maori and Pasifika will lift all businesses This increased focus and scrutiny on involving Maori and Pasifika businesses in Government procurement might reasonably be seen as a threat to other NZ businesses. These businesses were led to believe that change was coming as a result of PR2019, but for many nothing has materialised.

In the technology sector, New Zealand has many high performing businesses operating on the world stage, but too many we talk to, do not bother even engaging with NZ government procurement processes.

World Commence and Commercial (WorldCC, formerly IACCM) has for over 20 years been championing the need for all economies to be underpinned by high performing and trusted trading relationships.

Principles around building trust, long term relationships, innovation between customers and suppliers and delivering on visions of a world where all trading relationships deliver social and economic benefit, have long been discussed by the commercial community across the World.

Gradually, we’re seeing change, as more countries, governments and companies embrace a less adversarial way of trading. Evidence of the benefits and results of more collaborative approaches are plentiful.

As part of the discussion about the benefits of collaborative contracting, 32

it is worth focusing on productivity and the extent to which Government procurement policy may have contributed to New Zealand’s relatively poor productivity.

In April 2021, the New Zealand Productivity Commission published New Zealand Firms: Reaching for the frontier, a report that includes findings from several separate studies focused on identifying higher performers and policy changes needed to increase productivity through innovation. The focus was on a defined set of ‘Frontier Firms’.

In the report’s fourth chapter, “Insights from Maori Firms”, the findings from a study of Maori Frontier Firms

by Mill and Millin demonstrate that Maori Frontier Firms have higher rates of innovation and R&D, and that common values and features help bring Maori businesses together around shared goals.

The Mill and Millin study identified that Maori values such as Kaitiakitanga (guardianship), rangatiratanga (leadership, ownership), manaakitanga (hospitality), and whanaungatanga (relationship/kinship), together translate into an intergenerational view that is in turn reflected in long term business strategies and approaches.

It is no coincidence that the benefits being experienced by WorldCC Members and Maori Frontier Firms are ahead of their curves and that the elements of success are similar.

The Frontier Firms Report also notes that Māori businesses and iwi commonly refer to a “multiple bottom line” approach. This approach balances multiple values and objectives – spanning social, cultural, financial, environmental, spiritual and political domains.

This sounds pretty similar to the objectives of the Broader Outcomes approach, and it is worth noting that the Mill and Millin study further identified that most interviewees did not see multiple bottom lines as a disadvantage.

During May 2021, WorldCC invited Helmut Karewa Modlik, CEO of Kaiwhakahaere Matua, to join a panel to discuss supply chain diversity.

Commenting on the Productivity Commission Report and my suggestion that all NZ businesses can learn from Maori businesses and vice versa, he noted: “as recently publicised, the Māori economy is in some respects leading the way in New Zealand.”

“The motivation of Māori investors, business leaders and entrepreneurs is more than just financial. Overall wellbeing, prosperity and mana of whānau, hapū and iwi, plus the wider community underpins most Māori economic endeavour.

Government and industry can therefore concurrently progress the achievement of both economic and wider social aims by targeting Māori businesses for selective procurement and partnered approaches.

Overseas this is called ‘community wealth building’; here we just call it ‘smart’!”

Conclusion While recognising that COVID-19 hit during the two years since the new Government Procurement Rules were published, the conclusion that government agencies’ performance in embracing Broader Outcomes has not been good enough is not an unreasonable one.

The PR2019 changes were introduced with critical and lofty goals to change procurement behaviours towards NZ businesses and to ensure good behaviour Line of Defence

by suppliers. A disappointing observation is that agencies quickly imposed the Supplier Code of Conduct from PR2019 (thereby potentially putting more obligations and risk onto suppliers) but did little to change their own behaviours or work to their new Charter.

Now with the introduction of new Rule 18A, the five percent quota, and the political weight (and risk) of election pledges, we might finally see Broader Outcomes being embraced properly. And if this were to happen, all NZ companies will see the benefit. Nothing would make this author happier than seeing this improve.

The Productivity Commission recently noted: “The Government’s new 5% target for the number of public service contracts awarded to Māori businesses is a great start. To achieve its full potential will require deliberate action to build capability on both sides of the procurement equation. This means providing culturally-appropriate support to Māori businesses to participate in government procurement, as well as Line of Defence

training staff in procuring agencies.”

Finally, last month I attended an event run by the Costume and Textile NZ Association. One of the speakers presented on rare and special Taniko woven cloaks gifted to various envoys from the three Captain Cook voyages.

This weaving technique and the cloaks created were an important part of the story telling of their communities.

In speaking about how much we have to learn from both the weaving techniques and the respect signified by the gifts, the presenter shared this whakataukī (proverb) written by Ngai Tahu Kaumatua, Kūkupa Tirikatene: E kore e taea te whenu kotahi ki te raranga i te whāriki kia mōhio tātou ki ā tātou.

Mā te mahi tahi ō ngā whenu, mā te mahi tahi ō ngā kairaranga, ka oti tenei whāriki.

I te otinga me titiro tātou ki ngā mea pai ka puta mai. Ā tana wā,

me titiro hoki ki ngā raranga i makere nā te mea, he kōrero anō kei reira.

The tapestry of understanding cannot be woven by one strand alone. Only by the working together of strands and the working together of weavers will such a tapestry be completed. With its completion let us look at the good that comes from it.

In time we should also look at those stitches which have been dropped, because they also have a message.

This whakataukī perfectly encapsulates the benefits and the learnings to be gained by better integrating these collaborative contracting philosophies and more Maori and Pasifika businesses into our government supply chains and, importantly, how much we have to learn from each other.

For detail on the recent Procurement Rule changes and Broader Outcomes progress, visit the Defsec website www. defsec.net.nz 33

DEFENCE

Government needs better understanding, and management, of strategic suppliers A just-released report from the Auditor-General finds government lacks visibility of which strategic suppliers it relies on and of the risk of disruption to services if a strategic supplier fails to deliver.

The Auditor-General is concerned that important public services will remain vulnerable to unexpected failure unless the public sector improves how it manages its strategic suppliers.

A new report, Strategic suppliers: Understanding and managing the risks of service disruption, looks into how well the public sector understands, and manages, the risk of disruption if a strategic supplier fails to deliver goods and services.

Strategic suppliers are companies that provide goods and services that are critical to the delivery of public services. These suppliers are not easily replaced. They can include, for example, companies that can build major infrastructure, provide highly specialised medical equipment, or IT systems that hold important information.

The Auditor-General found that most public organisations know who their own key suppliers are. However, many of these suppliers support a wide range of important public services and, as a whole, the government lacks understanding and visibility of which strategic suppliers it relies on.

It also lacks visibility of the risk of disruption to important services if a government strategic supplier fails to deliver.

“I am concerned about the current state of strategic supplier management across the public sector. A significant failure of a government strategic supplier could affect many public services and thousands of New Zealanders,” said Auditor-General John Ryan.

34

According to the report, an important first step is to improve the information available about strategic suppliers.

Some public organisations are required to report their significant service contracts to the Ministry of Business, Innovation and Employment (MBIE), and MBIE is working to improve its understanding of which suppliers are government strategic suppliers. However, MBIE needs to do more to improve the process for reporting significant service contracts, states the report. Without better information, the Government will remain uninformed about some of the risks it faces.

The report identifies the need for a co-ordinated approach across central and local government to ensure that risks are well understood and managed, and for better communication with government strategic suppliers about

which public services to prioritise after an emergency.

“Covid-19 has highlighted New Zealand’s vulnerability to global supply chains,” said Mr Ryan. “Understanding and managing strategic supply risks is an important part of ensuring that services to New Zealanders are not interrupted.”

“More broadly, I also expect public organisations to consider their preparedness for shocks to ensure that important public services continue to be delivered in an emergency.”

The report provides recommendations for improving information on strategic suppliers and reporting of risks to the Government; ensuring that the public sector (including local government) takes a co-ordinated approach to strategic supply risks; and improving how public organisations identify, manage, and report on their strategic suppliers and strategic supply risks.

Line of Defence

Opinion: Is it time New Zealand had a Ministry of 1,000 cups of tea?

The just-released Office of the Auditor General (OAG) Report on Strategic Suppliers goes some way, writes Jennie Vickers of Zeopard Consulting, but not far enough.

There is an old Maori Proverb along the lines of “to build trust and long-lasting relationships, you need to drink 1,000 cups of tea together”.

While it seems a decade ago, I spent substantial time during lockdown having virtual tea, connecting businesses with businesses and Government and, most frustratingly, connecting people in government agencies with people in other government agencies – and even with people in their own agencies.

The recent OAG report Strategic Suppliers: Understanding and managing the risks of service disruption brought flooding back memories of the exasperation I felt daily during lockdown over the proliferation of excel spreadsheets – within agencies and across agencies – for the recording of data on supplier capability, capacity and inventory. These spreadsheets became the place where SME innovation and solutions went to die.

At the same time, the most useful data gathering was being done by industry associations who were not being paid to do it. Talking weekly to other business associations, I discovered they shared my frustration that there was no one person or agency tasked with linkages on supply chain.

Against this background, the OAG report is a compelling and uncomfortable read regardless of your role in supply chains.

Do we need more or different action than that recommended by OAG? Yes. My additional recommendations would be: Line of Defence

• Tolerating a rubbish-in rubbish-out approach to data has got to stop. Ban excel spreadsheets. Other Microsoft products (like Dynamics, PowerBI, M365) are readily accessible by public servants; • Pay serious attention to educating public servants about business.

Supplier Relationship Management (SRM) requires customers to stand in the shoes of their suppliers and really understand how industry actually works. Many people in procurement have never worked in the private sector, so why expect them to understand; • Ensure that strategic suppliers receive sufficient volumes of work (and therefore revenue) to warrant the demands for exceptional attention in times of strife; • Give MBIE power to move out poor performers in Agencies. Giving MBIE ProcurementNZ more work to do, without more power is not a solution, it merely creates the terms of reference for the next inquiry; • We need OAG enquiry to look at the gaps between the Rules and

issued Rf Xs. Two years on and SMEs are still locked out. Broader Outcomes are not evident in enough procurements and must be lying on the procurement plan cutting room floor; • Ensure CEOs of agencies are not placing pressure on procurement teams to keep cutting costs. Doing so makes it impossible for any real change to materialise; and • Identify NZ SMEs which could be suppliers of strategic goods and services, but which do not have the scale to pass “the big must be best” criteria. Give them real contracts, so these guys are ready and resourced to provide extra capacity, when the next one hits.

An Agency full of super connectors might be needed until those 1,000 cups of tea have been drunk by everyone involved. Of course, Government needs to budget for those cups of tea and to remind public servants that the conf licts of interest rules actually support tea drinking for trust building!

35

INTERNATIONAL SECURITY New Zealand’s emerging Five Eyes challenge Dr Wayne Mapp writes that a new cold war has broken out and that New Zealand cannot avoid being drawn in. Staying on the right side of history will require deft diplomacy and smart strategy.

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

36

Over the next five years New Zealand will face its biggest foreign policy challenge since the nuclear free issue of 35 years ago. As with that issue, the essence of the challenge will be the relationship that New Zealand has with its traditional partners and allies.

The dichotomy is easily described.

As the Prime Minister notes, Australia is our oldest and most important ally.

However, an increasingly assertive China is our most important trading partner.

The Chinese relationship extends beyond trade. China is also a major source of investment and migrants. A nation as large as China is inevitably going to take up much of New Zealand’s diplomatic bandwidth. It is no mistake that New Zealand’s embassy in Beijing is among our largest.

For many decades New Zealand has been able to successfully balance our major security and trading relationships.

Beijing understood that New Zealand’s core security relationships were with our traditional Five Eyes partners. This is still the case, but there is now much greater tension in maintaining the balance.

Foreign Minister Nanaia Mahuta clearly understood this with her Taniwha and Dragon speech. However, being aware of the challenge facing New Zealand is not the same as solving it.

It is clear that a new Cold War has broken out, with our Five Eyes partners on one side and China on the other. Can New Zealand avoid being drawn in? In my view, the answer is probably not.

New Zealand won’t be able to avoid carrying some of the increasingly heavy obligations of the expectations of our Five Eyes partners. The trick

will be doing enough to be counted as a creditworthy member of the Five Eyes Club, but not doing so much as to unnecessarily antagonise China. That is not going to be easy.

Australia is making its choice abundantly clear. Unlike New Zealand, Australia is a formal ally of the United States. Successive Australian Prime Ministers, whether they are Labor or Liberal, have made it very clear that Australia’s most important international relationship is with the United States.

It is the bedrock of Australian security, and Australia will do what it takes to be within the first circle of United States security partners.

That means comprehensive military interaction, including the basing of core United States military assets and ongoing exercises. There can be no doubt that if the alliance relationship requires joint freedom of navigation patrols in the South China Sea, then Australia will participate. The ‘war drums’ rhetoric out of Australia clearly indicate that they will do more if necessary.

New Zealand is not an ally of the United States. That means we can do less and, in any event, because of our size, will always do less. However, we can’t do nothing. Not if we value the Australian alliance. This is where the test will lie.

New Zealanders do not like their country to be pressured into taking positions just because our other larger partners expect New Zealand to do so.

New Zealand’s senior politicians and foreign policy establishment are going to have to work hard to determine what New Zealand can be reasonably expected to do as part of the Five Eyes partnership.

Line of Defence

Simply saying that Five Eyes is an intelligence organisation will not fly.

If four of the Five Eyes nations are saying Five Eyes is a broader security relationship, even if it is not an alliance, then that is the reality.

New Zealand will have to do enough on the broader security front if it wishes to be taken seriously. If New Zealand fails to do so, it will risk being seen in much the same way as Greece is seen within the EU and NATO. This does not mean that New Zealand has to simply follow the other four nations. There are real choices to be made.

For instance, New Zealand is unlikely to participate in freedom of navigation exercises with the Australia and United States navies. Much more

likely is New Zealand making a greater commitment to FPDA exercises.

The FPDA will assume a more important role in Asia Pacific security as the United Kingdom builds its broader international role, particularly in the Asia Pacific. The RNZAF’s new Poseidon P8 aircraft will be invaluable in giving New Zealand a bigger role within FPDA. Similarly, the NZDF could step up its training with the ADF, particularly in maritime and surveillance patrols in the South Pacific.

In previous articles, I have suggested that New Zealand should invest in the Harry DeWolf class of offshore patrol vessels as the prime naval assets of the RNZN. One of the reasons to do so is to enable New Zealand to take a bigger

Left to right: Australia’s CDF, Malaysia’s CDF, Singapore’s CDF, New Zealand’s Vice-CDF and United Kingdom’s Vice Chief of Defence Staff at the 19th FPDA Defence Chiefs’ Conference (FDCC).

Image: Singapore MoD.

Line of Defence

role in naval patrol activities in the South Pacific, from the Antarctic to the Equator. Enough ships would need to be purchased to ensure a continuous patrol presence. That would mean not less than four, and possibly as many as six.

The new role that the United Kingdom is seeking in Asia and the Pacific will be an important lens through which to understand how New Zealand can find its own role. Clearly the first step will be the free trade agreement with the United Kingdom.

The new free trade agreements that the United Kingdom will soon have with Australia and New Zealand, and no doubt also with Malaysia and Singapore as the other FPDA powers, are also seen by the United Kingdom as opening the pathway to the Comprehensive and Progressive Trans-Pacific Partnership (CPTPP). It may be difficult for a nonPacific nation to become a full member of CPTPP, however, New Zealand could promote a substantial; associated status for the United Kingdom.

The next few years will test New Zealand’s diplomatic prowess to a greater extent than any time in the last 35 years. New Zealand will not be able to so easily say is that all we want is good relations with everyone as we have been able to do so in the past. Choices will have to be made.

New Zealand will have to pay greater attention to its core security relationships. Inevitably we will have to do more. The diplomatic art will be finding the way to do more without unnecessarily aggravating the extremely important economic and social relationship that New Zealand has with China.

37

INTERNATIONAL SECURITY

Global nuclear arsenals grow as states continue to modernise The Stockholm International Peace Research Institute (SIPRI) Yearbook 2021 finds that despite an overall decrease in the number of nuclear warheads in 2020, more have been deployed with operational forces.

Signs that decline in nuclear arsenals has stalled The nine nuclear-armed states – the US, Russia, UK, France, China, India, Pakistan, Israel and the Democratic People’s Republic of Korea (North Korea) – together possessed an estimated 13,080 nuclear weapons at the start of 2021. This marked a decrease from the 13 400 that SIPRI estimated these states possessed at the beginning of 2020.

Despite this overall decrease, the estimated number of nuclear weapons currently deployed with operational forces increased to 3,825, from 3720 last year. Around 2,000 of these – nearly all of which belonged to Russia or the USA – were kept in a state of high operational

38

alert [‘deployed weapons’ refers to warheads placed on missiles or located on bases with operational forces].

While the USA and Russia continued to reduce their overall nuclear weapon inventories by dismantling retired warheads in 2020, both are estimated to have had around 50 more nuclear warheads in operational deployment at the start of 2021 compared to a year earlier.

Russia also increased its overall military nuclear stockpile by around 180 warheads, mainly due to deployment of more multi-warhead land-based intercontinental ballistic missiles (ICBMs) and sea-launched ballistic missiles (SLBMs).

Both countries’ deployed strategic nuclear forces remained within the limits set by the 2010 Treaty on Measures for the Further Reduction and Limitation of Strategic Offensive Arms (New START), although the treaty does not limit total nuclear warhead inventories.

“The overall number of warheads in global military stockpiles now appears to be increasing, a worrisome sign that the declining trend that has characterised global nuclear arsenals since the end of the cold war has stalled,” said Hans M. Kristensen, Associate Senior Fellow at SIPRI and Director of the Nuclear Information Project at the Federation of American Scientists (FAS).

Line of Defence

World nuclear forces – January 2021

Country Deployed Other Total Total

warheads warheads 2021 2020 USA 1 800 3 750 5 550 5 800 Russia 1 625 4 630 6 255 6 375 UK 120 105 225 215 France 280 10 290 290 China

350 350 320 India

156 156 150 Pakistan

165 165 160 Israel

90 90 90 North Korea ...

[40–50] [40–50] [30–40] Total

3 825

9 255

13 080

13 400

Source: SIPRI Yearbook 2021.

“The last-minute extension of New START by Russia and the USA in February this year was a relief, but the prospects for additional bilateral nuclear arms control between the nuclear superpowers remain poor.”

Russia and the USA together possess over 90 percent of global nuclear weapons. Both have extensive and expensive programmes under way to replace and modernise their nuclear warheads, missile and aircraft delivery systems, and production facilities.

‘Both Russia and the USA appear to be increasing the importance they

Line of Defence

attribute to nuclear weapons in their national security strategies,’ said Kristensen.

Other nuclear-armed states investing in future capabilities All the other seven nuclear-armed states are also either developing or deploying new weapon systems or have announced their intention to do so. The UK’s ‘Integrated Review of Security, Defence, Development and Foreign Policy’, published in early 2021, reversed a policy of reducing that country’s nuclear arsenal and raised its planned ceiling for

nuclear weapons from 180 to 260.

China is in the middle of a significant modernisation and expansion of its nuclear weapon inventory, and India and Pakistan also appear to be expanding their nuclear arsenals.

North Korea continues to enhance its military nuclear programme as a central element of its national security strategy. While it conducted no nuclear test explosions or long-range ballistic missile tests during 2020, it continued production of fissile material and development of short- and long-range ballistic missiles.

“The entry into force of the Treaty on the Prohibition of Nuclear Weapons in early 2021 highlights the growing divide between the nuclear-armed states, which are all investing in the long-term future of their nuclear forces, and other countries that are impatient to see progress on nuclear disarmament promised by the Nuclear Non-Proliferation Treaty,” said Matt Korda, SIPRI Associate Researcher and Research Associate with the FAS Nuclear Information Project.

A mixed outlook for global security and stability The 52nd edition of the SIPRI Yearbook reveals some negative – and some hopeful – developments in 2020.

“Despite outbreaks of conflict, rising military spending and of course the first year of a devastating global pandemic, overall global human security did not continue to deteriorate in 2020,” said SIPRI Director Dan Smith.

“The year’s crumbs of comfort included a significant drop in the number of people who died in armed conflicts around the world. Unlike previous years, the international arms trade did not expand. And the Climate Action Summit made some notable—if still insufficient— progress on climate goals.”

In addition to its coverage of nuclear arms control and non-proliferation issues, the latest SIPRI Yearbook includes insight on developments in conventional arms control in 2020; regional overviews of armed conflicts; in-depth data and discussion on military expenditure, international arms transfers and arms production; and comprehensive coverage of efforts to counter chemical and biological security threats.

39

HOMELAND SECURITY

Arihia Bennett to chair Royal Commission Ministerial Advisory Group Te Rūnanga o Ngāi Tahu chief executive Arihia Bennett MNZM has been appointed chair of the Ministerial Advisory Group on the Government’s Response to the Royal Commission of Inquiry into the terrorist attack on Christchurch mosques.

“Twenty-eight people from diverse backgrounds across Aotearoa have been selected for the Ministerial Advisory Group,” Lead Coordination Minister for the Government Response to the Royal Commission of Inquiry Andrew Little announced on 12 June.

The group is being established in response to Recommendation 44 of the Royal Commission of Inquiry report: Establish an Implementation Oversight Advisory Group.

Arihia Bennett MNZM is Chief Executive, Te Rūnanga o Ngāi Tahu.

40

“I’m pleased with the broad range of skills and experience members will bring to the group, encompassing leadership, collaboration and advocacy,” said Minister Little. “The membership includes affected whānau, survivors and witnesses, representative communities, civil society, local government and the private sector.

“We want to ensure we have representation from all our diverse communities, and will be talking to Pacific, rainbow, disability and rural communities for potential candidates to join the group,” Andrew Little said.

Recommendation 44 of the Royal Commission of Inquiry report called for government to establish an Implementation Oversight Advisory Group that: • includes representatives of communities, civil society, local government, the private sector, affected whānau, survivors and witnesses and the Muslim Community Reference Group; • provides advice to the responsible minister on the design of the

government’s implementation plan and its roll-out; and • publishes its advice to enhance transparency.

The Ministerial Advisory Group will play a key role in providing independent advice to the Government on the way it implements the commission’s recommendations.

“I’m looking forward to working with Arihia and the group as we respond to the recommendations of the Royal Commission and make New Zealand a safer, more inclusive country for everyone,” Andrew Little said.

Arihia Bennett MNZM (Ngāi Tahu – Ngāi Tūāhuriri, Ngāti Waewae, Ngāti Porou) has been the CEO of Te Rūnanga o Ngāi Tahu since 2012.

She has held advisory positions to government, including Canterbury Earthquake Recovery Commissioner (CERC) following the September 2010 earthquake. She has also held governance roles within Te Rūnanga o Ngāi Tahu, including as a director for Ngāi Tahu Development Corporation from 1999-2002, and chair from 2002 – 2005.

Other former Board roles held by Bennett include Barnardos NZ and the Christchurch Women’s Refuge (now known as Aviva). She is a member of the Global Women’s Network and the Tuahiwi Māori Women’s Welfare League.

In 2008, she was made a Member of the New Zealand Order of Merit for services to Māori and the community.

Line of Defence

RiskNZ assists members to develop skills and capability in Risk Management, network

RiskNZ Membership benefits include:

with others, and stay ahead of Access to exclusive risk resources, tools and

current issues.

templates and our Members Forum.

Develop your risk skills through our suite of risk training and development opportunities.

Access to our RiskNZ Speakers Team for events and conferences.

Discounted access to regular lunchtime seminars (in person or webinar); networking sessions and workshops.

Explore mentoring opportunities Stay up to date with our weekly email to members and our

Join other risk practitioners at our annual RiskNZ conference.

quarterly publication RiskPost.

Celebrate the success of your teams with our RiskNZ Awards of Excellence.

Connect with local risk practitioners through our regional engagement offerings.

Find other risk practitioners through our Members directory.

Join us! Individual, Corporate and Student membership

w | www.risknz.org.nz

e | admin@risknz.org.nz

linkedin.com/company/risknz/

HOMELAND SECURITY

National Security Journal’s Women and Security special issue In this abridged version of her introduction to the latest issue of Massey University’s National Security Journal, guest editor Dr Negar Partow discusses the importance of the contribution of women to discourse on security and conflict.

Dr Negar Partow is a Senior Lecturer in the Centre for Defence and Security Studies at Massey University. She is a New Zealand Institute of International Affairs board member and United Nations Association of New Zealand special officer.

42

On 8 March 2021, the 110th anniversary of the International Women’s Day celebrated women of the past, present and future and commemorated more than one million women and men who marched across Europe in 1911 for women’s rights and to end discrimination against women.

It was only after the 1970s, however, that discourses on gender equality went beyond what had been formally exclusive to demanding rights and ending discrimination. The second wave of feminism in the late 1960s and early 1970s posed more significant challenges to the existing patriarchal order.

In 1982, Harvard professor Carol Gilligan published her research on differences between men and women in the process of moral development. The study was based on the Heinz dilemma, asking what Heinz should do, having exhausted every other possibility, he must decide whether to steal an expensive drug that offers the only hope of saving his dying wife.

In her research, Gilligan found out that men responded to the Heinz dilemma by focusing on the empirical data and used them to decide the best course of action. Women, on the other hand, saw the problem to be more complex and focused on the relationship and connections amongst agents in the dilemma to find a solution. They responded by asking what would happen to the dying women if the husband is arrested and who would look after her.

Gilligan pointed out that while men in her study paid attention to ethics of rules and regulations, female participants focused on “ethics of care”, and considered the proper way to address the dilemma to be fighting the question and see the individual in the story with connections rather than an isolated entity. For women who responded to the dilemma, those relations mattered.

Gilligan argued that in general, the male’s approach to ethics is based on deciding what rules apply to individuals rather than being connected with others in a web of relationships.

Acknowledging this difference not only highlights the implicit care that we all have explicitly but also it enhances our ability to assess security challenges and resolve them.

The findings of Gilligan’s and later gender studies scholars expanded Gilligan’s finding to centralise the importance of gender equality and changed the very character of political philosophy by posing significant challenges to liberalism and its definition of an individual.

This focus on relations and connections that was revealed in the 1970s and 1980s studies became a building block for vital studies on defence and security, all of which highlighted the lack of women’s voices in the field and its significance in decision making about matters of security and defence.

Line of Defence

Dr Partow with Managing Editor Dr John Battersby and the special issue’s authors at a Parliament House launch in June.

It took however, another two decades of dedicated work, writings, lobbying and raising awareness before the significance of women’s voice was acknowledged in the field of defence and security by United Nations Security Council Resolution 1325.

This was the first international document in which women were not presented only as the victims of war but it reaffirmed the important role of women in the prevention and resolution of conflicts, peace negotiations, peace building, peacekeeping, humanitarian efforts and in post-conflict reconstruction. It emphasises the necessity of women’s equal participation in all efforts regarding the preventing and ending of a conflict as well as reconstruction efforts.

Two more decades have passed since the resolution, yet decision making about security issues that matter globally still are taken almost exclusively without the presence and participation of women.

The five articles in this issue of National Security Journal are all concerned with matters of national security, criminalisation and securitisation in narratives and practices of security.

Deidre McDonald, writes about the significance of reframing New Zealand’s biosecurity conversation in Line of Defence

the post-Covid 19 era, a discussion that is essential for and relevant to thinking about risk management and biodiversity in the time of a pandemic. She argues that in order for New Zealand to be prepared, clear messaging about biosecurity practices, including quarantine, movement restriction and isolation as well as those risks that connects animal health management with human health are necessary.

Drawing upon New Zealand’s leading role in the international biosecurity discourse, MacDonald views New Zealand’s biosecurity leadership position a great opportunity for developing a closer connection between human health and biosecurity threats internationally.

Integration and community policing policies are central themes in Yvette McKelvie’s article on community policing of the Syrian community in Wellington. McKelvie interviews those who work with Syrian community in Wellington and discusses some of their challenges and vulnerabilities.

She highlights how, by paying specific attention to the role of community and cultural awareness, community policing could become more efficient and effective.

Claire Bibby takes a closer look at the role of communication and

imaging in better policing and in developing a more inclusive security discourse that would allow police officers to communicate with the public in a more effective and inf luential way.

She bases her research in the academic critique of the normative discourses of security, and surveys over one hundred police officers about their familiarity with the UNSC Resolution 1325 and its implementations. Bibby shows how the lack of organisational awareness of the resolution and its implementation is embedded in the hegemonic and normative narrative of security and how changing perceptions of communication can foster transformational change.

Sheridan Webb undertakes a historical study of New Zealand’s counter- terrorism legislation from 1977 to 2002 and discusses the internal and external factors that instigated change in the regulations. She notes that no counter-terrorism legislation has been developed in New Zealand that is not a response to a UN resolution or external stimulus.

She argues that New Zealand governments historically have had little appetite for developing robust counter-terrorism policy or legislation, and in the wake of the recent Royal Commission of Inquiry report two options are open for New Zealand – to take a more proactive approach to terrorism, or revert back to previous neglect.

The history of abortion law in a comparative study between Poland and New Zealand is the focus of Justyna Eska-Mikołajewska’s article in which she explores how politicisation and criminalisation of abortion reproduces a specific discourse of power that reduces women’s agency in politics.

Eska-Mikołajewska compares the history of abortion laws, particularly drawing on the connection between changes in politics and criminalisation of abortion to highlight that the existence of a progressive law does not guarantee its sustainability and how women’s individual security and their rights could be easily undermined by political alliances that are often irrelevant to abortion or individual security of women.

43

HOMELAND SECURITY

Managing risk is more than just registering it Data must tell the story of what risks exist in a way that has a beginning, middle and conclusion, so that decisions jump from the page. The answer, writes Dr Fahimeh McGregor (Zaeri), is data visualisation.

Dr Fahimeh McGregor (Zaeri) is Principal Consultant at DELTA Informed Decisions. For over 15 years she has led teams to improve through data-driven culture and the use of analytical solutions to reduce risk and build success.

44

There is a story in your data, but your tools just don’t know how to tell it. That story could be the difference between averting risk or ignoring it, but that story must be visually and contextually brought to life. This is storytelling with data and it will change the way you see how risks are interrelated and you can revolutionise problem-solving.

Data visualisation is not a common skill. Those hired into analytical roles typically have quantitative backgrounds that are used to find data, pull it together, analyse it, and build models.

They do not usually have skills in design that helps them communicate the analysis to an audience of decisionmakers, which is the only part of the analytical process stakeholders will see.

More than ever those without technical backgrounds are being asked to interpret data, actually increasing risk not averting it.

The first step in presenting data for accurate interpretation is understanding people. People learn through story, and data must tell the story of what risks exist in a way that has a beginning, middle and conclusion so that decisions jump from the page, not confuse and waste time.

Data communication to reduce risk sits at the intersection of science and art and it’s time for a revolution in risk management. Too often organisational risk is registered but not resolved. When risks are registered, their interrelationships are not always identified, and solutions that could solve multiple problems are not devised.

As sometimes happens, waiting until the end of the financial year leads to the discovery of unknown risks or

worse, known ones that blew out to be much bigger than predicted and budgets collapse.

The leader’s Responsibility Leaders are responsible for creating visibility of risks in projects. Risk registers assist in this process; however, issues are not always listed according to priority and the data used to make key decision is often outdated or poorly presented.

Regular data feeds that provide vital information must be presented visually in a way that all team members can understand and make crucial decisions about the future of projects.

The first step in good data presentation is accurate data gathering.

People are complex and do not always present critical information without it being requested. However, that process can fail when the right questions are not asked, and the base data is not presenting the whole picture.

This is why I am an advocate of the LEAN 5 Why’s principle to assist in getting to the heart of the problem and having a more accurate assessment of risk.

Managers may think of lean as only process improvement, seeing it predominantly as tools and techniques but not a culture of employee engagement. Therefore, they embark on a methods only approach to lean.

In this way, they neglect social aspects for sustained change and continuous improvement.

As a result, managers taking the easiest path delegate the implementation to process engineers and consultants, Line of Defence

not realising the need for their personal involvement.

Because of this, there is a high likelihood of poor decision making, through delegating responsibility without discernment. This, in many cases, results in inappropriate delegations to process engineers and consultants who themselves may or may not take a suitable approach to lean.

Risks Are Always Interrelated According to Barki et al. (1993), there are causal relationships between risks in any type of project, which makes individual risk management ineffective.

Chapman & Ward (2003) suggest that risk analysis without assessing risk interactions results in a superficial and incomplete understanding of risk.

The most effective responses in the treatment of some risks may be to reduce the probability of occurrence of risks that precede them. Hence, there is a need for research to collect empirical evidence on the relationship between risks in an organisation. Visualisation of the relationships between risks has been used in software development projects not only to understand such relationships but also to demonstrate the Line of Defence

effects of the risks and the factors that originate them.

The 5 why’s Solution The 5 WHY’s approach, a Lean Management tool, is critical in reframing and re-engaging teams to focus on project risks and prioritising their solutions.

In terms of pedigree, ‘5 whys’ traces its roots back to the Toyota Production System (TPS). It also plays a key role in Lean (a generic version of TPS) as well as Six Sigma, another popular quality improvement (QI) methodology.

Father of the Toyota production system, Taiichi Ohno, describes ‘5 whys’ as central to the TPS methodology: “The basis of Toyota’s scientific approach is to ask why five times whenever we find a problem … By repeating ‘why’ five times, the nature of the problem, as well as its solution, becomes clear.

Asking ‘why’ five times allows users to arrive at a single root cause that might not have been obvious at the outset.

It may also inspire a single solution to address that root cause.

The pedagogical argument for ‘5 whys’ is that it creates an ‘aha moment’ by revealing the hidden influence of

a distant cause, which illustrates the importance of digging deeper into a causal pathway. This quick and easy learning experience can be a powerful lesson in systems safety.

End at The Beginning Good stories always have closure, and data interpretation is no different.

When we only see a partial story, we draw conclusions and make decisions that increase the risk of failure. Worse, when we have all the data, but leaders are not shown it in a meaningful way, we overlook critical detail.

Good data visualisation will end where it began, by presenting the story of how you got where you are, highlighting what decisions can be made, and outlining what will be the results of each action. Once the risk is registered it becomes part of the organisational knowledge that informs the next project.

Mischief Managed.

This article first appeared in RiskPost (the newsletter of RiskNZ Incorporated), Edition 1, 2021. It is republished here with the permission of RiskNZ. 45

HOMELAND SECURITY

The importance of place in understanding security risk With the launch of the SecIntel national threat and risk assessment platform in April, Global Risk Consulting-SecIntel Managing Director Chris Kumeroa discusses the value of geomapping in evidence-based risk analysis.

Chris Kumeroa is Managing Director of Global Risk Consulting - SecIntel.

He is a former New Zealand Special Forces soldier specialising in counter terrorism, human tracking, mountaineering and reconnaissance.

46

It’s a simple thesis: an individual’s exposure to a hazard (a potential source of harm) is dependent upon the location of the individual relative to the hazard.

If an individual remains geographically distant from a hazard, it is less likely the hazard will result in harm to them. Conversely, if an individual and a hazard are located at the same place and at the same time, then the likelihood of harm (i.e. risk) to the individual is heightened.

It’s a logic that holds true no matter the hazard – earthquake, weather event, crime or traffic incident.

COVID-19 clustering, and physical distancing measures, for example, have demonstrated the importance of geographical proximity in the context of virus transmission and exposure to potential harm. Place is a key element in both the spread and the containment of the pandemic.

In the case of crime, law enforcement concepts such as ‘environmental criminology theory’, ‘routine activities theory’ and ‘place-based policing’ demonstrate the importance of location to risk.

Environmental criminology theory, for example, posits that crime is a complex event in which four things intersect at one time: a law, an offender, a target, and a place.

Crime has distinct geographical patterns, and the geography of crime can be dynamic over time and space. Many place-based policing theories describe the role of place in shaping how crimes cluster and form ‘hotspots’, emphasising the role of place as the key element in crime.

Risk Terrain Modelling, for example, uses geospatial analytics to diagnose environmental conditions that lead to crime and other problems. It brings multiple sources of data together by connecting them to geographic places, and then forecasts risk patterns for certain areas. This can assist law enforcement in deploying resources, preventing crime, and reducing risks.

Place is also important in relation to hazard categories more commonly associated with accident, chance, or ‘act of God’. Traffic incidents, for example, can happen anywhere, but the data tells us that certain locations – or hotspots – play host to disproportionately more incidents than others due to conditions at their specific location.

In the case of natural disasters, some extreme weather events, such as severe storms, can be ‘freakish’ in terms of being geographically indiscriminate, yet location can play a part in others, such as tsunami, flooding, landslides, and geological events.

Locality is thus critical to our understanding of individuals’ security.

Understanding the prevalence of hazards in particular geographies enables us to better manage the risk and to achieve better security outcomes.

The SecIntel platform Achieving visibility of the risk landscape is what SecIntel was designed to do, whether it’s understanding the various hazards prevailing in a single location or gaining situational awareness across a national multi-site network of properties.

Line of Defence

There are over 53,500 meshblocks in New Zealand, which are defined

by Statistics New Zealand as being “the smallest geographic unit for which statistical data is collected and processed”. SecIntel presents location hazard metrics to the meshblock level, with colour-coded meshblocks depicting differing rates (per capita) of historical crime.

The system also presents premisesspecific location and incident data (security and health and safety) for organisations keyed in by their onpremise security/safety team. This enables the heat-mapping of highseverity or high-volume hotspots, contributing to an overall risk picture.

The platform uses these varied open source crime, and incident and threat metrics to identify time of day and day of week patterns, year-on-year trends, and incident type reporting. In doing so, it provides an evidence basis for security risk assessment.

According to A Study on the Influence of Uncertainties in Physical Security Risk Analysis by the European Safety and Reliability Association, “Security risk assessment is often accompanied by great uncertainties, as there is a lack of evidence of threats, consequences and the abilities of security measures. Thus, qualitative or semi-quantitative models that strongly Line of Defence

rely on expert knowledge are often used, although these models can lead to misleading or even wrong results.”

On the other hand, Evidence-based risk assessment (EBRA) is the practice of making risk decisions through the judicious identification, evaluation, and application of the most relevant, quantifiable, and statistically valid risk information. This is the space where SecIntel plays.

The platform’s presentation of security, safety and risk-related data can help organisations make evidencebased, commercially sensible and reputationally robust security planning, and policy and operational decisions around security risk.

Quarterly reporting Back in April we also released SecIntel’s inaugural Security Situation Report (SITREP) covering Q4 2020 (Oct-Dec).

This report features high-level regional data that provides insight into the safety and security of New Zealanders through the categories of (i) violent crime, (ii) other crime, (iii) cyberattacks, and (iv) incivility (identity and ideology-based violence).

In terms of Violent Crime, the report found that on a per capita basis, the region with the lowest rate of these crimes was Tasman, followed

by Southland. Overall, there was a 14

percent surge in violent crime in Q4 compared to the previous quarter.

On a per capita basis the region with the lowest rate of ‘Other Crimes’ was Otago, followed closely by Southland.

In terms of Cyber Attack, NZ CERT data tells us that although Q4 shows a decrease in cyber security incidents from Q3, the numbers of incidents reported are significantly higher than Q4 2019. The Greater Wellington region was the nation’s hot spot for cyber incidents.

Q4 saw Incivility play out in the context of COVID-19, a national election, white nationalism, racist violence and animal activism. Our survey of New Zealand media reportage for Q4 found that the Canterbury region recorded the highest incidence of reported identity and ideology-based violence.

Apart from providing a ‘bird’s eye’ view on security trends across the country from quarter to quarter, the report focuses on key areas of vulnerability. We’ve had excellent feedback on the report from security and risk managers, and it will be available quarterly and free-of-charge via the SecIntel website.

The Q1 2021 SITREP will be released prior to the end of June.

47

HOMELAND SECURITY

Fire Prohibition Orders aim to remove guns from gangs Introduction of Firearms Prohibition Orders aims to take guns away from those involved in organised crime, serious criminals and persons charged with terrorism-related offences.

The Government will make it illegal for high risk people to own firearms by introducing Firearms Prohibition Orders (FPOs) that will strengthen action already taken to combat the influence of gangs and organised crime to help keep New Zealanders and their families safe, Police Minister Poto Williams and Justice Minister Kris Faafoi announced on 11 May. “It is a privilege, not a right, to own or use a gun in this country and we need to take that ability out of the hands of people who pose a threat to our communities,” Police Minister Poto Williams said.

Qualifying offences will be serious firearms offences (those which would disqualify someone from holding a firearms licence), serious violent offences (as defined in section 86A of the Sentencing Act 2002), an offence of participation in an organised criminal group (section 98A of the Crimes Act 1961), and terrorism-related offences

48

under the Terrorism Suppression Act 2002.

The FPOs will offer additional controls on specified people, for instance, controls on where a person may reside or visit. They also will ensure that a person subject to an Order cannot use a firearm under the supervision of a licensed firearm owner.

A person subject to an FPO cannot own, use, access or be around firearms. Unless the Court says otherwise, they also cannot reside in locations where there are firearms, visit specific locations where there are firearms, or associate with someone who has a firearm on them. Breaching the conditions of the FPO will be a criminal offence.

The penalties envisaged would depend on which conditions the person had breached: A person who was found in possession or control of a firearm would face a penalty of up to five years imprisonment, or up to seven years

imprisonment if the firearm was a prohibited firearm.

If the person breached a condition such as residing in a location where there were firearms, or visiting a prohibited location such as gun shop, the penalty would be up to two years imprisonment.

The Criminal Proceeds (Recovery) Act will also be amended to introduce a new power enabling seizure of assets of those associated with organised crime – where the person’s known legitimate income is likely to have been insufficient to acquire the asset.

“This new organised crime power will help prevent those involved in organised crime from benefitting from crime and remove the primary reason for organised crime to exist – the profits they can make from vulnerable New Zealanders,” Kris Faafoi said.

“Those involved in organised crime, including those who launder their money, would have to demonstrate their assets were obtained legitimately,” he said.

Line of Defence

PACIFIC SECURITY DYNAMICS 31 August - 3 September 2021 PACIFIC SECURITY DYNAMICS This four day course delivers an in-depth and interactive study of comprehensive security challenges and cooperation opportunities in the vast Pacific region which stretches from the Antarctic in the south to the Bering Strait in the north.

The course includes presentations by prominent experts from academia and the public/private sector, daily small group deliberations, a concluding tabletop exercise and reflection on applying the learning back in the workplace. Topics will also cover the implications of the Covid-19 pandemic on security and cooperation in the Pacific region.

KEY TOPICS INCLUDE:

LEAD ACADEMIC PRESENTERS AND FACILITATORS Professor Rouben Azizian Dr Anna Powles Dr Germana Nicklin Also presentations by senior diplomatic, New Zealand government, business and civil society representatives.

WHAT: WHEN:

•

sources and factors affecting regional security and stability;

WHERE:

•

key regional actors, their policies and relationships;

PRICE:

•

regional flash points, such as the Korean Peninsula and South China Sea;

•

transnational crime, climate change and resource security;

•

security-trade-development nexus;

•

implications of the New Zealand Government policy “reset” towards the Pacific Islands.

LEARNING OUTCOMES: •

gain comprehensive knowledge of complex regional security challenges and strategic trends;

•

develop New Zealand responses to these challenges and trends.

To register visit: pacificsecuritydynamics.co.nz

CONTACT:

Professional Development Course 31 Aug - 3 Sept 2021 Executive Seminar Suite, Gate A, , Massey University, Wellington Campus $2799 (inc gst) Earlybird - $2519 (inc gst) (until 1 August) Claire Grant c.grant@massey.ac.nz 04 801 5799 extn 63597

Defence solutions

Serco Defence is a leading integrated marine services provider in the Asia Pacific region

Deep expertise in complex maritime project management from design, build, and modifications through to vessel operation and maintenance

Serco brings world-class experience and ingenuity to deliver a range of effective platforms that achieve reliable, versatile performance in the most rugged conditions

Award winning marine services provider

Design and delivery of academic, operational and resilience training

A trusted global partner in the naval environment

Naval Business of the Year, 2020

Simulator based maritime warfare training for the Royal Australian and New Zealand Navies

Technical management of vessels across the full asset lifecycle with worldwide support

Expert technical staff and software engineers who maintain and develop training systems to enhance capability

40 years supporting US Navy

Best Recruiting Campaign, 2020 Excellence Awards for Best Leadership Development Programme and HR Team of the Year, 2020

AUSTRALIAN DEFENCE INDUSTRY AWARDS

WINNER

To find out more, visit www.serco.com/aspac

NAVAL BUSINESS OF THE YEAR

2020

A design and engineering partner for the Royal Canadian Navy

2020 AUSTRALIAN HR AWARDS

2020

2020

AUSTRALIAN HR AWARDS

AUSTRALIAN HR AWARDS

ELLENCE AWARD EXC

ELLENCE AWARD EXC